cc 2022 AR 12/13 strategic plan to address homelessness update

ACTION:
____________________________
Clerk/Secretary
Department: City Manager Item No: PH1
Prepared by: Jonathan Lung, Homeless Services Program Mgr Meeting Date: December 13, 2022 Approved by: Amanda Lee, Acting City Manager Agenda Location: Public Hearing SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
RECOMMENDATION:

1.Adopt City Council Resolution No. 2022- , authorizing application to the Permanent Local Housing Allocation Program and administration of program activities.

2.Receive an update on the implementation of the Strategic Plan to Address Homelessness.

CORRELATION TO CITY COUNCIL GOALS: (1) Homelessness & Housing, and (2) Public Safety.

PRIOR ACTION: On September 27, 2022, adopted the following City Council Resolutions: 1) No. 2022- 142, approving an agreement with Exodus Recovery, Inc to provide a full-time social worker and a part- time housing navigator to address homelessness in Vista; and 2) No. 2022-143, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote:
5-0).

On September 13, 2022, discussed a permanent supportive housing request for qualifications and, by consensus, directed staff to move forward (No Vote).

On May 24, 2022, received an update on the implementation of the Strategic Plan to Address Homelessness (No Vote).

A comprehensive list of prior actions is included as Exhibit 3.

STATEMENT ON THE SUBJECT:

Permanent Local Housing Allocation: In 2017, Governor Brown signed a 15-bill housing package aimed at addressing the state’s housing shortage and high housing costs. Specifically, it included Senate Bill (SB) 2, which established the Building Homes and Jobs Trust Fund (Fund). SB 2 created a recording fee on real estate documents and authorized the Department of Housing and Community Development (HCD), beginning in 2019, to allocate 70 percent of moneys collected and deposited in the Fund to local governments for eligible housing and homelessness activities. This is known as the Permanent Local Housing Allocation (PLHA) Program, with funding allocated based on the federal Housing and Urban Development Community Development Block Grant formula.

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
12/13/2022 PH1 Page 1 of 264
Approved above recommendation, adopted City Council Resolution No. 2022-180.

Vote: 5-0

MEETING DATE: December 13, 2022 PAGE 2
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
On February 26, 2020, HCD issued a Notice of Funding Availability (NOFA) for PLHA funds. The NOFA is a non-competitive application but does require the City to develop a five-year plan to identify activities the City will fund with PLHA dollars over the five-year period and submit an authorizing resolution (Exhibit 4) approving the application for and receipt of grant funds.

On June 23, 2020, City Council adopted Resolution No. 2020-115, authorizing the City Manager (noted by name on the document) to execute the PLHA Program Application, the PLHA Standard Agreement, and any subsequent amendments or modifications, as well as any other documents which are related to the Program or the PLHA grant awarded, as HCD may deem appropriate.

On October 4, 2022, staff submitted the application for 2020 and 2021 PLHA NOFA formula allocation.

The application was previously submitted; however, HCD advised staff that the application would need to be resubmitted following the City’s Housing Element approval. On November 16, 2022, HCD notified staff that the application was approved. Shortly after receiving the award letter for the 2020 and 2021 PLHA NOFA formula allocation, HCD noted that because the City Manager who executed the PLHA Program Application had vacated the position, a new resolution would need to be submitted. Staff recommends that the City Council adopt a new resolution authorizing execution of PLHA administration as noted above to the City Manager by title only.

Strategic Plan to Address Homelessness Update: On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness (Strategic Plan) to address factors contributing to individuals and families at-risk of and experiencing homelessness through programs and practices that have proven successful in other places but are tailored to Vista. The Strategic Plan is a living document that is updated and developed on an ongoing basis depending on funding sources, legislative changes, community need, and program outcomes. The Strategic Plan utilizes a three-pronged approach, blending services, resources, and enforcement to address the following primary goals:
1)Prevent Homelessness;
2) Improve Quality of Life; and
3)Reduce the amount of people experiencing Homelessness.

The Strategic Plan was created through extensive community outreach and input including four community meetings, two business community meetings, four City Council meetings, one public workshop and 14 one-on-one meetings with various homeless service providers and community groups.

Since the adoption of the Strategic Plan and the contracted work, the City’s understanding of the needs of the community have evolved. As noted above, the Strategic Plan is a living document with flexibility to best meet community needs. The body of work to address homelessness has expanded and now includes ancillary resources, including housing navigation and a state funded encampment resolution grant program that supplements contracted programs. Over the last 24 months, the cumulative resources invested in the Strategic Plan activities have significantly increased with the addition of the new state grant funds. The below chart identifies the cumulative amount of funds currently contracted for each goal within the Strategic Plan.

Total Funds Contracted since Adoption of Strategic Plan (March 2020) Strategic Plan Goal Amount Contracted
Prevent Homelessness $ 355,000
Improve Quality of Life $ 125,000
Reduce Homelessness $ 2,331,563
Total $ 2,811,563
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MEETING DATE: December 13, 2022 PAGE 3
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
Activity Service Provider Strategic Plan
Goal
Contract
Amount Expended
Encampment Resolution
Grant - Restoration and
Mitigation
Exodus Recovery Improve Quality
of Life $ 125,000 $ 24,700
Encampment
Resolution Grant -
Outreach and
Engagement
Exodus Recovery Reduce
Homelessness $ 695,824 $ 190,723
Social Worker -
Outreach and
Engagement
Exodus Recovery Reduce
Homelessness $ 985,739 $ 300,078
Shelter Beds Alliance for Regional
Solutions
Reduce
Homelessness $ 600,000 $ 350,000
Motel Voucher Program Interfaith Community
Solutions
Reduce
Homelessness $ 50,000 $ 50,000
HomeShare ElderHelp Prevent
Homelessness $ 105,000 $ 70,000
Homeless Prevention
Pilot Program
North County
Lifeline
Prevent
Homelessness $ 250,000 $ 250,000
TOTAL $ 2,811,563 $ 1,235,501
Internal Homelessness Working Group: The group includes City staff from Code Enforcement, Public Works, Fire, Stormwater, Recreation & Community Services, Building & Planning, Economic Development, City Attorney’s Office, Housing and Homeless Services, and the City Manager’s Office. The City’s social work contractor, Exodus Recovery, Inc. (Exodus), members of the Vista Sheriff’s Community Oriented Policing and Problem Solving (COPPS) team, and representatives from CalTrans also participate in group meetings. The group meets bi-monthly to discuss how each division and agency uniquely addresses homelessness and identifies opportunities to collaborate with information, strategize, and initiate cross-department and/or cross-agency deployment of resources.

Since the last update in May 2022, the group has identified a need for ongoing training and discussion on how the City addresses homelessness. Exodus has provided staff access for online homeless services training courses. The course offers trauma-informed and person-centered approaches to building rapport and having difficult conversations with unsheltered individuals. Access for this training has been made available to all staff that are involved with encampment cleanups, including Code Enforcement and Public Works. The Homeless Training course catalogue is included as Exhibit 5.

Homeless Prevention Pilot Program: In Fiscal Year (FY) 2019/20 the City received a $250,000 state budget allocation for homeless prevention and intervention funding. As a result of this funding, between August 2020 and August 2022, Vista contracted with North County Lifeline to provide Homeless Prevention resources for Vista families and individuals. The Homeless Prevention Pilot Program (Program) provided short-term financial assistance with case management to help participants increase self-sufficiency. The Program was funded by a one-time state allocation of $250,000 and assisted 64 families, totaling 168 Vista residents who were at risk of becoming or returning to homelessness. The Program enabled the City’s Social Worker and Housing Navigator to assist families in need by providing 12/13/2022 PH1 Page 3 of 264

MEETING DATE: December 13, 2022 PAGE 4
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
supplemental resources, such as rental and utility assistance, security deposit costs, and application fees, after they had been matched to housing vouchers.

Since March 2021, the County offered a similar program with a greater financial capacity for longer term rental and deposit assistance that distributed $16.1 million to 1,445 Vista households. The County program is no longer accepting new applications and has addressed all cases.

The Program was funded through a one-time state allocation and the County Emergency Rental Assistance Program has ended., Staff is preparing to establish a new homeless prevention program to continue providing this resource for Vista residents who are at risk of becoming or returning to homelessness.

HomeShare Coordination Services: The City is in the third year of a three-year contract with Elderhelp of San Diego to conduct outreach and education for their HomeShare program, which matches people seeking affordable housing with home providers, primarily older adults, who wish to continue living in their homes. Elderhelp is conducting outreach and education to various Vista organizations, such as local service groups, parishes, and ongoing outreach at the Gloria McClellan Adult Activity Center. ElderHelp outreach materials are listed as Exhibit 6.

The HomeShare strategy is a unique affordable housing option that requires a significant amount of program and relationship building, in the initial phase to establish themselves in the community, which is why a three-year contract was necessary. The contractor has cultivated three HomeShare providers who are fully enrolled and with one having recently been successfully matched.

Encampment Clean-Up: Over the last 12 months, a total of 335 homeless encampments were reported to Code Enforcement; 58 of those reported encampments were on public property and cleaned. The Public Works Department has strengthened collaboration with Code Enforcement, Stormwater Division, Sheriff’s Department, Fire Department, and new Community Improvement Team to enforce environmental protection of the biological preserve overlay (BPO) areas throughout the City with regular monitoring of the BPOs. Over the last 12 months, 21 tons of trash was collected from the BPO areas along Hacienda; as well as in box culverts; Wildwood, Brengle Terrace, and Bub Williamson Parks; Buena Creek Trail; Emerald Drive; Sycamore Avenue; Watson Way; and Thibodo Road. Additionally, I Love a Clean San Diego hosted a cleanup at the Hacienda BPO on September 17, 2022, where 34 volunteers collected 890 pounds of trash, 120 pounds of recyclables, and several sharp items that included hypodermic needles.

California Department of Transportation (Caltrans): Staff continues to collaborate with the California Department of Transportation (Caltrans) to address encampments located on freeway onramps. Staff coordinates ongoing cleanups that includes the City's Social Worker. Earlier this year Caltrans was awarded a $1.92 million grant to improve the landscaping at the State Route (SR) 78 Vista Village Interchange. The improvements of this area will further beautify and benefit the traveling experience for Vistans, local businesses, visitors, and commuters. Caltrans has also begun the installation of a new 4-D cut-resistant fence around the Vista Village on- and off-ramps of the 78 freeway. The City is working in close coordination with Caltrans to ensure the successful completion of the Vista Village Interchange Landscape Improvement Project. The project is expected to be completed by Summer 2024. A Caltrans presentation describing cleanups and right-of-way project in Vista is included as Exhibit 7.

Encampment Resolution Grant: In February 2022, the City was awarded $1,828,394 from the Encampment Resolution Funding (ERF) Grant Program. Administered by the California lnteragency Council on Homelessness (Cal ICH), the ERF project is providing targeted outreach and housing navigation services for a 24-acre City-owned parcel along Hacienda Drive that runs parallel to Highway 78 along the Buena Vista Creek within the Buena Vista Watershed and surrounding watershed areas. The 12/13/2022 PH1 Page 4 of 264

MEETING DATE: December 13, 2022 PAGE 5
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
grant focuses on addressing the immediate crisis of unsheltered persons residing in encampments, supporting those living in encampments with a pathway to safe and stable housing, and to restore public spaces to their intended uses. The project takes place over a two-year period, in Fiscal Year (FY) 2022/23 and FY 2023/24. The grant funds critical services to support the City's Strategic Plan to Address Homelessness during Fiscal Year (FY) 2022-23 and FY 2023-24, including:
•The addition of two social workers
•A housing navigator focused specifically on the encampment •A community health worker
•A Homeless Services Program Manager within the City Manager's Office A report of persons served in the ERF grant area is included as Exhibit 8.

Governmental and Legislative Advocacy: Staff continues to monitor federal, state, and local funding opportunities in alignment with the Strategic Plan. In July, HUD announced the Continuum of Care (CoC) Program Supplemental Notice of Funding Opportunity (NOFO) to Address Unsheltered and Rural Homelessness, which makes $322 million in competitive funding available to communities to address unsheltered and rural homelessness. To apply, CoCs were to demonstrate a comprehensive community approach to reduce homelessness among people experiencing homelessness with severe service needs, especially those with histories of unsheltered homelessness. Staff submitted three project proposals to San Diego region’s CoC, the Regional Task Force on Homelessness (RTFH). One proposal, a Master Leasing & Rapid Rehousing Rental Assistance Program, was approved to be submitted with RTFH’s collaborative application to HUD. If awarded, the City will receive an allocation of $1,051,604 for the 3-year grant program and is expected to begin in September 2023.

Master Leasing will provide a housing resource for clients experiencing chronic and acute needs, such as physical and/or mental health conditions, and offers a safe place to reside, increasing access to address their other immediate needs. This program would allow for four total beds to be master leased at any given time, with two reserved for men and two reserved for women. Once a client utilizing a master leased bed has gained self-sufficiency, that client will take over the lease and a new bed will be leased by the City and made available to a matched client. The Rapid Rehousing Rental Assistance program would be administered using a model consistent with housing vouchers. Unsheltered clients will be matched through a housing navigator to receive rental assistance for a maximum of 24 months. During this time, their cases will be managed, and additional resource navigation will be administered with the goal of self- sufficiency. The collaborative application was submitted by RTFH on October 17, 2022, and HUD plans to announce which CoCs will be awarded funding in January of 2023.

A notable bill that staff continues to monitor is California Senate Bill No. 1338 (Umberg) - The Community Assistance, Recovery, and Empowerment (CARE) Court Program. The Lanterman-Petris-Short Act provides for short-term and longer-term involuntary treatment and conservatorships for people who are determined to be gravely disabled. This bill would enact the CARE Act, which would authorize specified people to petition a civil court to create a CARE plan and implement services, to be provided by County behavioral health agencies, to provide behavioral health care, stabilization medication, and housing support for adults who are suffering from schizophrenia spectrum and psychotic disorders and who lack medical decision-making capacity. The bill would specify the petition filing and reviewing process, including requiring the petition to be signed under penalty of perjury, and to contain specified information, including the acts that support the petitioner’s belief that the respondent meets the CARE criterion. Per Resolution 2022-78, the City submitted a letter dated September 7, 2022, requesting Governor Newsom’s signature on SB 1338, which is included as Exhibit 9.
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MEETING DATE: December 13, 2022 PAGE 6
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
Secure Shelter Beds: The City is in the third year of contracting with North County Alliance for Regional Solutions (ARS). This contract was initiated in August 2020 to prioritize up to ten shelter beds per night in ARS’ existing low-barrier shelters for people experiencing homelessness in Vista. The City Social Worker coordinates with the ARS shelters to place individuals experiencing homelessness in Vista at local shelters including Haven House located in Escondido and La Posada located in Carlsbad. Over the last 12 months, a total of 55 unduplicated individuals from Vista have been placed in shelters, staying 2,505 nights. The Year 2 cumulative report from ARS is included as Exhibit 10.

Motel Voucher Program. An additional supplemental tool that was been added to the resource pool for the City's Social Worker contract is the addition of motel vouchers for up to 21 days per individual. This program was funded through a subcontract with Interfaith Community Services with CDBG-CV funding for $50,000. This program was used as a bridge/transitional program in which clients can stay at one of the hotels that the City's Social Worker Program contracts with. The program is used to assist an unsheltered individual move from the streets into a more permanent or stable housing situation while waiting for a shelter bed. In addition, these vouchers are used for individuals actively searching for housing with an Emergency Section 8 Housing Voucher. Though funding for motel vouchers has exhausted, staff are exploring other funding opportunities to administer motel vouchers.

Safe Parking: On June 28, 2022, City Council approved the release of a Request for Proposals (RFP) for a safe parking provider. The safe parking program will provide a welcoming environment, meaningful resources and tools, and dignified support to help families stabilize and transition back into permanent housing. With holistic services focused on basic needs assistance, employment, family wellness, school success, financial education, credit repair, and housing, the program will create a pathway out of homelessness while being a support to people where they currently reside.

Staff received two proposals, and a Notice of Award was released in December 2022. Staff will request City Council approval of a formal agreement in January 2023. Once the provider is awarded a contract, staff and the provider will collaborate in identifying a location.

Full-Time Social Worker with Flex Funds: The City is in the third year of a contract with Exodus Recovery for a social worker and a housing navigator to conduct outreach, case management, and housing placement for Vista’s unsheltered community. New for this third year is the addition of a community health worker who uses their relevant life experience to connect with the population being served. They support the social worker and housing navigator by following through with coordination of care with the clients’ care team to include community providers outside of the outreach team. The social worker, housing navigator, and community health worker work in close coordination with the City’s Code Enforcement, Public Works, Stormwater, Homelessness & Housing staff, the Sheriff’s COPPS unit, California Highway Patrol, CalTrans, County of San Diego Health and Human Services Agency (HHSA), medical providers, substance abuse resources, social services, and shelters. The social worker continues to perform targeted outreach and scheduled appointments to encampment sites and individuals experiencing homelessness throughout the City through direct referrals. The social worker also assists clients in accessing basic needs, making relevant referrals and linkages throughout the community, and completing the Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) in the field. This VI-SPDAT assists in determining risk and prioritization when aiding unsheltered and at-risk of homelessness individuals. In the last 12 months, the City’s Social Worker engaged a total of 379 unduplicated individuals experiencing homelessness in Vista, resulting in 950 referrals. Quarterly Reports and the 2021/22 Exodus Annual Report is included as Exhibit 11.

Awards: In September 2022, the City was honored by International City/County Management Association (ICMA) as the recipient of the organization’s Program Excellence Award for the City's Strategic Plan. The award was in the Community Health and Safety category, which had 22 nominations. Three cities won in 12/13/2022 PH1 Page 6 of 264

MEETING DATE: December 13, 2022 PAGE 7
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
this category - one for each population group: Foxborough, Massachusetts (population under 10,000); Oakland Park, Florida (population between 10,000-49,000); and Vista in the population of 50,000 and greater. Vista was one of 18 nominations in this category. This is a prestigious honor, and we are proud of this recognition.

FISCAL IMPACT: Discussion of the Strategic Plan does not have a direct fiscal impact. Staff will return to the City Council before proceeding with any items presented which would require additional contracting or budget allocation.

EXHIBITS:

1.Resolution 2022- , authorizing application to the Permanent Local Housing Allocation Program and administration of program activities

2.Strategic Plan to Address Homelessness

3.Prior City Council Actions

4.NOFA Resolution

5. Exodus Homeless Training Course Catalog

6. ElderHelp Outreach Material

7.CalTrans Presentation

8.ERF Persons Served

9.SB 1338 Letter of Support

10.ARS Shelter Reports

11. Exodus Quarterly and 21-22 Annual Report
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00029213 7
RESOLUTION NO. 2022-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, AUTHORIZING THE APPLICATION AND ADOPTING

THE PLHA PLAN FOR THE PERMANENT LOCAL HOUSING ALLOCATION

PROGRAM
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following:

A. The Department of Housing and Community Development is authorized to provide up to $335 million under the SB 2 Permanent Local Housing Allocation Program Formula Component from the Building Homes and Jobs Trust Fund for assistance to cities and counties (as described in Health and Safety Code section 50470 et seq. (Chapter 364, Statutes of 2017 (SB 2)).

B. The State of California (the “State”), Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability (“NOFA”) dated 8/17/2022 under the Permanent Local Housing Allocation (PLHA) Program; C. Applicant is an eligible local government who has applied for program funds to administer one or more eligible activities, or a local or regional housing trust fund to whom an eligible local government delegated its PLHA formula allocation.

D. The Department may approve funding allocations for PLHA Program, subject to the terms and conditions of the Guidelines, NOFA, program requirements, the standard agreement, and other contracts between the Department and PLHA grant recipients.

2. Action.

A. If Applicant receives a grant of PLHA funds from the Department pursuant to the above referenced PLHA NOFA, it represents and certifies that it will use all such funds in a manner consistent and in compliance with all applicable state and federal statutes, rules, regulations, and laws, including without limitation all rules and laws regarding the PLHA Program, as well as any and all contracts Applicant may have with the Department.

B. Applicant is hereby authorized and directed to receive a PLHA grant, in an amount not to exceed the five-year estimate of the PLHA formula allocations, as stated in Appendix C of the current NOFA, which amounts to $2,453,292 in accordance with all applicable rules and laws.

C. Applicant hereby agrees to use the PLHA funds for eligible activities as approved by the Department and in accordance with all program requirements, guidelines, applicable rules and laws, as well as in a manner consistent and in compliance with the standard agreement and other contracts between the Applicant and the Department.

D. Applicant shall be subject to the terms and conditions as specified in the standard agreement, the PLHA Program Guidelines and any other applicable SB 2 Guidelines published by the Department.
12/13/2022 PH1 Page 8 of 264EXHIBIT 1

RESOLUTION NO. 2022-

CITY COUNCIL OF THE CHARTERED CITY OF VISTA
PAGE 2
00029213 7Exhibit 1 - PLHA Resolution.docx
E. The City Manager is authorized to execute the PLHA Program Application, the PLHA standard agreement and any subsequent amendments or modifications thereto, as well as any other documents which are related to the Program or the PLHA grant awarded to Applicant, as the Department may deem appropriate

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on December 13, 2022, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

APPROVED
Walter C. Chung
20221207142157

JOHN FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:
12/13/2022 PH1 Page 9 of 264

City of Vista

A VISTA COMMUNITY PLAN
Strategic Plan to
Address Homelessness
112/13/2022 PH1 Page 10 of 264EXHIBIT 2

CITY OF VISTA

VISTA CITY COUNCIL
Mayor Judy Ritter
Deputy Mayor Amanda Young Rigby
Council Member John B. Franklin
Council Member Joe Green
Council Member Corinna Contreras

CITY ADMINISTRATION
City Manager Patrick Johnson
Assistant City Manager Aly Zimmermann
Assistant to the City Manager Amanda Lee
Consultant HG Consulting Group
Mission Statement
The City of Vista is dedicated to providing exceptional services, to improving Vista’s quality of life, and to
enhancing the uniqueness of the Vista community.

STRATEGIC PLAN TO ADDRESS HOMELESSNESS
Strategic Plan to
Address Homelessness
March 10, 2020
212/13/2022 PH1 Page 11 of 264

TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................................................................ 3 I.BACKGROUND ...................................................................................................................................... 5 Measuring Homelessness ........................................................................................................................ 5 Causes of Homelessness ........................................................................................................................ 6 North County Shelter Network Beds ........................................................................................................ 7 II.CITY OF VISTA HOMELESSNESS FUNDING SOURCES AND SERVICES ......................................... 8 Available Funding Sources ...................................................................................................................... 8 Funded Services ...................................................................................................................................... 8 City Services ............................................................................................................................................ 9 Collaboration ............................................................................................................................................ 9 III.PLAN SUMMARY ..................................................................................................................................10 IV.STRATEGIES TO ADDRESS HOMELESSNESS ..................................................................................11 System Collaboration ..............................................................................................................................11 Prevent Homelessness ...........................................................................................................................12 Improve Quality of Life ............................................................................................................................14 Reduce Homelessness ...........................................................................................................................19 V. SOURCES ..............................................................................................................................................19 VI.APPENDICIES .......................................................................................................................................21 Appendix A .............................................................................................................................................21 Costs, Approaches, and Metrics
Appendix B .............................................................................................................................................29 2019 Regional Task Force on the Homeless Annual Report on Homelessness in the San Diego Region Appendix C .............................................................................................................................................85 Alliance for Regional Solutions - Shelter Provided to the Homeless in North San Diego County Bridge Housing Between 07/1/2018 - 06/30/2019
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EXECUTIVE SUMMARY
Homelessness is one of the most challenging social issues of our time. To significantly prevent and/or reduce homelessness, any community needs to be able to implement a systematic, long-term response that ensures homelessness is prevented whenever possible or, if it cannot be prevented, is a rare, brief and one-time experience. Homelessness is not unique to Vista; however, Vista does have a distinct character that requires a plan that reflects the City’s values and goals.

In June 2018, the City hired HG Consulting Group (Consultant) to assist with creating a Strategic Plan to address the needs of our community. Working closely with staff, the Consultant spent over a year investigating the impact of homelessness in Vista; conducting multiple community meetings and meetings with service providers, homeless individuals and other stakeholders; examining best practices and approaches to help those at risk of and experiencing homelessness; and sharing and testing ideas that could be feasible in Vista. Throughout this effort, the City Council provided feedback and direction on the inquiry and appropriate approaches and outcomes. Additionally, it was recognized through this process that communities need to work collaboratively to develop plans that promote assistance to those experiencing homelessness, while also protecting all community members’ health, safety, and welfare.

Although there is not one single cause to becoming
homeless, there are commonalities that include substance abuse, mental health, shortage of affordable housing, lack of adequate or stable income, and domestic violence. The multiple causes demand a varied
response including prevention, diversion, reduction, and enforcement activities. In addition, approaches vary
depending upon the types of homelessness, for
example chronic homelessness requires different
tactics than situational homelessness. Veterans
have unique needs, as do homeless youth and/or
families. Regardless of the reason for becoming
homeless, the community’s goal is for homelessness
to be a rare, brief, and one-time experiences, and in
the case of chronic homelessness, to move people into
shelter and connected to services, as soon as possible.

This strategic plan is designed to address homelessness through programs and practices that have proven successful in other places, but are tailored for this community. It is intended to be a living document that requires ongoing review and regular updates based on changes in legislation, community priorities, program outcomes, enforcement, and new funding opportunities.

This action plan focuses on three primary goals for addressing homelessness as directed by the City Council: 1) Prevent homelessness, 2) Improve quality of life, and 3) Reduce homelessness.

The community’s
goal is for
homelessness to
be a rare, brief,
and one-time
experience.
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In addition to the leadership of the City Council, many members of City staff, social service providers, other public agencies, Vista residents, business owners, and representatives of faith- based organizations assisted with the creation of this Strategic Plan. Throughout the process, the following principals were followed and are cemented in the Strategic Plan:

We believe a shared framework among all stakeholders with a clear plan of action will ensure we are all working together towards the goals of preventing and reducing homelessness and improving quality of life for our community.

We are striving to develop and implement fiscally responsible approaches that lead to meaningful, measurable outcomes and we will assess the effectiveness of our plan to address homelessness by tracking those outcomes.

We believe the safety and well-being of the community is a priority, including residents and business owners along with people experiencing homelessness.

While we recognize that an approach that includes both law enforcement and supportive services is essential, we also recognize homelessness is not a crime.

We support long-term solutions that help each person experiencing homelessness find permanent housing with supportive services.

We recognize that each person experiencing homelessness is unique with diverse needs requiring a tailored case management approach founded on trust and respect.

We understand community awareness and involvement in the initiatives is critical to our success.

We recognize that addressing homelessness requires a regional approach and resources, and we will work with regional partners to leverage resources for Vista.

We recognize homelessness represents a complex social problem. The plan must be flexible, and we will regularly review outcomes to improve our plan and adapt to changing conditions.
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At the 2018-2020 goal setting workshop, the City Council identified a need to develop a strategic plan to address homelessness. On June 4, 2019, the City Council held a workshop to discuss potential strategies to address homelessness and identified three specific desired outcomes: (1) preventing homelessness; (2) improving quality of life, outreach, education, and legislative advocacy programs; and (3) reducing homelessness. After reviewing a variety of programs and approaches used in other cities, the City Council directed staff and the consultant to return with more information on specified programs within the three designated goals.

These three goals and accompanying recommendations are the product of many months of research into best practices, data collection, public meetings with Vista community members, businesses, faith based organizations, service providers and other stakeholders, County homelessness professionals, City staff, and those experiencing homelessness. After reviewing a range of programs, the City Council identified the goals and recommendations listed above as the best options to make an impact on homelessness in Vista.

Measuring Homelessness
A Continuum of Care (CoC) is a regional planning body that is required by the United States Department of Housing and Urban Development (HUD) to promote a communitywide plan and coordinate housing and services for families and individuals experiencing homelessness. The Regional Task Force on the Homeless (RTFH) is the San Diego region’s CoC, which includes the 18 incorporated cities and all unincorporated areas. The RTFH is governed by a countywide board of stakeholders that includes representatives from the nonprofit and public sectors.

The RTFH uses two primary tools for collecting data on those who are experiencing homelessness. One is the Point-in-Time (PIT) count. Each year in January, cities nationwide conduct an annual PIT count to estimate the number of people who are experiencing homelessness on a specific night. In 2019, Vista’s PIT count identified 122 unsheltered homeless and 174 sheltered, a drop of 21% from the 2018 count (154 unsheltered and 336 sheltered) 1. Many officials and service providers believe the 2019 PIT count underestimates the number of unsheltered persons because of a change in methodology and challenges in locating unsheltered people in hard to reach areas such as canyons and/or riverbeds. Although these numbers only represent a one day snapshot, they are helpful in providing the demographics of the population and the tentative size.

The second tool utilized in the region is the Homeless Management Information System (HMIS).

HMIS is a HUD required technology information system used to collect client-level data and track progress of programs and services utilized by people experiencing homelessness and/or at risk of becoming homeless.
1 Vista’s 2019 Point-in-Time Count Report is attached as Appendix B 612/13/2022 PH1 Page 15 of 264

Per HMIS, in the first three quarters of 2019, approximately 498 clients were provided either emergency shelter and/or permanent or transitional housing in Vista. Of those 498 clients, 447 are people in families, 40 are single adults, and 11 are unaccompanied minors. Additionally, out of the 498 clients, eight identified as veterans and 40 are considered chronically homeless.

Causes of Homelessness in Vista
There are three classifications of homelessness: chronic, transitional, and episodic; each classification is defined by the duration of homelessness and the range of supportive services needed. Chronically homeless is defined as a person who has experienced homelessness continuously for at least 12 months, or on at least four separate occasions in the last 3 years, where the combined occasions total a length of time of at least 12 months. Transitionally homeless is defined as persons experiencing homelessness for a short period of time with one brief stay in a shelter or temporary housing system. Episodically homeless is defined as a person who has experienced homelessness for up to 60 days, have had two or more moves in the last 60 days, or who are likely to continue to be unstably housed because of disability or multiple barriers to employment. Chronic homelessness has a greater environmental and economic impact on cities than short term homelessness, and engenders more complaints and community concerns. However, more resources are directed to those experiencing short-term homelessness; especially families, who appear more sympathetic and are easier to assist.

Many of the Vista homeless population suffer from mental illness, a substance use disorder, and/or some form of disability. This underscores the need to address homelessness from an approach led by those with experience in trauma, addiction and mental illness, such as specially trained social workers, working in conjunction with law enforcement. Recent data from across the country shows significant improvement in communities that are employing Homeless Outreach Teams (HOT) lead by social workers.

Because Vista has no shelter beds for the single men who make up the majority of our community’s chronically homeless, we have limited resources to impact its unsheltered population. Moreover, while Operation Hope and Solutions for Change operate in Vista and provide excellent services, they serve primarily or solely families who are willing to enter a high barrier shelter and agree to their rules. The definition of a high-barrier shelter is one where people commit to no alcohol or drug usage and agree to enter programs to deal with addiction. Without available low-barrier shelter beds for single men and women, law enforcement and the City are limited in their ability to impact the unsheltered population and deal with community complaints concerning visible homelessness, as well as environmental and criminal/enforcement issues.2 2 A report on available shelter beds in the Bridges to Housing North County Shelter network is attached in Appendix C. Other shelters do not participate in the network, and as such are not included in the report. 712/13/2022 PH1 Page 16 of 264

North County Bridge Shelter Network
Below is a table that identifies the shelters currently operating in the North County, the number of beds available in each, entry requirements, and days the shelter is operational. Operation Hope operates a high barrier family and women with children shelter in Vista.

Shelter Name /
Location
Population
Served
Number of
Beds
Entry
Requirements
Days Shelter is
Operational
Interfaith Shelter Network
Escondido
Families and
women 12 Drug and
alcohol testing
December 26 –
March 18
Interfaith Shelter Network
Encinitas
Families and
women 12 Drug and
alcohol testing
October 23 –
April 9
Catholic Charities
La Posada De
Guadalupe
Carlsbad
Men 50 No entry
requirements Year round
Operation Hope
Vista
Families and
women 45 Drug and
alcohol testing Year round
Haven House
Escondido
Single men
and women 49 No entry
requirements Year round
812/13/2022 PH1 Page 17 of 264

CITY OF VISTA HOMELESSNESS FUNDING SOURCES AND SERVICES Available Funding Sources. The following ongoing funding sources are currently, or in the future will be, available for implementation of the Strategic Plan:
•Affordable Housing Funds (AHF): Starting immediately, up to $250,000 per year can be used for homelessness assistance, including the construction of homeless shelters. •State funding via SB 2: Beginning in Calendar Year 2020, the City anticipates receiving approximately $350,000 per year that can be used for the same purposes as the AHF.

This funding source is a grant that will be provided to the City on an annual basis. Both AHF and SB 2 funding can be allocated towards the development of permanent affordable housing.

Vista may also be eligible for Homeless Housing Assistance and Prevention (HHAP) funds in 2020. Information on HHAP funds is not yet available from the RTFH.

Funded Services. The City allocates Community Development Block Grant (CDBG) Public Service funds to various service providers who assist low-income individuals and/or families, people who are experiencing homelessness, and/or people who are at risk of becoming homeless. Below is a chart outlining organizations currently providing homelessness-related services in Vista, and the amount allocated to each by the City in Fiscal Year 2019/20.

Organization Allocation
Amount Services Provided
Operation
Hope $26,000 Is an emergency shelter and provides services and case management for families and women
Alpha Project $14,300 Street outreach, housing navigation, and support services Legal Aid $40,000 Fair Housing representation and landlord mediation for Vista residents
North County
Lifeline $14,950
Provides basic needs, financial assistance, and case
management services to families that are or are at risk of becoming homeless.
912/13/2022 PH1 Page 18 of 264

City Services. The City Manager’s office has led the efforts to develop a Strategic Plan by providing policy recommendations and overseeing the coordination and direction to the Housing Division, Code Enforcement, Economic Development, Engineering/Stormwater, Fire Department, Public Works, Recreation & Community Services, and the Sheriff’s Department. The Housing Division implements the direction from the City Manager’s office by collaborating and supporting organizations that work directly with people who are homeless or at risk of becoming homeless.

The Code Enforcement Division provides private property owners with instructions of removal of homeless encampments and responses to community complaints. The Economic Development Department addresses issues affecting businesses, including homelessness, and promotes economic development activities that are aimed at reducing the number of poverty-level families in the City through increased skills and opportunities. Engineering/Stormwater oversees different activities that help prevent and reduce stormwater pollution that are direct impacts from people experiencing homelessness. The Fire Department accompanies the Sherriff’s Department in outreach efforts to conduct health assessments for those experiencing homelessness. The Public Works Department leads efforts in encampment abatement on public property and removing abandoned shopping carts throughout the City. The Recreation & Community Services Department assists with homeless in Vista parks. The Sheriff’s Department coordinates with service providers and county governmental agencies in providing outreach services to persons experiencing homelessness, oversees the removal of debris at encampments, and is responsible for ensuring public safety by enforcing laws. The cost of these City services and the number of hours devoted to these services is not currently quantified.

Collaboration. The City of Vista has a long history of communicating and collaborating with other governmental and non-governmental agencies to address housing, health, and other related issues. The Housing Authority of San Diego County administers the City of Vista's Section 8 Housing Choice Voucher program and other rental assistance services. Vista is a member of the HOME Consortium, North County Alliance for Regional Solutions, the Regional Task Force on Homelessness, CDBG Coordinators Group, and the San Diego Housing Federation. Staff works closely with the County of San Diego Health and Human Services Administration as well as not-for-profit health and mental health providers, including Vista Community Clinic and Palomar Family Counseling. Other non-governmental agencies the City works closely with include, but are not limited to, the Boys and Girls Club, Meals on Wheels, and Mama's Kitchen.

The availability of affordable housing is closely tied to poverty reduction as it allows low-income families to avoid cost burden and other housing problems such as overcrowding. In the last five years, the City has partnered with four developers, Affirmed, Community HousingWorks, Solutions for Change, and Wakeland Housing, to negotiate and/ or develop affordable housing complexes. Each of these developments also provide support services to residents to ensure long-term financial stability.
1012/13/2022 PH1 Page 19 of 264

Improve
Reduce
Prevent

PLAN SUMMARY
DDRESS

Prevent
Homelessness
Homelessness prevention
programs focus on
promoting self-sufficiency
and stabilizing housing
and/or employment for
people who are at risk of
becoming homeless.

Improve Quality of
Life
The City works to
improve the quality of
life for all in our
community, which
includes assisting those
who are experiencing
homelessness and
mitigating public health
and public safety
impacts.

Reduce
Homelessness
Reduction of
homelessness
programs focus on long-
term, lasting solutions to
connect people to
housing in order to
make homelessness a
rare, brief, and a one-
time experience.
1112/13/2022 PH1 Page 20 of 264

STRATEGIES TO ADDRESS HOMELESSNESS

SYSTEM COORDINATION

SYSTEM COORDINATION
Internal Homelessness Task Force
The formation of the Task Force promotes better cooperation and coordination among City staff and departments, as well as staff education and development of innovative ideas to improve the delivery of City services related to homelessness. The goals of the task force include:

Background: Following the June 4, 2019 Homeless Workshop, City staff formed an Internal Homelessness Task force to increase effectiveness and efficiency. In May of 2019, the Task Force held its first meeting, and is comprised of the Sherriff’s Department and all City departments and/or divisions, (excluding internal services).

Lead Agency Housing Division
Estimated & Cost
Funding Source City staff time
Timeline Ongoing
Next Steps
Oversee implementation and evaluation of the Strategic Plan to Address Homelessness.
Invite outside agencies to participate in Task Force
meetings.
Update the City Council on Task Force activities via
quarterly updates.
• Develop uniform messaging and coordination among all departments • Identify unmet needs of each department
• Define priority actions and develop strategies to achieve them • Identify necessary funding resources or means of accomplishing goals •Create metrics to assure progress is being made towards achieving priority goals •Establish metrics to quantify costs incurred by the City associated with homelessness 1212/13/2022 PH1 Page 21 of 264

STRATEGIES TO ADDRESS HOMELESSNESS PREVENT HOMELESSNESS

PREVENT HOMELESSNESS
Homelessness Prevention Pilot Program
Homelessness prevention and diversion is targeted to people who are at risk of becoming homeless and focuses on self-sufficiency and stabilization. Considered a national best practice, prevention is far less expensive than providing shelter beds with accompanying services.

Typical services include rental assistance, first/last month rent and/or deposit, utility assistance, transportation assistance, hotel/motel vouchers to those with no significant barriers to permanent housing, case management, and housing navigation and supportive services.

Background: In June 2019, the State adopted their Fiscal Year (FY) 2019/20 Budget, which includes a line item to provide homeless prevention and intervention funding to cities within Assembly District 76. Vista, Encinitas, Carlsbad, and Oceanside have each been allocated $250,000 for homelessness prevention and intervention services in partnership with the Community Resource Center (CRC).

Lead Agency Housing Division
Estimated & Cost
Funding Source
$250,000 one-time
Funding source includes one-time State Budget allocation Going forward, eligible funding sources include SB2 and AHF Timeline One year pilot program, possibly ongoing if successful.

Next Steps Establish program guidelines and metrics with service provider. 1312/13/2022 PH1 Page 22 of 264

PREVENT HOMELESSNESS
Home Share Coordination Services
Home Sharing is an increasingly popular way to match people looking for low-cost housing with homeowners in a more formal and accountable manner than via social media or other informal means.

Home Share Coordinators match home providers with home seekers, conducts outreach in the community, locates housing inventory, assists with shared living agreements, and provides ongoing supports to home providers and home seekers.

Recommendation: Contract with a coordinator to match people looking for low-cost housing with homeowners that have available space. The coordinator will oversee leasing, conduct landlord outreach, match home-seekers with homeowners, and provide conflict resolution.

Lead Agency Housing Division
Estimated & Cost
Funding Source
$25,000 - $50,000 annually
Funding source include SB2 and AHF
Timeline Start program by Summer 2020
Next Steps
Contact neighboring cities to collaborate for a regional coordinator
Contract with provider to begin matching home-seekers
with homeowners.
Establish protocols and evaluation metrics.

STRATEGIES TO ADDRESS HOMELESSNESS PREVENT HOMELESSNESS 1412/13/2022 PH1 Page 23 of 264

STRATEGIES TO ADDRESS HOMELESSNESS IMPROVE QUALITY OF LIFE

IMPROVE QUALITY OF LIFE
Historic Downtown Daytime Outreach Program
On weekdays, a full-time trauma-trained paraprofessional will make contact and build relationships with unsheltered homeless men and women, and offer transportation to a North County Day Center. At the Day Center, people are required to participate in some therapeutic intervention and sign a contract with agreed upon goals, and are not permitted to bring alcohol, drugs or weapons on site. Participants will have access to meals and showers. They would return to Vista at night unless through the Day Center they are able to access a shelter or other housing. The transportation vehicle can accommodate up to seven individuals with limited possessions.

Background: Vista’s chronically unsheltered population has no place to go during the day and thus can be found loitering in downtown areas, parks, riverbeds, and other areas of open space. The impact on the community and on people experiencing homelessness will be greatly improved with an alternative to remaining on the street during the day.

Currently, a service provider in North County provides Day Centers where people experiencing homelessness can access services, meals, and showers. People at these centers are connected to employment and vocational training, addiction services, mental health supports, and housing. This program will improve quality of life for those experiencing homelessness as well as community members and tourists frequenting downtown and give greater options to law enforcement.

Recommendation: Delay implementation of the Daytime Outreach Program up to 12 months, until the City’s contracted social worker can assess the prospective Outreach Program utilization among the Downtown homeless community.

Lead Agency Housing Division
Estimated & Cost
Funding Source
The approximate cost of the program is $90,000 annually3 Funding sources include SB2, AHF, and CDBG
Timeline Begin program upon recommendation from contract social worker
Next Steps Develop formal agreement with a provider
3 A cost breakdown is available in Appendix C
1512/13/2022 PH1 Page 24 of 264

STRATEGIES TO ADDRESS HOMELESSNESS IMPROVE QUALITY OF LIFE

IMPROVE QUALITY OF LIFE
Encampment Clean-Up
Vista currently conducts encampment clean-ups quarterly. Within the past eight months, the City has removed 18 tons of debris. Encampment clean ups are costly and each clean-up generally results in moving persons experiencing homelessness from one open space in Vista to another. Increasing clean- ups will allow broader enforcement of City ordinances for environmental impact and open areas and riverbanks.

Recommendation: Increase the frequency of encampment clean ups to occur on a regular as-needed basis
Lead Agency Public Works Department
Estimated & Cost Funding
Source
FY 2019/20 budget $60,800, FY 2020/21 $70,000.

General Fund
Timeline Ongoing
Next Steps Create a City protocol for address encampments and update any related policies
1612/13/2022 PH1 Page 25 of 264

GOVERNMENTAL AND LEGISLATIVE ADVOCACY
Governmental and Legislative Advocacy
Many times, actions taken at the Federal or State level, whether legislative or in the courts, have a significant impact on how local governments can plan and implement important actions.

In 2018, a federal court ruling, Martin v. Boise, set significant restrictions on enforcement of public loitering and camping laws, requiring that a shelter bed be available in order to do any enforcement. At the state level, homelessness prevention and reduction has increased in importance, and more programs have been created and funding made available. However, in many cases the resources and funding come with requirements that not all agencies will want to agree to, such as weakening zoning laws and mandating certain types of housing. At the October 22, 2019 City Council meeting, by consensus the City Council directed staff to establish a process to successfully advocate for legislation, funding, programming, and other tools that will assist the City in the prevention and reduction of homelessness.

Recommendation: Establish a process to successfully advocate for legislation, funding, programming, and other tools that will assist the City in the prevention and reduction of homelessness. Collaborate with neighboring cities on shared issues; conduct statewide outreach to identify like-minded cities interested in financially supporting efforts to address legislative and ballot initiative challenges to address homelessness.

Lead Agency City Manager’s Office
Estimated & Cost
Funding Source Staff time
Description: Staff will research options and continue to work with county, state, and federal agencies to advocate for funding and other resources, and a maintenance of local control. Staff will conduct outreach statewide to identify like-minded cities interested in financially supporting efforts to address state legislative and ballot initiative challenges to addressing homelessness. If needed, any changes to the City’s approved Legislative Platform would be brought before the City Council for consideration.

Staff will work individually as well as with our neighbor cities to establish relationships with County officials to work towards regional solutions. Meet regularly with state Senate and Assembly district staff and with the members when they are in the district, to continue to advocate for the City’s position and needs. Establish similar relationships and meetings with Congressional staff for both the City’s House Representative and two Senators; meet with the members of Congress when in the District.

Next Steps Create a program to successfully engage partners to collective address issues, including statewide
communications.

STRATEGIES TO ADDRESS HOMELESSNESS Governmental and Legislative Advocacy 1712/13/2022 PH1 Page 26 of 264

REDUCE HOMELESSNESS
Secure Shelter Beds
Background: According to service providers, the number one need in the region is shelter beds. The Alliance for Regional Solutions: Shelter Provided to the Homeless in North San Diego County Bridge Housing Between 07/1/2018 – 06/30/2019 (Alliance Report) states that shelters in North County are at capacity 90 percent of the time throughout the year, with Operation Hope in Vista at 100 percent capacity. In Vista, there are beds for families and for single women with children at Operation Hope, although these beds are rarely available and no beds are available in Vista for single men. In order to impact the visible homeless population in Vista, shelter beds need to be available to be offered to those living on the streets or in encampments.

The data from the Alliance Report identifies that a majority of the homeless population in North County are single adult males. A majority of shelters beds in North County are prioritized for families and/or women and some are operational only during winter months.

Per the 2019 PIT count, Vista would theoretically need to provide an additional 122 beds to meet current demand; however, it should be noted that this amount will likely change (either higher or lower) after the 2020 PIT count, as well as each year going forward. While the ideal scenario would be to have as many available beds as there are persons experiencing homelessness, having some beds available would greatly improve the conditions for the homeless and the options for the City to affect the visible homeless on public streets and in other areas. It may also give the City more options for encampment clean ups as well as for enforcing anti-camping ordinances which are currently unenforceable under the Martin v.

Boise, 9th Circuit Court of Appeals decision. Under Martin, the City cannot enforce its anti- camping ordinances unless there is a shelter bed available which is reasonably refused.

Recommendation: Work with the Regional Alliance Solutions to secure up to ten low-barrier shelter beds that accommodate single persons.

Lead Agency Housing Division
Timeline Ongoing
Description: The City will enter into an agreement with the Alliance for Regional Solutions (Alliance) to secure up to ten beds per night in existing low-barrier shelters that are a part of the Alliance Bridge Shelter Network. A low barrier facility is defined as a facility which will accept individuals who may have an addiction problem so long as they are not using drugs or alcohol in the facility. Case management is provided to people, and options to deal with addictions are available; however, the services are not required to enter the shelter. Once accepted into the shelter, a person can remain for 60-90 nights, and perhaps more, if involved in supportive programs. The Alliance will coordinate with City staff and contractors to arrange intake and transportation to a shelter.

Estimated & Cost
Funding Source
Next Steps
The costs associated with securing a bed with these
additional services is approximately $19,345 per bed;
10 beds would be approximately $200,000.
Funding sources include SB2 and AHF
Negotiate and enter into an agreement with the Alliance.

STRATEGIES TO ADDRESS HOMELESSNESS REDUCE HOMELESSNESS
1812/13/2022 PH1 Page 27 of 264

STRATEGIES TO ADDRESS HOMELESSNESS REDUCE HOMELESSNESS

REDUCE HOMELESSNESS
Full-Time Social Worker with Flex Funds
Background: Nationwide research and local outcomes achieved by neighboring North County cities are demonstrating that chronically homeless people are reluctant to accept services from law enforcement; rather, teams reaching out to chronically homeless people with a trauma informed care approach led by a social worker are showing more success. Carlsbad, Oceanside, and Escondido are each employing social worker led teams to reach out to their unsheltered homeless population and each report success in moving individuals into shelter and/or programs. Currently, Vista Sheriff’s Community Policing and Problem Solving (COPPS team focuses on quality of life issues, which includes homelessness. The COPPS deputies respond to homelessness by engaging people in an attempt to connect them to services. The COPPS deputies do not report much success, even with the once per month addition of a mental health service provider or paramedic. They also do not systematically collect data related to homeless activities and responses.

Recommendation:
The City will contract with a service provider to engage a full-time social worker who will outreach with the Sheriff's Department, County Health and Human Services Agency representatives, mental health providers, and other local service providers. The contracted social worker will provide a bi-annual report to the City Council that includes anonymized client data, detailed program activities, and itemized expenditures.

Lead Agency Housing Division
Timeline Ongoing
Description: Vista will contract with a service provider to engage a full-time social worker with extensive experience with mental health and addiction issues. The social worker will lead a team that includes law enforcement officers, County Health and Human Services Agency representatives, mental health providers, and other local service providers. The HOT team, using a trauma-informed approach, will focus on addressing chronic homelessness and gathering data for evaluation.

Estimated & Cost Funding
Source
•The costs associated with securing a bed with these
additional services is approximately $19,345 per bed; 10 beds would be approximately $200,000.
•Funding sources include SB2 and AHF
Next Steps Enter into a contract with a service provider 1912/13/2022 PH1 Page 28 of 264

SOURCES
U.S. Interagency Council on Homelessness
Homeless Management Information System
Regional Task Force on Homelessness
U. S. Department of Housing and Urban Affairs
Department of Veterans Affairs
Newspaper Articles
County and other local municipalities
Service Providers
2018/19 Alliance for Regional Solutions Report
Martin v Boise, 902 F.3d 1031 (9th Cir. 2018)
2012/13/2022 PH1 Page 29 of 264

APPENDIX A: Costs, Approaches and Metrics
Strategic Plan Cost Summary
Strategy Estimated Cost Funding Source
Prevent Homelessness
Homelessness Prevention Pilot Program $250,000
FY 2019/20: One-time State
Budget allocation
2020-beyond: SB2, AHF
Support Home Share Coordination Services $25,000 - $50,000 SB2, AHF Improve Quality of Life
*Daytime Downtown Outreach Program $90,000 SB2, AHF
Encampment Clean-Up
Annual Cost $70,000 –
Ranges between $1,500
to $30,000 per site,
depending on size of
cleanup
General Fund
Robust Education and Outreach Program N/A City staff time Governmental and Legislative Advocacy N/A City staff time Reduce Homelessness
Secure Shelter Beds $200,000 SB2, AHF
Full-Time Social Worker with Flex Funds $100,000 SB2, AHF Total: $760,000 – includes one-time State budget allocation of $250,0000
•Affordable Housing Funds (AHF): Starting immediately, up to $250,000 per year can be used for homelessness assistance, including the construction of homeless shelters. •SB2: Beginning in Calendar Year 2020, the City anticipates receiving approximately $350,000 per year that can be used for the same purposes as the AHF. This funding source is a grant that will be provided to the City on an annual basis. Both AHF and SB 2 funding can be allocated towards the development of permanent affordable housing.
•Vista may also be eligible for Homeless Housing Assistance and Prevention (HHAP) funds in 2020.

Information on HHAP funds is not yet available from the RTFH. *Pending Social Worker recommendation.
2112/13/2022 PH1 Page 30 of 264

Internal Task Force
Details: The membership includes a representative from the following departments and/or divisions:

City Manager
City Manager
City Attorney
City Planning
Code Enforcement
Economic Development
Engineering
Fire Department
Housing
Public Works
Recreation & Community Services
HOT Team Coordinator
Sheriff’s Department
Assistant City Manager, Assistant to the City Manager
Grant Writer
Assistant City Attorney
Principal Planner
Division Manager, Senior Code Enforcement Officer
Economic Development Specialist
Right-of-Way Agent, Stormwater Division Manager
Deputy Chief
Division Manager
Public Works Supervisor
Program Manager
Contracted Social Worker
Lieutenant, Sergeant
The meetings are held monthly and are led by the Housing Division Manager.

The task force will be responsible for oversight of the Strategic Plan to Address Homelessness.

The goals include:
Develop uniform messaging and coordination among all departments Identify unmet needs of each department
Define priority actions and develop strategies to achieve them Identify necessary funding resources or means of accomplishing goals Create metrics to assure progress is being made towards achieving priority goals Establish metrics to quantify costs incurred by the City associated with homelessness 2212/13/2022 PH1 Page 31 of 264

Homelessness Prevention Pilot Program
The City will accept one-time state funding of $250,000 and work with partner agencies to administer homelessness prevention services, and flex funding to assist with rental and deposit support, financial literacy and self-sufficiency, rapid rehousing, support with auto repairs, and utility assistance, etc.

Status Update: City Council approved the acceptance of these funds on January 14, 2020.

Start Date and End Date: One year pilot program to begin in FY 2019/20 and operate until funding is fully expended.

Target Population: People at risk of homelessness or who have been homeless for under 30 days. This initiative is not targeted at the chronically homeless, severely mentally ill, or those with serious substance abuse issues.

Partners: The language in the legislation requires some relationship with the Community Resource Center in Encinitas, however, the intention is to work through the CRC with other local partners. A Request for Proposals (RFP) will be developed outlining the types of expenses that could be covered, as well as requirements for participation in the programs funded by this allocation and evaluation requirements.

Requirements for organizations applying for funds will likely include:
A trauma-informed approach to case management
Participation in the Community Information Exchange (CIE) An element of financial literacy training
Tracking of housing status of participants, with follow-up at six and 13 months People applying for funds are generally asked to provide income verification and housing status, and complete an intake process that includes a “self-sufficiency” matrix to determine the level of need and existing support.

Evaluation metrics will include:

Number of people assisted
Number of people prevented from eviction
Number of people rapidly rehoused
Consistency of stable housing after assistance, at six and 13 months Number of people completing financial literacy programs and/or job training programs 2312/13/2022 PH1 Page 32 of 264

Home Share Coordination
The City will contract with a part-time coordinator who will match people looking for low-cost housing with homeowners with available space. The coordinator will oversee leasing, conduct landlord outreach, match home seekers with home providers and provide conflict resolution, at a cost of approximately $25,000 - $50,000 annually.

Next Steps:

1. Determine best model for pilot program (contract directly with part time coordinator or enter into regional agreement -likely through the Alliance for Regional Solutions- to cover partial costs for shared coordinator).

2. Enter into agreement and establish year one program goals.

Evaluation metrics will include:

Number of matches and people housed
Housing Stability at six and 13 months
Strength of social connections
Benefits to homeowner (income, household support)
2412/13/2022 PH1 Page 33 of 264

Historic Downtown Daytime Outreach Program
Based on the feedback from the City’s contracted social worker recommendation, the City would enter into an agreement with Mental Health Systems (MHS) to launch a pilot program that will be able to transport up to seven homeless people a day from downtown Vista to an MHS Clubhouse. MHS runs two North County “Clubhouses” that offer services to chronically homeless people (with a mental health or substance abuse diagnosis), and has agreed to supervise a trained paraprofessional driver (paraprofessional). The clubhouses are open from 8am to 4pm Monday-Friday. The paraprofessional will engage chronically homeless people in the historic downtown Vista area, providing transportation to and from the Day Center where participants would receive food, case management and other supports, including housing support as appropriate; all clubhouse members are required to participate in some sort of therapeutic intervention. While the Day Center is a housing first program, no drugs or alcohol are allowed on site. At the end of the day, the individuals would be transported back to Vista unless connected with housing.

The funding will support:
The leasing of a seven passenger van and any necessary insurance Salary and benefits for the paraprofessional
Direct costs to MHS
Supportive services offered at the Clubhouse would be provided through MHS’s existing funding. The program will be assessed on an on-going basis to determine any program modifications.

Evaluation metrics will include:

Number of homeless people utilizing services and the types of services Calls for service related to homelessness in the historic downtown area Number of persons obtaining employment
Number of persons receiving vocational training
Types of and frequency of services accessed
Housing outcomes
2512/13/2022 PH1 Page 34 of 264

Encampment Clean-Up and Enforcement
Encampment Clean-Ups and appropriate enforcement of environmental ordinances will take place on an as-needed basis, led by Public Works and the Sheriff's Department. The addition of shelter beds and a contracted social worker will produce a more robust and successful enforcement of anti-camping and encampment clean-ups.

Evaluation metrics will include:

Frequency
Trash tonnage removed
Homeless people connected to services
Water quality
Prevention of recurrence
Education and Outreach
Evaluation metrics will include:

People reached (through web traffic, social media, calls, inquiries, and other measures) Public feedback
Number of trainings provided and # of people trained
Number of referrals
Speed of connection to relevant services
2612/13/2022 PH1 Page 35 of 264

Secure Shelter Beds
The City will enter into an agreement with the Alliance to secure up to ten beds per night in shelters that are part of their Bridge Shelter Network. This agreement would involve an annual allocation of approximately $200,000 for the Alliance Bridge Shelter Network to support the ten beds for homeless individuals, including possible expansion if needed. This arrangement would ensure a minimum of ten shelter beds be prioritized year-round for referral from the City of Vista for homeless people, including single men and women with substance abuse and serious mental issues. The Alliance Bridge Shelter Network providers commit to bed prioritization for at least ten adult referrals, primarily at Escondido Haven House Shelter operated by Interfaith Community Services (Men & Women) and Carlsbad La Posada operated by Catholic Charities (Men).
Placements at other Alliance Bridge Shelter Network facilities will made as need and availability allows. (Operation Hope in Vista and two 12-bed rotational shelters run by Interfaith Community Services).
Referrals will be made by the City and its designees, in coordination with the Alliance Bridge Shelter Network providers and their designees.
Intake and transportation to shelters will be overseen by the Vista HOT team social worker, and determined by mutual agreement between the City and the Alliance Bridge Shelter Network.
Trauma-informed services will be provided to all individuals for up to 90 days and longer if they are actively participating in programs.
All Alliance Bridge Shelter Network facilities offer case management, housing navigation, and wrap-around services to support successful graduation to stable housing and self- reliance, including:
Employment services including temporary day-labor, resume assistance and job coaching, and permanent employment opportunities
Direct referral to Residential and Outpatient Substance Use Disorder treatment programs
Connection to healthcare resources, including on-site medical services in the City where the shelter is located and transportation to services Disability benefits application fast-track and support programs Individualized Service Plans with an emphasis on housing stability Outcomes to be tracked and customized per City of Vista requests Evaluation metrics will include:

Number of people assisted (beds utilized)
Demand level
Short, medium and long-term health, housing and employment outcomes for homeless individuals
Impact on number of chronically homeless people residing in Vista 2712/13/2022 PH1 Page 36 of 264

Full-Time Social Worker
Vista will contract with a service provider to engage a full-time social worker with extensive experience with mental health and addiction issues (This approach is considered a national best practice in dealing with chronic homelessness). The social worker will be based in Vista and will lead a team that includes local law enforcement and will be reconstituted as a Homeless Outreach Team. The team, using a trauma-informed approach, will focus on chronic homelessness and gathering data for evaluation. This recommendation will cost approximately $100,000 annually.
Staff will develop an RFP describing the position and desired activities and outcomes, including bi-annual reporting at a City Council meeting. Once a provider has been selected, Staff will enter into a one-year contract with the provider.
Program reports will be prepared after six months and at the end of the first year at which point a determination will be made as to year two and whether the program should be continued, modified, or expanded.

Evaluation metrics will include:

Impact on number of chronically homeless persons residing in Vista Length of time persons remain homeless
Number of contacts/relationships with homeless people
Number of successful referral connections to services
Number of people housed in shelters
Number of family reunifications
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APPENDIX B: 2019 Regional Task Force on the
Homeless Annual Report on Homelessness in the San Diego Region
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Regional Task Force on the Homeless
Annual Report on Homelessness
2 0
1 9
3012/13/2022 PH1 Page 39 of 264

2019 RTFH Annual Report
on Homelessness in the San Diego Region
Authors and Contributors
City of San Diego Councilmember Chris Ward, Board Chair County of San Diego Supervisor Nathan Fletcher, Board Vice Chair Tamera Kohler, Chief Executive Officer
Kat Durant, Director of Operations
Jegnaw Zeggeye, Director of Data Management
Tyler Uhlig, Data Analysis II
LeSar Development Consultants
Simtech Solution Inc.

Linda Hayes, Graphic Designer
Peggy Peatie/Tales of the Street, Photographer
With the support from our Board Members
Dimitrios Alexiou Michael Hopkins
Greg Anglea Stephanie Kilkenny
Laura Trancredi Baese Kathryn Lembo
John Brady Nick Macchione
Karen Brailean Karen McCabe
Jessica Chamberlain John Ohanian
Paul Connelly Walter Phillips
Amy Denhart Andrew Picard
Ray Ellis Joel Roberts
Sean Elo Ellis Rose
David Estrella Nancy Sasaki
Richard Gentry Andre Simpson
Jeff Gering Reverend Rolland Slade
Keely Halsey Deacon Jim Vargas
3112/13/2022 PH1 Page 40 of 264

Letter from the Chair and CEO
Our goal is straightforward: Homelessness in San Diego should be rare, brief, and non-recurring. The housing units, interventions, outreach and services needed to accomplish this goal require diverse collaboration, detailed data, and of course, funding. That’s why in 2019, the Regional Task Force on the Homeless has taken a strategic, stakeholder-informed approach to reducing homelessness for the most vulnerable in our community. This Annual Report serves as a review of the state of homelessness in the San Diego region and provides an overview of our work at the RTFH to connect individ- uals with the stable housing and services they need.

By design, 2019 was a transformative year across homeless services in the San Diego region. That began with the an- nual Point-in-Time Count in January, where we pioneered a new methodology for San Diego that directly engaged individ- uals and allowed us to better understand each person’s homelessness. With more than 1,500 volunteers over the course of three days, community members surveyed a record 47% of the population. Though the Point-in-Time Count is critical to our work addressing homelessness, it is just a one-day snapshot of those experiencing homelessness.

With the improved data dashboards released this year, stakeholders now have access to our dynamic homeless response system and a comprehensive look at all of those utilizing the region’s programs with up-to-date information year- round. Combined with our upgrades to the Homeless Management Information System at the beginning of the year, we have made our regionwide systems more user-friendly for our providers and frontline staff, ensuring warm handoffs and a smoother path to housing.

In addition to improving our systems, we expanded our response. With new funding this year, the RTFH administered $18 million in state emergency grants and $7.5 million in federal youth grants to homeless programs. The awarded contracts promoted collaborative applications that break down silos and foster the sharing of talent and resources among providers. This expanded network of outreach and interventions is being folded into ongoing programs through training courses for staff and national experts offering guidance on best practices.

As you will see in this report, this summary only begins to describe the work of the community to effectively end homelessness in San Diego. The system-level changes made by the RTFH are intended to support each organization, municipality, business, or individual that wants to play a role in our region’s most critical issue. Through trust, collaboration, and ingenuity, we will continue to transform our system to meet the needs of the most vulnerable.

Thank you for your continued partnership,
Councilmember Christopher Ward Tamera Kohler
Chair Chief Executive Officer
3212/13/2022 PH1 Page 41 of 264

Table of Contents
Sa
n

D
i
e
g
o

R
e
g
i
o
n
Executive Summary 4
Introduction 6
About this Report 9
The Regional Task Force on the Homeless 9
2019 Point-In-Time Count 12
Changes to WeAllCount 2019 12
2019 Point-in-Time Count Results 13
Veterans 18
Families 20
Youth 21
Chronic Homelessness 24
Overview and Performance of the Homeless Crisis Response System 25 Coordinated Entry System 26
Definitions of Key Homeless Crisis Response System Components 26 Current Supply of Homeless Housing Resources 28
System Performance 29
Comparison to other West Coast CoC’s 32
System and Project Performance Monitoring 35
Next Steps for Addressing Homelessness in San Diego 37
2019 RTFH Workplan 37
The City of San Diego Community Action Plan on Homelessness 39 Regional Community Plan on Homelessness 40
City Homeless Profiles 41
Regional Community Totals 41
Unincorporated Areas 42
City of San Diego 43
Carlsbad 44
Chula Vista 45
El Cajon 46
Encinitas 47
Escondido 48
La Mesa 49
National City 50
Oceanside 51
San Marcos 52
Vista 53
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T here were a minimum of 8,102 persons
experiencing homelessness in San Diego
County on a single night in January 2019, with
nearly 5,000 of them living unsheltered – on the streets, in vehicles, in canyons, or in other places not meant for human habitation. The Point-in-Time (PIT) Count
represent a one-night snapshot of homelessness in the
region however, over the course of the year more
than 20,000 people experience homelessness in
San Diego County.

While significantly higher than the point in time
count, this figure accounts for the additional 12,000
people who fall into homelessness during the year.

Fortunately, providers in San Diego County are lifting a similar number of people back up and out of
homelessness during the year. The region would see
drastic increases in the annual point in time figures with- out these continued efforts to help people move on to
stable housing.

Although homelessness dipped slightly from 2018 to
2019, the conditions impacting homelessness have not
improved. The cost of housing is significant, vacancy rates remain low, and the overall cost of living is increasing.

According to 2017 data from the US Census Bureau,
57% of the county’s renters were considered burdened
by their housing costs, meaning they spent 30% or more
of their income on rent and utilities. 28% spent more
than half of their income on rent and utilities. Affordable housing remains a critical issue impacting all San Diegans, and a key factor in driving the homelessness crisis in the region.

The Regional Task Force on the Homeless (RTFH)
has evolved significantly over the last few years from an entity primarily responsible for administering the regions Homeless Management Information System (HMIS) to
absorbing full duties for operating the
Continuum of Care (CoC) and now providing
regional leadership, oversite of the homeless crisis
response system, and acting as a direct funder through
the states Homeless Emergency Aid Program (HEAP)
and HUD’s Youth Homeless Demonstration Program
(YHDP). The overall goal and vision of the RTFH is to
reduce and end homelessness across San Diego by
creating a housing focused, person centered, data
informed, and efficient homeless crisis response system.

The region’s homeless crisis response system,
which is the community structure that rapidly connects
individuals, families, and youth experiencing
homelessness with the appropriate housing and
supports to exit homelessness is evolving too. Over the last five years San Diego has seen an overall increase in the number of beds for emergency shelter, rapid
re-housing, and permanent supportive housing, and a
decline in the number of transitional housing beds.

Executive Summary
4 3412/13/2022 PH1 Page 43 of 264

As of the drafting of this report the RTFH is engaged in finalizing a regional community plan to prevent and end homelessness and in 2020 will finalize and use as the platform for further aligning the leadership, partnerships, and coalitions to solve homelessness in the region in the long-term. 5 .…yet 26% of those who were enrolled in permanent housing returned to homelessness within two years. Unfortunately, this is the highest rate of returns to homelessness among the major West Coast CoC’s.

It is evident that there is increased momentum to address homelessness across the County. The RTFH is actively complet-ing activities within its 2019 work plan and was a key participant in the creation of the City of San Diego’s recently adopted Community Action Plan on Homelessness2. The RTFH is utilizing the findings from these performance measures to develop a regional community plan to prevent and end homelessness that will serve as the platform to further align the leadership, partnerships, and coalitions to address homelessness throughout the San Diego region. 1 https://homelessdata.com/dashboard/rtfh/spm/
2 https://www.sdhc.org/wp-content/uploads/2019/10/SD_Homeless_CSH_report_final_10-2019.pdf The overall performance of the system
can be evaluated with the aid of the
RTFH System Performance Measurement
dashboards.1 These dashboards, which utilize
data submitted annually to the
US Department of Housing and Urban
Development (HUD), help to identify a few
areas in need of attention.

San Diego has seen an increase in the
average length of time people are residing in
emergency shelters from 2015 to 2018.

Over forty (40) percent of the people who exit shelter move on to a stable living situation… 3512/13/2022 PH1 Page 44 of 264

Introduction
A lthough this year’s total point
in time homeless count
decreased slightly, San Diego
County has consistently ranked among
the regions with the highest rates of
homelessness nationwide.

In 2018, San Diego had the fourth largest
homeless population in the nation, only
behind New York City, Los Angeles, and
Seattle.
* San Diego figure reflects 2019 data while CA and US are 2018 data. *decrease may be attributable to methodological changes in enumerating people this year 129,972 total persons in California
8,102 total persons in San Diego
552,830 total persons in United States
6 In 2018, nearly a quarter of the over 550,000 people
experiencing homelessness nationally resided in California.

Additionally, the majority of individuals experiencing
homelessness in California are living unsheltered – living on the on the streets, in vehicles, in canyons, or in other places not meant for human habitation. While 2019 data show that San Diego had a lower unsheltered rate at 55%, compared to 69% of the homeless population in California in 2018, it is still extremely troubling to know that on any given night minimally 5,000 San Diegans experience the trauma and health risks associated with living outside.

California
69% Unsheltered
San Diego
55% Unsheltered
*CA is 2018 while SD is 2019
6 3612/13/2022 PH1 Page 45 of 264

H omelessness in San Diego and across the nation
has reached a tipping point however, it can be
argued that that the homeless crisis San Diego
and others face, is decades in the making. According to the United States Interagency
Council on Homelessness (USICH), modern day homeless-
ness began in the early 1980s as the result of four key factors:
1) The loss of affordable housing and an increase in
foreclosures
2) Wages and public assistance have not kept pace with
the cost of living
3) Closures of state psychiatric institutions without the creation of sufficient community-based housing and
services
4) Rapid increases in income inequality that contributed to changes in local housing markets, driving up the cost of renting even a modest home or apartment.1
What is clear is that the impact of these changing eco- nomic, social, and political forces have resulted in the larger public policy issues that San Diego County and the nation must now address. Currently, the average rent for a one-bed- room apartment is out of reach for many, thousands of indi- viduals are on affordable housing waiting lists, and estimates show that San Diego needs nearly 140,000 more affordable rental homes to meet current demand.

With fewer homes at prices people can afford, many
San Diegans are experiencing homelessness for the first time. 2-1-1 San Diego recently found that one-quarter of San
Diegans who experienced housing instability and reached out to 2-1-1 for help ended up homeless four months later.2 Although there have been efforts to increase wages in San Diego, on average an individual in California needs to make $35 an hour to afford a two-bedroom apartment3. In addition, state Supplemental Security Income (SSI) for those who are elderly, disabled, or blind only provides a little over $900 a month—well under the amount needed to afford the region’s most basic housing. It is no surprise that 38% of the adult gen- eral population in San Diego lives in shared housing situations with roommates just to be able to afford the rent.4
This report primarily refers to the U.S. Department of
Housing and Urban Development’s (HUD) definition
of literal homelessness as defined in the Final Rule
of the Homeless Emergency Assistance and Rapid
Transition to Housing Act (HEARTH Act), as described
in the following four categories:
1) Individuals and families who lack a fixed, regular, and adequate nighttime residence, including a subset for
an individual who is exiting an institution where he or she resided for 90 days or less and who resided in an
emergency shelter or a place not meant for human
habitation immediately before entering that institution 2) Individuals and families who will imminently lose
their primary nighttime residence
3) Unaccompanied youth and families with children
and youth who are defined as homeless under other
federal statutes who do not otherwise qualify as
homeless under this definition
4) Individuals and families who are fleeing, or are
attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or
life-threatening conditions that relate to
violence against the individual or a family member
6 67
3712/13/2022 PH1 Page 46 of 264

6 Lastly, in 2019, 22% of the individuals experiencing
unsheltered homelessness reported a mental health issue.

Although efforts are underway to improve and enhance
behavioral health services delivery, the most effective solution to address homelessness for individuals with
severe mental illness and other disabilities—permanent
supportive housing—is significantly lacking in San Diego compared to other similar sized regions.

While addressing homelessness is challenging, not
addressing it does and will continue to have severe reper- cussions for both homeless individuals and the public.

Traumatic and potentially dangerous at any age,
homelessness can also be seriously detrimental to the
development and education of children and young adults, as well as to their eventual career attainment.

Homelessness also has significant economic costs.

Within San Diego, these costs are borne by the physical and behavioral health care systems, law enforcement,
parks and recreation, and sanitation and trash removal. The business community also bears the costs of protecting and maintaining their facilities, and homeless is both impactful to businesses and tourism.

At the end of the day, however, homelessness is
solvable. More than 78 communities nationwide, including three states, have effectively ended homelessness among Veterans, and a few have ended chronic homelessness.5
Achieving these goals will not be easy. It will take
commitment, hard work, and collaboration but a vision
of reducing and ending homelessness in San Diego is
achievable.
1 United States Interagency Council on Homelessness (2015) Opening Doors: Federal Strategic Plan to Prevent and End Homelessness 2 2-1-1 San Diego (2019) Housing Instability in San Diego County; Policy Brief Series 3 National Low Income Housing Coalition https://reports.nlihc.org/oor/california 4 Zillow (2017) Share of Adults Living with Roommates Higher than Ever 5 National Allliance to End Homelessness
8 3812/13/2022 PH1 Page 47 of 264

The Regional Task Force
on the Homeless
Over the last few years, the RTFH has evolved from
primarily serving as the Homeless Management Information System (HMIS) lead for the region to now providing a leadership role as the backbone organization for the San Diego County Continuum of Care (CoC). The United States Department of Housing and Urban (HUD) development describes a CoC as:
“A Continuum of Care (CoC) is the group organized to
carry out the responsibilities prescribed in the CoC Program Interim Rule for a defined geographic area. A CoC should be composed of representatives of organizations including: nonprofit homeless providers, victim service providers, faith-based organiza- tions, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforce- ment, organizations that serve homeless and formerly homeless veterans, and homeless and formerly homeless persons.”6 T he purpose of this report is to provide an overview of the state of homelessness in San Diego County. The report includes traditional data from the 2019 Point-In-Time (PIT) Count data while also providing a more holistic view of the performance of the current homeless crisis response system, the housing resources currently available within the region, and updates on key activities outlined in the Regional Task Force on the Homeless (RTFH) 2019 Work Plan as well as next steps.

Through this report, RTFH intends to offer the community a more comprehensive understanding of the extent of homelessness in the region and the system, including the many partners, that are working together to tackle the issue.

About this Report
HUD requires each CoC across the country to perform the following functions:7 •Establish a board to act on behalf of the CoC
•Hold meetings of the full membership, with published agendas, at least semi-annually •Establish and operate either a centralized or coordinated assessment system that provides an initial, comprehensive assessment of the needs of individuals and families for housing and services •Establish and consistently follow written standards for providing CoC assistance •Consult with recipients and subrecipients to establish performance targets appropriate for population and program type, monitor recipient and subrecipient performance, evaluate outcomes, and take action against poor performers •Evaluate outcomes of projects funded under the Emergency Solutions Grants program and the CoC program •Designate a single Homeless Management Information System (HMIS) for the geographic area and an HMIS lead •Plan for and conduct, at least biennially, a point-in-time count of homeless persons •Design, operate, and follow a collaborative process for the development of applications and approve the submission of applications in response to a NOFA published by HUD
6 https://www.hudexchange.info/faqs/1545/what-is-a-continuum-of-care/7 Homeless Emergency Assistance and Rapid Transition to Housing Act (2009) CoC Program Interim Rule 9 3912/13/2022 PH1 Page 48 of 264

A few years ago, the RTFH was only responsible for a
few of these items while other community part-
ners fulfilled additional duties. Through intentional
changes to the RTFH infrastructure in recent years, the agency has absorbed the full duties of operating the CoC, and for the first time has taken a key role in providing regional leadership, promoting best practices, creating regional policies, using data to drive decision making, and convening and coordinating the homelessness crisis response system.The goal of the RTFH is to reduce and end homelessness across San Diego by creat- ing a housing focused, person centered, data informed, and efficient homeless crisis response system.

The RTFH currently has a 31-member board that is
diverse in composition and includes representatives from local government, homeless services providers, individuals with lived experience, healthcare, law enforcement, education, business, the faith-based community, and the philanthropic sector. Lastly, the RTFH now also functions as a funder. Although the RTFH has always served as the region’s collaborative applicant to HUD for the CoC program (the San Diego CoC received
$21.3 million in 2018), it never operated as a direct funder.

However, in 2018, the RTFH received $18.8 of funding through the state’s Homeless Emergency Aid Program (HEAP) to
distribute locally and received $7.94 million in funding for the Youth Homeless Demonstration Program (YHDP). Both
the HEAP and YHDP programs are described further in the report.described further in the report.

Go
a
l

HOUSING FIRST
Reduce & End Homelessness in San Diego County
Rare, Brief and Non-Recurring
Coordinated Effective Regional System
Principles: Housing focused, people centered, data informed & efficient use of resources Political Will System Access Emergency
Response
System Exit Infrastructure
Unified
Leadership
Process & Policy
Alignment
Common Agenda
Shared Measures
Unsheltered
Outreach
Diversion
Prevention
Housing Focused
Shelter System
Rapid Rehousing
Housing First
CES Prioritized
Housing Placements
Targeted
Sub-population
Resources
Housing Stability
Supports
HMIS
Data
Training
Evaluation
Capacity Building
Performance
Measures
CES
Coordinated
Outreach
Unsheltered &
Chronic Focus
Diversion
Prevention
610
4012/13/2022 PH1 Page 49 of 264

W ith these additional systems-level responsi-
bilities, the RTFH has expanded exponen-
tially. One of the newest and most exciting
committees to form under the umbrella of the RTFH is the Youth Action Board (YAB). The YAB is comprised of youth and young adults who have current or former experiences of homelessness. The committee was formed as a task
group of the CoC with a focus on creating policies that relate to preventing and ending youth homelessness.

In addition to the YAB, the RTFH is increasingly staf-
fing and leading other CoC committees and work groups
and participating in sub-regional efforts such as helping to create the City of San Diego Community Action Plan on
Homelessness, participating in the East County Homeless Task Force, and co-facilitating the Regional Homeless
Outreach Meeting (RHOM) with the County of San Diego.

As an organization, the RTFH understands that one
of the most powerful collective learnings are demons-
trations in Communities of Practice. The strength of the Community of Practice (CoP) model is in the people who
share common sets of problems and concerns, who come
together to contribute experiences and best practices to guide mutual solutions. An example of this is the RTFH
new Rapid Rehousing Learning Collaborative as well as
their emerging Outreach and Diversion work.

While the RTFH as an organization continues to grow
and evolve, the RTFH staff remain passionate about and
committed to ending homelessness throughout the region
in collaboration with excellent leaders and an extensive network of partners.
11 4112/13/2022 PH1 Page 50 of 264

Changes to WeAllCount 2019
With HUD’s guidance, the RTFH updated its PIT Count
methodology in 2019. The guidance was to survey a higher percentage of those experiencing homelessness where you meet them and to count people rather than structures or vehicles. The RTFH changes required the use of more ad- vanced quantitative tools, such as drones to perform heat mapping analysis, and the refinement of the RTFH engage- ment approach to include people living in vehicles and RVs, abandoned buildings, and hand built structures.

To strengthen engagement, the RTFH trained outreach
workers on how to lead teams of volunteers to survey
homeless individuals where we found them on the night of the count, whereas previously people had to come and be surveyed at different sites at a later date and time.

Additionally, the RTFH did not use a multiplier when
counting structures or vehicles as in previous years. People were only counted when volunteers engaged with or could visually see people sleeping in structures and vehicles.

To gain more robust data, an observational survey asked enumerators to observe key demographic information as part of the count. Volunteers to the best of their abilites verified the age, gender, race, and ethnicity of each person experien- cing homelessness they encountered. This took the place of simply making a mark on the census tract of the location the person was experiencing homelessness.
2019 Point-in-Time Count Results
T he Point-in-Time (PIT) Count, conducted annually in San Diego during the last week in January, is a physical count of all homeless persons who are living in emergency shelters, transitional housing, safe havens and on the streets on a single night. This count provides a snapshot of homelessness on a single night. The PIT is the result of extraordinary community collaboration and includes a countywide effort to engage and assess the unsheltered population. The PIT requires participation by all shelters in the County, including shelters that do not normally participate in the HMIS data collection. After the PIT is conducted, the data is carefully analyzed and validated to meet HUD’s high data quality standards.

From the data collected from the 2019 Point-in-Time count (PIT), also known locally as #WeAllCount, we know that at a minimum there were 8,102 people experiencing homelessness on any given night in San Diego County. 4,476 Unsheltered persons
3,626 Sheltered persons
8,102 Total persons experiencing homelessness
12 4212/13/2022 PH1 Page 51 of 264

The following results are from the unsheltered count

UNSHELTERED DEMOGRAPHICS
10%
Of the total
population
are Veterans
3%
Are families with
at least one child
36%
Reported having a
physical disability
12%
Of the total
population are youth
under the age of 24
78%
Reported becoming
homeless in San Diego

REGIONAL BREAKDOWN

SHELTERED & UNSHELTERED
% of the
Region
Total
Homeless
Persons
City of
San Diego 62.7%

9.6%

9.4%

5.3%
13%
5,082
776
764
428
1,052
North County
Inland
North County
Coastal
South County
East County
13%

9.6%

9.4%

62.7%

5.3%
2019 Point-in-Time Count Results
The following
includes
results from
the 2019
PIT Count
446 86 114 917
Veterans Families Unsheltered Unsheltered
Living Living Youth Chronically
Unsheltered Unsheltered Homeless
Individuals
13 4312/13/2022 PH1 Page 52 of 264

When asked “where
did you sleep the
night of the count?”,
nearly 50% of the
respondents said they
slept on the street or
sidewalk.

According to the 2017
US Census Bureau data,
African-Americans represent
5% of the general population
in San Diego County whereas
the 2019 Point-in-Time
homeless count revealed
22% of the unsheltered popu-
lation are African-American.

Conversely, the US Census
found that nearly 12% of the
general population is Asian
however only 1.3% of the
homeless population are
indicated to be Asian.
2019 Point-in-Time Count Results
14 4412/13/2022 PH1 Page 53 of 264

2019 Point-in-Time Count Results
15 4512/13/2022 PH1 Page 54 of 264

5 year trend
of the
percentage of
unsheltered
population
age 55 and up
Self Reported
Health Conditions
of Unsheltered
Population
2019 Point-in-Time Count Results
16 4612/13/2022 PH1 Page 55 of 264

Homelessness Prior to Incarceration
To better understand the correlation between
incarceration and homelessness, for the past three years San Diego County has collected survey data from the County jails for the PIT. With the assistance of the County jail staff, a jail survey was conducted in seven different facilities during the PIT. A total of 18% of the jail population or 1,018 inmates were asked “Where did you sleep the night before you were arrested?” Of those that agreed to take the survey, a total of 639 inmates, 29% stated that they were unsheltered and homeless the night they were arrested.
2019 Point-in-Time Count Results
Nearly 3/4 of the
homeless population
surveyed reported
becoming homeless
while living in
San Diego. Another
21% of the homeless
population reported
becoming homeless
while living elsewhere
and have since
migrated to San Diego.
17 4712/13/2022 PH1 Page 56 of 264

I n 2015, there was a national drive
to end Veteran homelessness by
the end of the year. Like many
communities, San Diego invested in
resources and interventions using both
federal and community support. As of
2019, we find that minimally on any given
night there are 446 homeless veterans in
our region. Nearly half of the homeless
Veterans are chronically homeless. Making
them more vulnerable and in need of
higher level of case management to find
them housing, mainly Permanent
Supportive Housing, and help them
keep it.

Veterans
Veterans Healthcare Service
Breakdown 2019 % of Unsheltered
Veterans
Chronically Homeless Veterans 210 47%
VA Medical/Health Care Services 174 39%
Receives VA Compensation 85 19%
or pension
18 4812/13/2022 PH1 Page 57 of 264

Arthur Lute has served in three branches
of our military: Marines, Army and Navy.

Throughout his career in the military he
has experienced both trauma and success. He spent five
years in the Marines, in recon, first in Kuwait, then Beirut in 1983. He was there when terrorists bombed the
Marine compound killing 241 service personnel. After
he joined the Amy Reserves he worked as as a surgical
technician at a reserved hospital and during his time in the Navy he was a squad leader for 15 people.

Outside of the military, Arthur trained as an EMT
until his role caring for gunshot victims or people with head trauma triggered flashbacks to battlefield expe-
riences. Unable to manage the flashbacks and depression that came with it he started to withdraw from his wife
and young daughter. This eventually led to them divorcing and leaving him unable to see his daughter.

As his depression increased, Arthur started going in
and out of homelessness. After two years here and seven years in New Mexico experiencing on and off again
homelessness, he then tried to access his VA benefits
discovered someone had screwed up his paperwork.

For the next eight years he was unable to collect
benefits until a savvy VA social worker in Chula Vista saw the clerical error that had caused the hold-up, and fixed it for him.

Today, Arthur is remarried and he and his wife Lisa
have two sons, Evan and Camden. Currently, thanks to
a VASH housing voucher, his small military pension is
supplemented to carry the rent at their two-bedroom
Imperial Beach apartment. These days, Arthur is up at 6 a.m. to get the kids their vitamins, clothes, food, and off to school by 7:40 a.m. Baths are dictated at least three nights a week and bedtime is enforced by 6:30 p.m. He walks
them to and from school. Ever the Marine, he smiles,
“being a dad to two young boys is my new battlefield.”
Veterans
19 4912/13/2022 PH1 Page 58 of 264

Breakdown Families Individuals in Families
Unsheltered 86 218
Sheltered 375 1201
Total 461 1419
Characteristics of Homeless Families with Children
There are many different crises that can send a family into homelessness with loss of a job and domestic violence at the top of the list. Nationally the data shows that there has been progress on ending family homelessness. The 2019 point in time count found 461 households, consisting of 1419 people, that were homeless in San Diego. These are families who are no longer able to maintain unaffordable housing, who have already been asked to leave doubled up situations, and those who have no other choice but to enter a shelter or to go without when one cannot be found.

Families
20 5012/13/2022 PH1 Page 59 of 264

S tarting in 2015, the RTFH has been conducting a separate youth count from the general count in an effort to reach this hard to find ‘hidden’ population of people experiencing homelessness. The methodology for the youth count is diffe- rent than the general count because of the difficulty locating homeless youth. For the youth count, dedicated outreach workers lead teams to canvas the county accompanied by homeless or formally homeless youth who have a personal knowledge of where to find ‘hidden’ youth. This week-long effort includes outreach as well as event-based approaches to reach as many youths as possible. Additionally, the providers and outreach teams survey youth who are sheltered, unsheltered, and unstably housed.

Breakdown 2019 Percentage
Unsheltered 917 20%
Sheltered 747 21%
Total 1664 21%
Homeless Youth
Unsheltered Survey Results

In 2019, 190 of the 304 youth who completed
the survey were unstably housed the night of the
count. Unsheltered homeless youth are most often
sleeping on the street or sidewalk (13%) and
Unstably housed youth most often are couch
surfing (35%).

When asked about their gender, the youth
response varies from the general population with
a significantly higher number of female youth (40%)
as compared to the general survey (27%).

A total of 2% identify as transgender and 2% as
gender non-conforming compared to less
than 1% of the general population.
2019 Youth Count
21 5112/13/2022 PH1 Page 60 of 264

Of the 115 unstably housed youth interviewed, 39 %
were couch surfing, 36% were in transitional housing,
and 16 % were in an emergency shelter on the night of
the WeAllCount.

Financial issues are the primary cause of youth home-
lessness with 21% of youth raising this concern. Nearly one in five—19%--identified being kicked out/ran away as their primary cause of homelessness, and 2% of youth stated that their homelessness was due to aging out of foster care.

When youth were asked whether they suffered from
mental health issues, 35% responded that they did.

When asked have you ever been to jail, prison or juvenile hall, 22% of youth reported having been in jail and another
22% in juvenile hall.
22 5212/13/2022 PH1 Page 61 of 264

Breakdown Under 18 18-24 Total
Unsheltered 25 89 114
Sheltered 17 91 108
HUD Totals* 42 180 222
Unstably Housed 22 60 82
Total**64 240 304
*HUD totals include the total of unsheltered and sheltered youth homeless **Total includes the summation of unsheltered, sheltered, and unstably housed youth 23 5312/13/2022 PH1 Page 62 of 264

Breakdown 2019 Percentage
Unsheltered 917 20%
Sheltered 747 21%
Total 1664 21%
HUD Chronic Homeless Definition
HUD defines a chronically homeless individual as someone who has experienced homelessness for a year or longer, or who has experienced at least four episodes of homelessness in the last three years and also has a diagnosed disability that prevents them from maintaining work or housing. This definition applies to individuals as well as household members. The disability could be a serious mental illness, substance use disorder, or a physical disability. They could have been living in emergency shelter, a safe haven, or a place not meant for human habitation.

Chronic Homelessness
Breakdown
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Overview and Performance of
The Homeless Crisis Response System
The homelessness crisis response system is San Diego’s structure to ensure those who are experiencing or at-risk of homelessness can quickly access housing and services that best meet their needs. San Diego continues to improve its crisis response system with an emphasis on building a housing-oriented, holistic, and systematic response to which all leaders, stakeholders, and programs are committed to preventing homelessness whenever possible and ensure that it is otherwise rare, brief, and non-recurring. Specifically, the system should:

1. Quickly identify and engage people experiencing and at-risk of homelessness.

2. Intervene to prevent the loss of housing and divert people from entering the homeless services system.

3. Provide immediate access to shelter and crisis services, without barriers to entry, while permanent, stable housing and appropriate supports are secured.

4. When homelessness does occur, quickly connect people to housing assistance and services, tailored to their unique needs and strengths, to help them achieve and maintain stable housing.14 Coordinated
Entry
Street
Outreach
Community Based
Permanent
Housing
(includes market
rate and subsidized)
Permanent
Supportive
Housing
Prevention
and Problem
Solving
Temporary
Shelter
Able to retain housing or gain new housing, or bypass shelter Able to exit shelter on own
Highest needs, unable to maintain housing without ongoing services, subsidy Community
Based
Services and
Supports
Rapid
Re-housing
Transitional
Housing
Unable to find
housing on own
with-in short
period
(e.g. 7-10 days)
=++System
Goals Rare Brief Non-
recurring
25 5512/13/2022 PH1 Page 64 of 264

Definitions of Key Homeless Crisis
Response System Components
Prevention
Homelessness Prevention services are designed to assist individuals and families who are at imminent risk of becoming homeless. Services include temporary cash assistance, case management, and landlord mediation.

Diversion
Diversion services, also called housing problem solving or rapid resolution, are designed to assist individuals and families who recently entered homelessness. Using a conversational approach, staff help people determine whether they have any existing housing resources where they can live. Services may include assisting with family reunification, landlord mediation, case management, and temporary financial assistance.

Housing First
Housing First is a philosophy or
approach that prioritizes rapid placement
of households into a permanent housing
setting first without preconditions, and
then ensures individuals and families are
provided voluntary flexible
services to ensure housing stability and
support households with increasing
overall quality of life. Using a Housing
First approach is a state law and required
for all programs receiving state funding
for homeless assistance.

Coordinated Entry System
One of the key system components of a homeless crisis response system is the Coordinated Entry System (CES), which HUD requires each CoC to implement within its geographic area. These resources aid in establishing and implementing a standardized process for assessing individuals’ and families’ needs and referring them to appropriate housing and services to achieve housing stability.

The CES enables RTFH to fulfill the following functions • Access. Ensure that anyone experiencing a housing crisis can easily access the crisis response system and resources • Assessment. When appropriate, staff at access sites or street outreach staff may assess individuals, families, and youth using a standardized assessment to understand their strengths and challenges and to inform the type of housing intervention that best meets their needs.
• Prioritization. Based on assessment results and other factors such as length of time homeless and self-report of a disability, households are prioritized for housing intervention. • Referral. Facilitate exits from homelessness to stable housing in the most rapid manner possible.

To achieve these objectives, Coordinated Entry includes • A standard progressive engagement and assessment process to be used for all households who are seeking assistance, and procedures for determining the appropriate next level of assistance; • Uniform guidelines among emergency shelter, transitional housing, rapid rehousing, and permanent supportive housing programs regarding eligibility for services, screening criteria, prioritized populations, and expected outcomes; and • Policies and procedures detailing the operations of Coordinated Entry. 26 5612/13/2022 PH1 Page 65 of 264

Street Outreach
Street outreach is an intervention that focuses primarily on supporting individuals with accessing permanent or
temporary housing by building trusting relationships and ongoing rapport. Street outreach seeks to engage
individuals living unsheltered in a culturally competent and trauma-informed manner, provide links to mainstream
services including health or behavioral health care, and use diversion and problem solving techniques to connect people with safe housing options whenever possible.

Emergency Shelter/Bridge Housing
Emergency Shelter or Bridge Housing is a facility-based program that provides temporary beds for individuals and families to stay while they are assisted with entering
permanent housing. Best practice models include using
low-barrier entry criteria that do not require sobriety or participation in services and also allow pets.

Rapid Re-Housing
Rapid Re-Housing is a permanent housing intervention
targeted to individuals and families who do not require intensive ongoing supports. This intervention assists people in locating an available housing unit in the community
and provides short- to medium-term rental assistance and case management. Services are designed to promote housing stability and specifically help with increasing people’s incomes to eventually work toward paying the full rent on their own.

Transitional Housing
Transitional Housing is a facility-based temporary shelter program that provides individuals and families a place to stay for up to 24 months. Transitional Housing programs include supportive services designed to help individuals and families successfully transition into permanent housing without
ongoing supports.

Permanent Supportive Housing
Permanent Supportive Housing (PSH) is defined as subsidized affordable housing with wrap-around supportive services to meet the needs of homeless individuals who are the hardest to serve, specifically those who are chronically homeless. PSH can take the form of an actual building (Project-Based) or be in the form of a voucher (Tenant-Based) that an individual or family can use to rent a unit in the existing rental market.

PSH is not time-limited and length of time in the program is determined individually.

Definitions of Additional Homeless Crisis Response System Components Day Centers
Provide a stable and safe place for homeless individuals to pick up their mail, attend to hygienic needs, do laundry, get a meal, and receive case management services.

Safe Parking Lots
Safe Parking programs offer a safe and secure lot for unsheltered San Diegans who are living out of their vehicles to park.

These programs provide not only safety but resources to help people connect back to stable housing..

Navigation Center
The Navigation Center is a homeless service hub. It is an access point where people experiencing homelessness can connect to counseling, housing assistance, job training and other services. 27 5712/13/2022 PH1 Page 66 of 264

Current Supply of Homeless
Housing Resources
The chart above provides an overview of changes in the
number of total beds/units for homelessness-dedicated housing interventions such as Emergency Shelter (ES), Rapid Re-Housing (RRH), Transitional Housing (TH), and Permanent Supportive Housing (PSH). In general, the region has seen an increase in the total ES, RRH, and PSH beds while the number of TH beds has decreased over the last five years.

Utilization Rates of Housing Resources
Utilization rates are based on the total number of beds available in San Diego County and the percentage of those beds that are in use the night of the Point-in-Time Count.

The percentages below show a snap shot of how effective shelter programs are matching people with beds on any given night.

Year Emergency Safe Transitional Permanent Rapid Other Shelter Haven Housing Supportive Re-Housing Permanent
Housing Housing
2015 85% 85% 83% 87% 100% 52%
2016 71% 89% 80% 87% 100% 45%
2017 90% 10% 82% 87% 100% 32%
2018 89% 70% 87% 85% 100% 91%
2019 86% 88% 89% 86% 100% 91%
Acceptable 75% - 105% 80% - 105% 85% - 105%
Utilization Rates*
28 5812/13/2022 PH1 Page 67 of 264

System Performance
A critical aspect of the HUD McKinney-Vento Homeless
Assistance Act is a focus on viewing the local homeless response as a coordinated system of homeless assistance options as opposed to homeless assistance programs and
funding sources that operate independently in a community.

To facilitate this perspective the Act requires communities to measure their performance as a coordinated system, in
addition to analyzing performance by specific projects or project types.

The Act has established a set of criteria for HUD to use in awarding CoC funding that require CoCs to report
to HUD their system-level performance. The intent of these criteria are to encourage CoCs, in coordination with ESG Program recipients and all other homeless assistance
stakeholders in the community, to regularly measure their progress in meeting the needs of people experiencing
homelessness in their community and to report this progress to HUD.1
System performance is evaluated based on all homeless
programs in the community that participate in HMIS,
regardless of whether they receive public of private funding.

The following provides an overview of key system
performance measures: length of time homeless, returns to homelessness, and successful placements. Data for these measures are only available for 2015 through 2018 and are based on HUD’s annual October to September reporting
period. SPM data for 2019 will be available in February 2020.

Measure 1 - Length of time persons remain homeless
Measure 2 - Extent to which persons who exit
homelessness return to homelessness
Measure 3 - Number of homeless persons
Measure 4 - Employment and income growth for persons
in CoC funded projects
Measure 5 - Number of persons who become homeless
for the first time
Measure 6 - Not applicable to our region
Measure 7 - Successful placement into, and retention of, permanent housing
HUD 7 SPMs
1 https://www.hudexchange.info/programs/coc/system-performance-measures/#guidance 29 5912/13/2022 PH1 Page 68 of 264

The rate of returns to homelessness is
calculated based on only those households
who exited to a permanent housing
destination and returned to the homeless
system within 6 months, 12 months, and 24
months.

In general, the rate of returns to
homelessness at 6 months, 12 months, and 24
months have remained relatively stagnant with
some fluctuations year over year. For every
10 people placed into a permanent housing
situation, however, two will return to the
homeless system within a year and over a
quarter will return in two years.

Length of time homeless is calculated
by looking at the average length of stay in
emergency shelter (ES), Safe Haven (SH), and
Transitional Housing (TH). HUD looks at two
measures - length of homelessness in ES and
SH, and separately including TH projects in
the length of time homeless calculation.

Over the last four years, the length of time
homeless in ES and SH programs has been
steadily increasing while the average length of
time has slightly decreased when including
TH projects.
30 6012/13/2022 PH1 Page 69 of 264

Successful Exits from Emergency Shelter (ES), Safe Haven (SH), Transitional Housing (TH), or Rapid-Rehousing (RRH) in the chart above include any exit to a permanent housing destination.

For Street Outreach (SO) projects, a successful outcome includes any exit off of the streets to temporary shelter or stable housing situation. People who exit to hospitals or jails are excluded from this measure altogether. Successful Retentions or Exits from Permanent Housing looks solely at clients enrolled in permanent housing projects and whether they either exit to other stable living situations or stay within the project.

Comparing rates of successful placements over the last four years yields some concerns as well as some successes. In ge- neral, the rates of successful placements from ES, SH, TH, and RRH have remained flat, which can be viewed as positive given the tough rental market in San Diego; however, it also demonstrates that the system has not made much progress in addressing the availability of rental housing. Successful placements from street outreach have also sharply declined over the last four years. While it is unknown at this time what is contributing to this trend, it can be assumed that street outreach programs most likely have some data quality issues. While several new street outreach programs were created in 2018, which may have affected outcomes, the reality may also be that 2018 figures are a truer gauge of the actual performance of street outreach programs than in 2015 when programs demonstrated that nearly 40% were exiting successfully. 31 6112/13/2022 PH1 Page 70 of 264

Comparison to other
West Coast CoC’s
HUD has emphasized that a CoC should compare their
system performance year over year to understand if their activities are resulting in improvement. SPMs were not set up to measure CoCs to each as each CoC is different in
structure, population, and resources; however, the SPMs are standard indicators and allow San Diego to compare how it is faring in relation to other West Coast markets that have similar challenges with housing affordability and availability.

The following comparisons only look at certain 2017
SPMs, which comprise the most recent publicly available data through HUD.

Compared to its West Coast counterparts, San Diego’s
performance was average in 2017; however, the length of time people experience homelessness continues to increase.

Additionally, the Los Angeles and San Francisco figures for ES and SH projects appear outside the norm and it is unknown whether these figures are accurate or whether they indicate significant data quality issues.
32 6212/13/2022 PH1 Page 71 of 264

Similar to returns to home-
lessness at six months,
San Diego had the highest
percentage along with Portland,
Oregon, of people returning
to homelessness within two
years of exiting successfully.

In 2017, San Diego had the
highest percentage of people
who exited to permanent
housing and then returned
to homelessness within six
months among West Coast
CoCs. This result is concerning
and the RTFH and its partners
need to better understand
why such a high percentage
of returns are occurring and
identify strategies to reverse
the trend.
33 6312/13/2022 PH1 Page 72 of 264

When looking at successful placements of West
Coast CoCs, San Diego is fairly average. San Diego
performed above average in successful placements from
street outreach programs in 2017; however, in 2018 that figure dropped significantly.

As far as successful placements from other projects,
San Diego’s performance was average and is tempered
by very high rates of returns to homelessness. Although San Diego has decent placement rates compared to other
CoCs, a larger percentage are ultimately unsuccessful and return to homeless at higher rates.
34 6412/13/2022 PH1 Page 73 of 264

System and Project Performance
Monitoring
The information on the previous pages provide a basic
assessment and understanding of our region’s system
performance. Improving performance of the overall system and programs that compose the system is critical and actively in process. In collaboration with Simtech Solutions, Inc., the RTFH has developed two dashboards for the benefit of our community to understand performance, begin to interpret data, and then use data to help drive decision making. These dashboards have been created with the purpose of providing a lens into our homeless system that can be viewed both at the system and individual project level.

The first dashboard is a visualization of the regions
System Performance Measures1. Although information in
this report used a static calendar year, the dashboards allow the RTFH and partners to view performance at different
intervals and ongoing. The SPM dashboard acts as an
executive summary of the overall HMIS by following the
same seven performance measures that HUD requests in
their annual reporting of the same name. This dashboard uses the information that the RTFH sends to HUD
annually and visualizes it in such a way that historical trends over time can be seen from a regional, system-wide
perspective. From an analysis perspective, these dashboards are useful for helping to identify both areas of strength and weakness in our homelessness response system.

The Project Performance Dashboard2 is the second
set of data visualization tools that provides a fresh lens into the San Diego homeless system for all providers that
participate in HMIS. These dashboards provide an overview of the quality of the data, details on the demographics of clients served, as well as key metrics that can be used to measure how well each project is doing to support the clients they serve.

The dashboards were produced using an approach that
protects the privacy of the clients being served by only displaying aggregate counts, not client-specific information.

These interactive tools enable the user to evaluate disparities in the outcomes for people with different racial and ethnic backgrounds and filter the results to monitor progress of initiatives targeted to subpopulations such as veterans, youth, and those who are considered chronically homeless.
1 RTFH System Performance Measurement Dashboards - https://homelessdata.com/dashboard/rtfh/spm/ 2 RTFH Project Performance Measurement Dashboards - https://homelessdata.com/dashboard/rtfh 35 6512/13/2022 PH1 Page 74 of 264

While one metric, such as length of homelessness, is
useful for establishing how well a project is performing in a single area, a variety of key measures must be looked at in unison to evaluate the overall performance of the project.

For example, clients may be residing in a shelter project for less time when compared to other shelters, however there may be other factors to consider such as…
The percentage of clients who exit to positive
destinations; The total costs involved in order to achieve those outcomes; If the project is serving the population it was intended to serve; If clients who moved to housing were able to retain it; The difficulty of the caseload.

The RTFH is moving from simply monitoring the
performance of providers towards a performance manage-
ment framework. Through the usage of customizable project evaluation scorecards, the RTFH will be able to identify areas of strength and weakness while helping to align the efforts of providers with established community priorities that have been informed with the aid of the dashboards.

The foundation for this work was laid during the recent project rating and ranking process for the annual HUD
Notice of Funding Availability (NOFA) competition. While annual funding from HUD continues to increase year over year, as demonstrated in the chart below, it is vital that these resources are allocated in a manner that will maximize their impact.

The Rating and Ranking Committee identified the scoring criteria to be included within Project Evaluation Scorecards and assigned maximum point values for each criterion within the scorecard. By looking at all performance factors in unison the committee was able to evaluate projects based on their overall progress towards supporting established community priorities.

In addition to the dashboards and scorecards, the RTFH
convened an Ad Hoc Committee in 2019 focused on
performance and analytics to understand the region’s baseline performance, create system and project performance targets, and provide recommendations for ongoing performance
management that compliments the new data tools
created by Simtech Solutions. The RTFH plans to implement an enhanced performance monitoring and management
process in 2020.
36 6612/13/2022 PH1 Page 75 of 264

There is strong momentum currently for creating a system to effectively end homelessness in San Diego. In 2018 the RTFH board adopted a regional system framework that highlighted five core areas needed to build an effective system as well as a first set of steps the region needed to take. Over the last year the RTFH has been working towards completing the steps outlined in the strategic framework and created a 2019 work plan to outline tasks and timelines. 2019 RTFH Workplan
The RTFH 2019 workplan 20 identified areas of focus for the year that build on the strategic framework tasks from 2018. The 20 activities in the workplan include the following:

1. Continue to incorporate enhanced strategies to the Point in Time Count Activities: Incorporate enhanced strategies to Achieve as accurate of a census as possible; Be transparent with the community in our assumptions and methodologies; Prepare our annual report; and Seek board members to audit our work. Provide recommendations for further improvements ahead of 2020.

2. Begin the process of completing the regional Community Plan Activities: Tailor the findings of the City of San Diego’s Strategic Plan, the work Focus Strategies, and analyses provided by Simtech into a regional community plan.

3. Make improvements to the CoC By-Laws, Charter, and Policies Activities: Align individual Board members with their specific contribution interests. Allow board meetings to focus on collective impact deliberation vs nonprofit governance. Include more individuals with lived experience on the Board of Directors and Committees.

4. Broaden the inclusion in the CoC with people with lived experience Activities: Identify Board position updates to include greater numbers of those with lived experiences. Encourage participation of those currently or formerly experiencing homelessness at key discussions about program development and evaluation and decision making.

5. Convene an Intergovernmental Committee composed on elected officials from various public agencies and municipalities across San Diego
Activities: Convene a quarterly gathering of public officials from all 18 local municipal jurisdictions to review the most up-to-date information on homelessness, system needs, gaps, and opportunities by jurisdiction. Share the resources and availability of RTFH staff to help jurisdictions provide constructive programs and solutions to address their homelessness.

6. Continue improving data systems
Activities: Publish project and system-level dashboards to produce federal, state and local requests. Use upgraded systems to develop client-centric data, mobile technology, and improved data interpretations. Achieve utilization by all of the region’s homeless service providers and system touch points.

7. Develop system for conducting ongoing system and project performance Activities: Use the implementation of new data systems and establishment of an Ad Hoc Standards and Measurement Committee to:

Develop measurement approaches consistent with HMIS / CES; Propose metrics and implementation strategies; Compare strategies for effectiveness; Review and analyze data for consistency with our community plan efforts; and Communicate efforts with regular reports back to Board.

8. Fund and implement activities through the HEAP and YHDP programs and measure impact Activities: RTFH as the CoC received $18.8 M from the State to provide one-time flexible block grant funds to address immediate needs for people experiencing homelessness or at imminent risk of homelessness.

In July 2018, HUD awarded the Youth Homeless Demonstration Program Funds in the amount of $7.94 million. This is the largest award made during Round 1 and Round 2 of this n

9. Enhance coordination of Street Outreach services
Activities: Model and increase coordinated street outreach regionwide. Develop model as best practice for the region, with the RTFH leading training and education.

Next Steps for Ending
Homelessness in SanDiego
37 6712/13/2022 PH1 Page 76 of 264

10. Update the Coordinated Entry System
Activities: Community lead re-orientation to be more intentional – using Diversion/Prevention to reduce first time homelessness. Use targeted efforts to right size RRH and prioritizing PSH, connecting highly vulnerable clients to available housing resources throughout the region. Client-focused case conferencing from targeted by-name lists.

11. Create a Flexible Housing Subsidy Pool
Activities: Create public private partnership to provide flexible funds for housing related expenses to move people experiencing homelessness into stable housing. Increase housing capacity by master leasing or other options to secure units for a homeless population regardless of rental subsidy.

12. Continue to develop the Rapid Re-Housing and employment model Activities: The RRH/Employment Pilot started in late 2018 is bringing together San Diego Workforce Partnership and homeless service providers. New research and on-the-ground experiences show that these efforts are most effective when homeless service and public workforce systems have a close partnership.

13. Implement the 2019 Workplan
Activities: Provide clear description for all RTFH Board and staff of annual workplan and associated timelines to keep our work focused, meaningful and productive. Further develop transparency with community about what the RTFH seeks to accomplish this year.

14. Ongoing CoC Planning
Activities: Strategic regional planning to coordinate a system of service providers, housing resources and other supports. Coordinate and align funding around goals and outcomes.

15. Serve as the Collaborative Applicant for the San Diego Region Activities: Complete collaborative annual application for HUD Continuum of Care awards In 2018, San Diego received awards of $21,394,691.

16. Training and Technical Assistance
Activities: Serve as the regional hub for training and technical assistance on a wide-range of homeless programs and best-practices. HMIS & CES Training; Diversion/Prevention; Rapid Rehousing Learning Collaborative; Best Practices on coordinated street outreach and engagement; Case manager training on best practices; Homeless system understanding and programs; Empowering homeless consumer with information on homeless system.

17. Public Information and Communications
Activities: Position the RTFH to be recognized as the lead regional expert on program guidance and resource management. Enhance the RTFH’s public information tools, including website dashboards and materials. Proactively conduct outreach to cities and community stakeholders. Monitor homelessness related community programs or meetings. Participate/facilitate media partner efforts.

18. Proactively Seek Volunteers
Activities: Identify lead agency to recommend objectives to centralize and coordinate volunteer capital for complementary support to service providers and homeless programs. As part of this partnership, generate portal of information to capture volunteer interest, direct users to opportunities, and connect needs of RTFH members seeking volunteer support. Develop Ambassador Program for volunteers wishing to invest significant time in the communities.

19. Better Partner with Community and Faith-Based Organizations Activities: Educate organizations on best practices and opportunities to appropriately enhance services. Provide ongoing collaboration and coordination as a community partner. Research certification programs in other communities to model, if available. Use as a challenge tool to increase participation and collaboration.

20. Enhance the RTFH Organization and Staff
Activities: Improve understanding of RTFH organizational needs and plan of action to promote excellence in the workplace, proper levels of staffing, and staff support to ensure expectations can be achieved. Increase fundraising capacity to support organizational initiatives & implement strategic plans.
38 6812/13/2022 PH1 Page 77 of 264

The City of San Diego Community
Action Plan on Homelessness
In addition to the 2019 RTFH workplan, the City of San
Diego set out in 2019 to create a homeless action plan to set goals and drive decision making in the City of San Diego, which has implications for the region. The San Diego
Housing Commission (SDHC) contracted with the
Corporation for Supportive Housing (CSH) to work in
partnership with SDHC and its City partners to develop
a new plan to guide the City’s work on homelessness. Four key partners that manage public homeless funding and policy - SDHC, the Office of the Mayor, the City Council and the Regional Task Force on the Homeless (RTFH) – formed a
steering committee to guide the development of the plan.

This plan is the result of the community-driven engagement process led by this committee and CSH.

Stakeholders from across the City have contributed
to the development of this call to action through a
community-driven engagement process designed to build
ownership of the plan and its priorities, articulate a common strategic vision, and ensure cross-agency alignment. CSH conducted focus groups, stakeholder briefings, data review and analysis to create this community plan.

Overview of the Action Plan
Leaders across the City have all articulated a similar
sentiment: The time to act is now, and we must act together.

The plan is based on a set of guiding principles created through this community process including accountability, valuing the voices of persons with lived experience,
improving housing and services options through evidence based approaches, and effective communication and
collaboration. To accomplish the goals of the action plan, CSH recommends the following strategies:

1. Implement a systems-level approach to homeless planning.

2. Create a client-centered homeless assistance system.

3. Decrease inflow into homelessness by increasing
prevention and diversion.

4. Improve the Performance of the Existing System.

5. Increase the Production of/Access to Permanent Solutions. 39 6912/13/2022 PH1 Page 78 of 264

Regional Community Plan on
Homelessness
As 2019 comes to a close, the RTFH is working with Focus Strategies and using the City of San Diego plan as the
roadmap for the Regional Community Plan. The Com-
munity Plan is being developed in two phases. The first phase is the creation of this Strategic Framework, which sets forth the vision of a regional system. This framework describes the features and elements of what that system will look like and identifies the strategies needed to make the shift from what is currently in place to the new system.

In the second phase, a detailed multiyear implementation plan to create the new system is being developed. The
second phase is being informed by a comprehensive data
analysis and predictive modeling effort that will allow the RTFH to pinpoint what is working, where there are op-
portunities for improvement, and where to focus efforts to have the maximum impact.

Focus Strategies through community engagement, informa- tion gathering and strategy alignment will develop a regio- nal plan on homelessness that coordinates with the City of San Diego’s plan. Community engagement will include:

1.Focus groups with consumers of the homeless system.

2.Conducting community input and listening sessions.

3.The development and distribution of an online input
survey for stakeholders unable to attend community
sessions.

4.Analyzing the data from the engagements to draft
the plan.

The RTFH looks forward to completing the Community
Plan in 2020 and using it to align leadership, resources, and the community to make significant strides in addres- sing homelessness in the coming year and setting the path towards ending homelessness in the near future.
40 7012/13/2022 PH1 Page 79 of 264

City ES SH TH Subtotal Individual Sub-Total Total % of Total San Diego City 1579 54 849 2,482 2,600 2600 5,082 62.7% Carlsbad 59 0 0 59 102 102 161 2.0%
Chula Vista (Sweetwater) 30 0 49 79 242 242 321 4.0%
Coronado 0 0 0 0 1 1 1 0.0%
El Cajon 152 0 337 489 298 298 787 10%
Encinitas (San Deiguito,
Solana Beach & Del Mar) 26 0 15 41 79 79 120 1.5%
Escondido (NC Metro
& Hidden Meadows) 70 9 30 109 241 241 350 4.3%
Imperial Beach 0 0 0 0 12 12 12 0.1%
La Mesa 0 0 0 0 46 46 46 0.6%
Lemon Grove 0 0 0 0 35 35 35 0.4%
National City 0 0 0 0 94 94 94 1.2%
Oceanside 70 0 132 202 193 193 395 5.0%
Poway 0 0 0 0 9 9 9 0.1%
San Marcos 0 0 0 0 46 46 46 0.6%
Santee 0 0 0 0 35 35 35 0.4%
Vista (Bonsall) 31 0 143 174 122 122 296 4%
TOTAL 2,009 64 1,553 3,626 4,252 4,252 7,878 96.9%
TOTAL WITH UNINCORPORATED AREA 4,476 8,102 100%
2019 San Diego
Regional Community Totals
UnShelteredSheltered
41 7112/13/2022 PH1 Page 80 of 264

Sheltered Unsheltered
Unincorporated Individual Total % of Total
Alpine(Crest-Dehesa) 0 10 10 0.1%
Fallbrook 0 61 61 0.8%
Lakeside 0 72 72 0.9%
Ramona 0 14 14 0.2%
Spring Valley (Casa de Oro) 0 67 67 0.8%
TOTAL 0 224 224 2.8%
San Diego County
42 7212/13/2022 PH1 Page 81 of 264

City of San Diego
Emergency Shelter Safe Haven Transitional Housing Unsheltered 1579 54 849 2600
Total: 5082
San Diego City
2019 Point-in-Time Data
Housing Inventory Beds Utilization
Emergency Shelter 1639 96%
Safe Haven 59 92%
Transitional Housing 1107 77%
Permanent Supportive Housing 2599 82%
Rapid Re-Housing 877 100%
Other Permanent Housing 630 81%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 22% 572
Veteran 13% 338
Female 25% 776
Families 2% 56
Youth 11% 353
43 7312/13/2022 PH1 Page 82 of 264

Carlsbad
2019 Point-in-Time Data
City of Carlsbad
Emergency Shelter Safe Haven Transitional Housing Unsheltered 59 0 0 102
Total: 161
Housing Inventory Beds Utilization
Emergency Shelter 60 98%
Safe Haven 0 0
Transitional Housing 0 0
Permanent Supportive Housing 0 0
Rapid Re-Housing 0 0
Other Permanent Housing 0 0
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 45% 46
Veteran 12% 12
Female 29% 28
Families 2% 2
Youth 5% 5
44 7412/13/2022 PH1 Page 83 of 264

Chula Vista
2019 Point-in-Time Data
City of Chula Vista
Emergency Shelter Safe Haven Transitional Housing Unsheltered 30 0 49 242
Total: 321
Housing Inventory Beds Utilization
Emergency Shelter 32 94%
Safe Haven 0 0
Transitional Housing 71 69%
Permanent Supportive Housing 0 0
Rapid Re-Housing 26 100%
Other Permanent Housing 0 0
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 18% 44
Veteran 5% 12
Female 26% 64
Families 6% 15
Youth 16% 38
45 7512/13/2022 PH1 Page 84 of 264

El Cajon
2019 Point-in-Time Data
City of El Cajon
Emergency Shelter Safe Haven Transitional Housing Unsheltered 152 0 337 298
Total: 787
Housing Inventory Beds Utilization
Emergency Shelter 155 98%
Safe Haven 0 0
Transitional Housing 357 94%
Permanent Supportive Housing 0 0
Rapid Re-Housing 229 100%
Other Permanent Housing 0 0
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 36% 107
Veteran 5% 14
Female 39% 116
Families 1% 3
Youth 13% 37
46 7612/13/2022 PH1 Page 85 of 264

Encinitas
2019 Point-in-Time Data
City of Encinitas
Emergency Shelter Safe Haven Transitional Housing Unsheltered 26 0 15 79
Total: 120
Housing Inventory Beds Utilization
Emergency Shelter 36 72%
Safe Haven 0 0
Transitional Housing 15 100%
Permanent Supportive Housing 0 0
Rapid Re-Housing 78 100%
Other Permanent Housing 0 0
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 28% 22
Veteran 0% 0
Female 9% 7
Families 0% 0
Youth 4% 3
47 7712/13/2022 PH1 Page 86 of 264

Escondido
2019 Point-in-Time Data
City of Encinitas
Emergency Shelter Safe Haven Transitional Housing Unsheltered 70 9 30 241
Total: 350
Housing Inventory Beds Utilization
Emergency Shelter 89 74%
Safe Haven 14 83%
Transitional Housing 34 97%
Permanent Supportive Housing 146 90%
Rapid Re-Housing 109 100%
Other Permanent Housing 0 0
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 42% 100
Veteran 6% 15
Female 30% 72
Families 2% 6
Youth 10% 25
48 7812/13/2022 PH1 Page 87 of 264

La Mesa
2019 Point-in-Time Data
City of La Mesa
Emergency Shelter Safe Haven Transitional Housing Unsheltered 0 0 0 46
Total: 46
Housing Inventory Beds Utilization
Emergency Shelter 0 0%
Safe Haven 0 0%
Transitional Housing 0 0%
Permanent Supportive Housing 0 0%
Rapid Re-Housing 0 0%
Other Permanent Housing 0 0%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 47% 22
Veteran 17% 8
Female 24% 11
Families 0% 0
Youth 7% 3
49 7912/13/2022 PH1 Page 88 of 264

National City
2019 Point-in-Time Data
National City
Emergency Shelter Safe Haven Transitional Housing Unsheltered 0 0 0 94
Total: 94
Housing Inventory Beds Utilization
Emergency Shelter 0 0%
Safe Haven 0 0%
Transitional Housing 0 0%
Permanent Supportive Housing 0 0%
Rapid Re-Housing 4 100%
Other Permanent Housing 0 0%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 24% 23
Veteran 12% 11
Female 19% 18
Families 0% 0
Youth 2% 2
50 8012/13/2022 PH1 Page 89 of 264

Oceanside
2019 Point-in-Time Data
City of Oceanside
Emergency Shelter Safe Haven Transitional Housing Unsheltered 70 0 132 193
Total: 395
Housing Inventory Beds Utilization
Emergency Shelter 82 85%
Safe Haven 0 0%
Transitional Housing 156 85%
Permanent Supportive Housing 157 59%
Rapid Re-Housing 0 0%
Other Permanent Housing 0 0%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 36% 69
Veteran 18% 15
Female 30% 58
Families 0% 0
Youth 18% 36
51 8112/13/2022 PH1 Page 90 of 264

San Marcos
2019 Point-in-Time Data
City of San Marcos
Emergency Shelter Safe Haven Transitional Housing Unsheltered 0 0 0 46
Total: 46
Housing Inventory Beds Utilization
Emergency Shelter 0 0%
Safe Haven 0 0%
Transitional Housing 0 0%
Permanent Supportive Housing 0 0%
Rapid Re-Housing 0 0%
Other Permanent Housing 0 0%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 8% 4
Veteran 13% 6
Female 20% 9
Families 0% 0
Youth 9% 4
52 8212/13/2022 PH1 Page 91 of 264

Vista
2019 Point-in-Time Data
City of Vista
Emergency Shelter Safe Haven Transitional Housing Unsheltered 31 0 143 122
Total: 296
Housing Inventory Beds Utilization
Emergency Shelter 45 69%
Safe Haven 0 0%
Transitional Housing 143 100%
Permanent Supportive Housing 9 100%
Rapid Re-Housing 0 0%
Other Permanent Housing 200 100%
Homeless Profile % of Unsheltered Homeless Total Homeless Persons Chronically Homeless 17% 20
Veteran 8% 9
Female 18% 20
Families 11% 12
Youth 4% 5
53 8312/13/2022 PH1 Page 92 of 264

SAVE THE DATE!
2020 #WeAllCount
Thursday January 23, 2020
Sign up to volunteer here:
https://www.rtfhsd.org/get-involved/weallcount/
54 8412/13/2022 PH1 Page 93 of 264

APPENDIX C: Alliance for Regional Solutions –
Shelter Provided to the Homeless in North San Diego County Bridge Housing Between 07/1/2018 – 06/30/2019
8512/13/2022 PH1 Page 94 of 264

Alliance for
Regional Solutions
Shelter Provided to the
Homeless in
North San Diego County
Bridge Housing Between
07/1/2018 - 06/30/2019
Report prepared by:

Regional Task Force on the Homeless
4699 Murphy Canyon Road
San Diego, California 92123
858-292-7627
http://www.rtfhsd.org
August 2019
8612/13/2022 PH1 Page 95 of 264

Acknowledgements
This report was prepared by the Regional Task Force on the Homeless (RTFH), on behalf of the Alliance for Regional Solutions (ARS).

The authors greatly appreciate the efforts of the member agencies and staff operating the ARS Bridge Housing. In particular we would like to commend the data collection and data entry staff, whose thoroughness and attention to detail has made this report meaningful and rich.

In addition, the RTFH would like to acknowledge the Institute for Public Health (IPH) at San Diego State University. The IPH prepared the winter shelter report for the past several years investing time and thought into the development of a basic report template and analysis methodology.
8712/13/2022 PH1 Page 96 of 264

Table of Contents
Introduction ..................................................................................................................................... 1 Background ...................................................................................................................................... 1 A. Data Collection....................................................................................................................... 1 B. Data Analysis .......................................................................................................................... 1 C. Limitations ............................................................................................................................. 1 D. Scope ..................................................................................................................................... 2 Results ............................................................................................................................................. 2 A. Location and Length of Service .............................................................................................. 2 B. Demographic and Prior Living Situation Information ............................................................. 4

1. Information Collected from All Clients 4

2. Information Collected from Adult Clients 9
C. Income, Non-Cash Benefits, and Employment Situation ...................................................... 15 D. Length of Participation in Shelters ....................................................................................... 18 E. Destination upon Leaving Shelter ......................................................................................... 20 F. Clients exiting 2017-2018 and returning in 2018-2019 ............................................................ 23 Summary ........................................................................................................................................ 27 Appendix A – Recommendations ................................................................................................... 28 Appendix B – Data Tables ............................................................................................................. 30 References ...................................................................................................................................... 40

8812/13/2022 PH1 Page 97 of 264

Introduction
The Alliance for Regional Solutions (ARS) collected client shelter stay data during its 2018-2019 Bridge Housing homeless services in North San Diego County. This report describes the number of clients that were sheltered, the demographic characteristics of these clients, the length of shelter provided to these clients, as well as a brief review of clients served during both the 2017-2018 and the 2018-2019 year.

The ARS commissioned the Regional Task Force on the Homeless (RTFH) to analyze the 2018-2019 Bridge Housing data. The data was entered by Bridge Housing staff into a secure online database and extracted for analysis in July 2019.

Background
A. Data Collection
Shelter staff collected information about the residents that stayed in their respective bridge housing shelters.

This information included client demographics and information. The staff members entered the data into a secure online homeless management information system (HMIS) database called Clarity which is the designated HMIS for the San Diego City and County Continuum of Care region. In 2019 RTFH changed the HMIS software from ServicePoint to Clarity on January 4th, 2019 which was during the operating year.

Data was migrated from ServicePoint to Clarity and all data used in this report was extracted from the post- migration data in Clarity. Data represents ARS bridge housing program entries recorded in clarity between July 1 2018 and June 30 2019.

B.Data Analysis
Most of the data manipulation was done using Looker and various HUD reports which generated the final numbers used in this report. Looker is the data analysis tool which is integrated into Clarity’s web-based HMIS. Clarity also has a number of HUD reports built into the system. All graphs and charts were created using Looker and Microsoft Excel.

C.Limitations
Any time data is collected there can be errors in the data collection or the data entry process. During collection data may not be completely collected or it may be recorded erroneously. In cases where clients already are present in the data system, changes to their data may not be fully updated in the database due to user error or inaccuracy. The error rate for data collection and data entry for this data set is largely unknown due to the system being a system of record. While we can analyze the system’s recognized errors logically, we cannot guarantee accuracy of the system compared to actual services given. Another limitation is that most questions primarily rely upon client self-report, which may or may not be truthful. Self-report, however, is often the only method available.
8912/13/2022 PH1 Page 98 of 264

D. Scope
These findings apply only to the persons who used these bridge housing shelter services and not to the homeless population at large in North San Diego County nor to all sheltered clients in San Diego. Whether or not these sheltered clients were similar to those served in other bridge housing in San Diego or to the general homeless population was not examined.

Results
A total of 1142 distinct clients were recorded from the six 2018-2019 North San Diego ARS bridge housing.

The three largest Alliance North San Diego Bridge Housing provided shelter service to 1046 clients which is about 92% of the total number of clients(Catholic Charities-La Posada De Guadalupe, Interfaith Community Services-Haven House Bridge Housing, and Operation Hope Vista-ARS North county) (Table 1).

A. Location and Length of Service
A total of 228 ARS beds were available to temporarily house homeless individuals in the North San Diego area throughout the year (Table 1). Together these beds enabled 63,934 bed-nights to be provided (Bed Nights Available) between the 1142 distinct clients. Program utilization (bed-nights used / bed-nights available) ranged from 81% to 100%.

The 1142 distinct client stays in the North San Diego Bridge Housing averaged forty-five nights, although the number of nights varied from 1 day to more than 1 year. Fifty two percent (52%) of the clients were sheltered for 30 nights or less and another forty eight percent (48%) for more than 30 nights (Graph 1). 99 of the 1142 unique clients (9%) utilized more than one shelter location during the year, those 99 clients account for 207 separate clients stays during the year. 157 of the 1142 unique clients (14%) exited and re- entered the North San Diego Bridge Housing system more than once during the year (not graphed). 9012/13/2022 PH1 Page 99 of 264

Table 1. Shelter Capacity and Shelter Provided, 2018-2019 North San Diego Bridge Housing

Program Name

Clients served
Program Capacity Shelter Provided
Number of
Beds 1
Number of
Operating
Nights 2
Bed-Nights
Available 3
Bed-Nights
Used 4
Bed-Night
Utilization
Clients
enrolled in the
programs
Client
count
Interfaith Shelter Network-North County Inland
Men, women and families 12 97 1164 992 85% 45 43
Interfaith Shelter Network-North County Coastal
Men, women and families 12 125 1500 1561 6 100% 46 45
Catholic Charities -La Posada De Guadalupe 5
Men
10 121 19,460 18,328 94% 488 487 50 365
Operation Hope Vista-ARS North county
Families and women
45 365 16,425 17,555 6 100% 250 225
Bread of Life Rescue Mission- ARS North county
Shelter
Men and women
50 150 7,500 6,165 82% 121 116
Interfaith Community Services-Haven House
Bridge Housing
Men and women
49 365 17,885 14,405 81% 364 334
Total 228 1,588 63,934 59,006 1314 1142 7

1 Number reported by project staff.
2 Dates of operation reported by project staff; operating nights were calculated based on what was reported to the RTFH during the 2019 Housing Inventory Count (HIC). 3 The number of beds multiplied by the number of operating nights. 4 One person staying one night is a bed-night. It is calculated using the sum of enrollments days in project for each providers. 5 La Posada operated under two Inventory count (HIC), one with 10 seasonal beds which were open for 121 days and the other 50 beds for 365 days. 6 Beds calculated based on the bed nights used. Family units/beds by nature are variable and this does not necessarily indicate over-utilization. 7 Total distinct client count may not add up the listed provider’s client count since duplicate clients are served in different programs. 9112/13/2022 PH1 Page 100 of 264

B. Demographic and Prior Living Situation Information
Demographic and prior living situation information for the clients served is presented below. Most data was collected on both adults and children entering the shelter.

1. Information Collected from All Clients
As seen in the graph that follows, most sheltered individuals were males and Non-Hispanic/Non-Latino (70% and 67% respectively). The large majority (74%) identified as White, followed distantly by Black/African-American (14%) (Graph 2).
1%
4%
10%
11%
16%
11%
21%
14%
9%
4%
0%
5%
10%
15%
20%
25%
0 Nights 1 Night 2-5 Nights 6-10 Nights 11 -20
Nights
21 -30
Nights
31 -60
Nights
61-90
Nights
91-150
Nights
150 +
Nights
Graph 1
Number of Nights of Shelter per Client per Stay,
2018-2019 North San Diego Bridge Housing
(n=1142)
9212/13/2022 PH1 Page 101 of 264

Graph 2
2018-2019 North San Diego Bridge Housing
(n=1142)
9312/13/2022 PH1 Page 102 of 264

In total, around twenty percent (20.49%) of the clients sheltered were between the age 45 to 54 and 16.11% were between the age of 55-61 and 11.3% were 62 and above. Children (17 years or younger) made up 13% of those served. 75% of the total clients sheltered were between the ages of 18 and 61. (Graph 3). 1 Age of the client at the project start.
2 There is one Client with age group undefined
3 CDK “Client Does Know” DNC “Data not collected”

4.47%

6.39%

2.36%

5.69%

15.94%

17.16%

20.49%

16.11%

11.30%

0.09%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%
Pe
r
c
e
n
t
a
g
e

o
f

A
g
e

t
i
e
r

Age Category
Graph 3
Age Group of Clients Sheltered,
2018-2019 North San Diego Bridge Housing
(n=1141)1 2,3
9412/13/2022 PH1 Page 103 of 264

Graph 4
Entered with Family and Individually
Clients,
2018-2019 North San Diego Bridge Housing
(n=1142)
From the total clients around 23% of the clients enrolled with family and the rest 77% are enrolled individually.

Among the Household served 93% are Household without children, 6.57% are household with children and adults and 0.42% are household with only children. (Graph 4 and 5).

Among the total clients served (1142 Clients) 79.42% are “household without children” household type, 20.05% are “Household with children and adults” household type and 0.44% are “with only children” household type.

From the 229 served clients with “Household with children and Adults” household type 64% are adults and the remaining 36% are children. (Graph 6 and 7).

93.01%

6.57%0.42%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%
100.00%
Without Children With Children and Adults With Only Children pe
r
c
e
n
t
a
g
e
Household Type
Graph 5
Household Served by Household Type
2018-2019 North San Diego Bridge Housing (n=959 Household) 9512/13/2022 PH1 Page 104 of 264

79.42%

20.05%

0.44%0.09%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%
Without Children With Children and Adults With Only Children Unknown Household Type
Se
r
v
e
d

P
e
r
c
e
n
t
a
g
e
Household Type
Graph 6
Total Served Clients by household type
2018-2019 North San Diego Bridge Housing
(n=1142)
36%
64%
Graph 7
Household with children and Adults served clients
2018-2019 North San Diego Bridge Housing
(n=229)
Adults Children
9612/13/2022 PH1 Page 105 of 264

2. Information Collected from Adult Clients
Some demographic information was collected only for adult clients aged 18 and older. Around eight percent (8.18%) of adults indicated a history of military service (Graph 9). Among them 93% are male and 7% are female. 31% of the veterans are chronically homeless. (Not graphed) In general the total veteran population served in this year is similar with the previous 2017-2018 year (Alliance for Regional Solutions, August 2018).

Graph 8
Military History
2018-2019 North San Diego Bridge Housing
(n=990 Adult Clients)
9712/13/2022 PH1 Page 106 of 264

Fourteen percent (14%) of adults and Head of household reported being domestic violence victims/survivors (Graph 9). When examined by gender, among the victims (n=141) 71% are female, 28% are male and 1% are Trans female. (Graph 10).

Graph 10
Domestic violence victims by Gender
2018-2019 North San Diego Bridge Housing
(n=141 clients)
Fifty three percent (53%) of clients reported having a disabling condition (Graph 11). Physical and Mental health problem were most frequently cited (233 and 304 clients respectively) which is 20% and 27% out of the total clients served, followed by chronic health condition (146 clients), alcohol abuse (84 clients), both alcohol and drug abuse (83 clients), drug abuse (53 clients) and developmental (43 clients). Some reported HIV/AIDS (10 clients) (Graph 12).
292 Clients (which is around 26% out of the total clients served) reported with two or more co-occurring disabling conditions. 328 clients (29% of the total clients) reported having only one type of disability. 190 clients reported having two co-occurring disabling conditions. 102 clients (9% of the total clients served) reported having three or more disability types. (Graph 13). 14%
85%
1%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Yes No CDK/Refused/DNC
Graph 9
Domestic violence victims
2018-2019 North San Diego Bridge Housing
(n=995 Adult and Head of household Clients)
9812/13/2022 PH1 Page 107 of 264

Graph 11
Disabling Condition
2018-2019 North San Diego Bridge Housing
(n=1142 clients)
10 43
53 83
84 146
233
304
0 50 100 150 200 250 300 350

HIV/AIDS
Developmental Disability
Drug Abuse
Both Alcohol and Drug Abuse
Alcohol Abuse
Chronic Health Condition
Physical Disability
Mental Health Problem
Client Count
Di
s
a
b
i
l
i
t
y

T
y
p
e
Graph 12
Clients Phisical and Mental Health Conditions at the time of project Start, 2018-2019 North San Diego Bridge Housing
(n= 1142 )
9912/13/2022 PH1 Page 108 of 264

Chronic homelessness is characterized by extended or frequent homelessness (living on the streets, in emergency shelters, or in a safe haven) plus the presence of a long-term disabling condition. In the 2018- 2019 operating year, just around twenty percent (20%) of the total clients served were chronically homeless at the point of enrollment into the ARS shelter they were staying at. Among them 70% are male and the remaining 30% are female (Graph 14). 27% of chronic homeless clients are found in 45-54 age category and 133 chronic homeless persons reported with a mental health problem and 106 reported with physical disability at the project entry. (Appendix Data Tables, chronic) Information from other sources state that the chronically homeless spend a long period of time - often years -either living in shelters or on the streets or cycling between hospitals, emergency rooms, jails, prisons, and mental health and substance abuse treatment facilities. The chronically homeless have also been shown to be very expensive in terms of costs incurred by public systems of care, although they may only represent a small percentage of the entire homeless population.
328
190
79 19 4
0 50
100
150
200
250
300
350
1 Type 2 Type 3 Type 4 Type 5 Type
Cl
i
e
n
t
s

c
o
u
n
t

Disability Types
Graph 13
Clients sheltered with one or more disability types
2018-2019 North San Diego Bridge Housing
(n= 1142)
10012/13/2022 PH1 Page 109 of 264

1 In this analysis, all adults were included without consideration for family status. 2 HUD Chronic Homelessness Definition: an individual (1) with a disabling condition or expected to be of long–continued and indefinite duration and substantially impairs ability to live independently of physical disability, developmental disability, chronic health condition, HIV/AIDS, mental health problem or substance abuse, and (2) who enter from streets, emergency shelter or safe haven, and (3) has been continuously homeless for a year or more, or has had at least four episodes of homelessness in the past three years, OR (4) a household member of a head of household (who may be a child) or any adult in the household meeting the previous disability & homelessness criteria outlined in 1, 2 and 3. (HMIS Standard Reporting Terminology Glossary, October 2015, Version 2.2).

70%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Male Female
Pe
r
c
e
n
t

Gender
Graph 14
Chronic Homelessness among Clients Sheltered,
2018-2019 North San Diego Bridge Housing
(n=228 Clients)1, 2
10112/13/2022 PH1 Page 110 of 264

Information describing clients’ living situation the night before entry into a shelter program was recorded for most adult clients (n=990, Graph 15). The most commonly reported living situation was a ‘place not meant for human habitation’ (69%) and represents locations such as on the street, in a car, in an abandoned building, in a field, under a highway overpass, or any other similar place. Including places not meant for human habitation, the majority of clients came to the shelter from unstable or temporary living situations such as an emergency shelter, a hotel or motel (paid for by a shelter/organization or by the client), staying with family/friends, or coming from an institution.
1%
1%
1%
1%
3%
3%
4%
4%
5%
13%
69%
0%10%20%30%40%50%60%70%80%
Psychiatric hospital or other psychiatric facility
Safe Haven
Jail, prison or juvenile detention center
Rental by client, no ongoing housing subsidy
Substance abuse treatment facility or detox center
Hospital or other residential non-psychiatric medical facility Staying or living in a friend's room, apartment or house Staying or living in a family member's room, apartment or house
Hotel or motel paid for without emergency shelter voucher Emergency Shelter, including hotel/motel paid for with
voucher
Place not meant for habitation
Percent of Total Clients
Re
s
i
d
e
n
c
e

P
r
i
o
r

t
o

P
r
o
j
e
c
t

E
n
t
r
y
Graph 15
Living Situation Prior to First Shelter Night for Sheltered Adult Clients, 2018-2019 North San Diego Bridge Housing
(n=990 Adult Clients)
10212/13/2022 PH1 Page 111 of 264

C. Income, Non-Cash Benefits, and Employment Situation

Information about a client’s income at project entry was recorded for adult clients served. Only clients who were adults at entry had their income recorded upon entry into the shelter (n=990).

Just over fifty percent (50.5%) of adult clients reported having at least one source of income, and just forty nine percent (49%) said they did not have any source of income at entry into the shelter (Graph 16).

Of those with a source of income, a large plurality of clients reported receiving earned income from employment (35.4%), Social Security Income (SSI) (22.2%), or Social Security Disability Insurance (SSDI) (18.4%). Clients were able to report more than one source of income at entry into the shelter (Graph 17).

1 Percentages add up to be greater than 100% because clients could report more than one source of income.

50.5%49.0%

0.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%
Adults with income Adults with no income Missing/DNC/Refused Graph 16
Income received for Adult sheltered Clients 2018-2019 North San Diego Bridge Housing (n=990)

0.2%

0.4%

1.2%

2.2%

4.0%

4.8%

6.0%

7.2%

11.0%

18.4%

22.2%

35.4%

0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%
Private Disability Insurance
Worker's Compensation
VA Non-Service Connected Disability Pension
Alimony and other spousal support
VA Service - Connected Disability Compensation
Pension or retirement income from a former job
Child Support
Temporary Assistance for Needy Families (TANF)
Other Source
Unemployment Insurance
Retirement Income from Social Security
General Assistance (GA)
Social Security Disability Insurance (SSDI)
Supplemental Security Income (SSI)
Earned Income
Graph 17
Percent of Clients with Each Income Type Reported at Project Start for Sheltered Adult Clients with income 2018-2019 North San Diego Bridge Housing (n=500)1 10312/13/2022 PH1 Page 112 of 264

The range of incomes varied greatly among clients at the ARS shelters. From a minimum monthly income value of $11.50 to a maximum monthly amount of $4016.00, the 2018-2019 client cohort displayed an array of income amounts. The mean reported income among the group was $1126.44 and the median was $987 monthly income.

This shows a moderate positive skew of the data (Pearson’s Coefficient (Median) = 0.58) meaning a few clients with large incomes are pulling the average income higher than would be otherwise expected in a normalized distribution. (Graph 18 and Table 2)
Table 2. Income Amount of Adult Clients Sheltered, 2018-2019 North San Diego Bridge Housing (n=500 adults with income amounts reported) 1
Summary of Income Amounts Reported
Minimum Maximum Median Average
$11.50 $4,016.00 $987 $1,126.44
1 Income amounts from all sources totaled for each client. 13 20
70 166
113
55 63
$1 - $150 $151 - $250 $251 - $500 $501 - $1,000 $1,001 - $1,500 $1,501 - $2,000 $2,001+ cl
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w
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#Income Amount
Graph 18
Income Levels -Count of Clients at each income bracket as reported at Entry 2018-2019 North San Diego Bridge Housing
(n=500)
10412/13/2022 PH1 Page 113 of 264

Another valuable resource for clients is the availability of non-cash benefits. Just over forty-seven percent (47.1%) of adult clients reported that they were receiving non-cash benefits, while just over fifty-two percent (52.6%) responded they were not receiving non-cash benefits at project entry (Graph 19).

Every client served in the ARS shelters during operating year 2018-2019 who reported receiving non-cash benefits received SNAP (supplemental nutrition assistance program benefits colloquially known as food stamps). Among those, 12 also reported receiving WIC and 9 reported another source of non-cash benefits.

The other sources of non-cash benefits were reported as Cash Aid and Section 8. (Graph 20)

1 Total is off by three clients since there are 3 clients with “Data not collected” for non-cash benefit source

521
466
430 440 450 460 470 480 490 500 510 520
No Non-Cash Benefits
1+ Sources of Non-Cash Benefits
Number of Clients
Graph 19
Non-Cash Benefits for Sheltered Adult Clients at Project Start 2018-2019 North San Diego Bridge Housing
(n=990) 1
1 0
9 12
457
0 50 100 150 200 250 300 350 400 450 500
TANF child
TANF Transportation
Other
WIC
SNAP
Numbeer of Clients
No
n

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B
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Graph 20
Non-Cash Benefit Types for Sheltered Adult Clients at Project Start 2018-2019 North San Diego Bridge Housing
(n=990)
10512/13/2022 PH1 Page 114 of 264

D. Length of Participation in Shelters
Utilizing HMIS data the length of distinct shelter stays was calculated for clients in the ARS North County emergency shelter programs. A very large percentage of clients have continuous stays that are less than 30 days (544 or roughly 48% of clients. Graph 21). As expected with an emergency shelter type program, longer stays are not as common. As time of stay increases, the number of clients decreases due to short-term stays and turnover being a common element of shelters.

This finding is typically consistent regardless of the stayer or leaver status of a client (Graph 22 and 23). For the purposes of this report a stayer is a client who is still enrolled into an ARS shelter as of the last day of the report. A leaver is someone who had been enrolled during the reporting year, but as of the last day of the reporting period was no longer enrolled in any ARS shelter.

544
244
168 156
19 11
0 100
200
300
400
500
600
<30 Days 31-60 Days 61-90 Days 91-180 Days 181-365 Days 1-2 years Nu
m
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Days in the program
Graph 21
Length of Participation -All clients
2018-2019 North San Diego Bridge Housing
(n=1142)
50 27 25
19 9 11
0 10
20 30
40 50
60 <30 Days 31-60 Days 61-90 Days 91-180 Days 181-365 Days 1-2 years Nu
m
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Days in the Program
Graph 22
Length of Participation -Stayers
2018-2019 North San Diego Bridge Housing
(n=141)
10612/13/2022 PH1 Page 115 of 264

The mean and median length of stay differs between leavers and stayers. Those who remain in the program as of the last day of reporting tended to stay for a longer time than those who had exited sometime during the reporting year (Graph 24). This indicates long-term stayers rather than typical turnover near the end of the reporting year.

494
217
143 137
10 00
100
200
300
400
500
600
<30 Days 31-60 Days 61-90 Days 91-180 Days 181-365 Days 1-2 years Nu
m
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s
Days in the program
Graph 23
Length of Participation -Leavers
2018-2019 North San Diego Bridge Housing
(n=1001)
45 96
31 49
Leavers Stayers
Av
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a
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e

a
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M
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D
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Graph 24
Length of Stay Average and Median Values for
Leavers (n=1001) vs Stayers (n=141)
2018-2019 North San Diego Bridge Housing
Average Length Median Length
10712/13/2022 PH1 Page 116 of 264

E. Destination upon Leaving Shelter
Throughout the 2018-2019 year information was collected on clients who exited the shelters in most cases. Out of 1001 clients who exited the shelters by the end of the reporting year, most 54% (n=544) went to temporary destinations such as another shelter, transitional housing, living on the street, or staying in a temporary lodging situation such as a hotel or with friends on a temporary tenure. The next most common exit destination was to a permanent destination 33% (n=329) such as an exit to a rental, staying with family on a permanent basis, or the client owning their own place of residence. (Graph 25) Within the 854 clients who exited with a length of stay less than 90 days, 30.21% (258) of these clients exited to permanent destinations. In that same group, 56.56% (483) of these clients exited to a temporary destinations such as another emergency shelter, transitional housing, or back to the streets. (Graph 26) 329
544
52 76
0 100
200
300
400
500
600
Permanent Destinations Temporary Destination Institutional settings Other Destinations Nu
m
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Destination Catagory
Graph 25
Exit Destinations Upon Leaving Shelter
2018-2019 North San Diego Bridge Housing
(n=1001)
258
483
47 66
0 100
200
300
400
500
600
Permanent Destinations Temporary Destination Institutional settings Other Destinations Nu
m
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Destination Catagory
Graph 26
Exit Destinations for clients who stayed 90 days or less 2018-2019 North San Diego Bridge Housing
(n=854)
10812/13/2022 PH1 Page 117 of 264

Within those 147 clients who stayed more than 90 days prior to exiting, 48.3% (71) exited to a permanent destination. Within that same group, 41.5% of clients (61) exited to a temporary destination or to the streets. (Graph 27)

71 61
5 10
0 10
20 30
40 50
60 70
80 Permanent Destinations Temporary Destination Institutional settings Other Destinations Nu
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Destinatin Category
Graph 27
Exit Destinations for clients who stayed more than 90 days 2018-2019 North San Diego Bridge Housing
(n=147)
10912/13/2022 PH1 Page 118 of 264

Households with children and adults have been of particular concern in years past because shelters for families are limited in the San Diego region. The largest plurality of clients in households with children and adults exited within 90 days or less to the streets (23%). A combined of around 13% either did not complete an exit interview or did not know where they were going next. However, 31% of clients in households with children and adults went to some sort of permanent destination.
1This count represents the number of exit destination response for all persons in households with children and adults who had an exit date prior to the end of the operating year.

1.48%

2.22%

2.96%

5.93%

6.67%

8.15%

8.89%

12.59%

14.07%

22.96%

0.00%5.00%10.00%15.00%20.00%25.00%
Substance abuse treatment facility or detox center
Client Doesn't Know/Client Refused
Staying or living with family, permanent tenure
Staying or living with friends, temporary tenure
Other
Staying or living with friends, permanent tenure
Staying or living with family, temporary tenure
Permanent housing (other than RRH) for formerly
homeless persons
Data Not Collected (no exit interview completed)
Emergency shelter, including hotel or motel paid for with emergency shelter voucher
Transitional housing for homeless persons (including
homeless youth)
Rental by client, no ongoing housing subsidy
Place not meant for habitation
Household percentage
Ex
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D
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Graph 28
Exit Destination (90 Days or less) for Households With Children and Adults 2018-2019 North San Diego Bridge Housing
(n=135)1
11012/13/2022 PH1 Page 119 of 264

F. Clients exiting 2017-2018 and returning in 2018-2019 To get a more complete view of those being served by North San Diego Bridge Housing, the list of clients receiving shelter service during the 2018-2019 year was compared to that from the previous 2017-2018 year.

In all, 9% (n = 105) of this year’s 1142 clients were also served during the prior 2017-2018 year. Of this 105 of returning clients, 102 are adults and 3 are under the age of 18 (Graph 31).

Seventy-four percent (74%) of returning clients were male (Graph 29) and twenty-six percent (26%) were female. One client identified as a military veteran (Graph 30).

1 Clients with shelter stay(s) during the 2017-2018 year returning for shelter stay(s) during the 2018-2019 year.

1 Clients with shelter stay(s) during the 2017-2018 year returning for shelter stay(s) during the 2018-2019 year
Graph 31
Age Group of Returning Clients Sheltered,
2017-2018 & 2018-2019 North San Diego Bridge Housing
(n=105 clients) 1

1 Clients with shelter stay(s) during the 2017-2018 year returning for shelter stay(s) during the 2018-2019 year. 74%
26%
Graph 29
Gender of Returning Clients Sheltered,
2017-2018 & 2018-2019
North San Diego Bridge Housing
(n=105 clients) 1
Male Female

0.95%

99.05%
Graph 30
Military History of Returning Adult Clients Sheltered, 2017-2018 & 2018-2019
North San Diego Bridge Housing
(n=105 clients)1
Yes No
11112/13/2022 PH1 Page 120 of 264

Of this group of 105 returning clients, 56% of them reported a disabling condition which is defined as a disability that is long lasting or permanent and will interfere with their ability to live independently (Graph 32).
1 Clients with shelter stay(s) during the 2017-2018 year returning for shelter stay(s) during the 2018-2019 year.

There was variation in responses for destination after exiting the shelter between the returners in the two years. (Graph 33). The percentage of exits was calculated from all enrollments associated with a cohort of 105 clients who had exited during the 2017-2018 operating year and had also returned and exited again in the 2018-2019 operating year. The number of enrollments and exits in the 2017-2018 year for this cohort of 105 was 150 exits.

In 2018-2019 these 105 clients exited a total of 132 times.

The percentage of exits from the shelters to a place not meant for human habitation was 36% and 40% for the 2017-2018 and 2018-2019 respectively. Unfortunately there was an increase in the number of clients exiting without completing an exit interview between years (2% increase). Within this cohort of 105 there was also an increase of clients exiting to all types of rentals between the two years (a combined 7% increase). 56%
44%
Graph 32
Disabling Condition for Returners
2018-2019 North San Diego Bridge Housing
(n=105)1
Yes No
11212/13/2022 PH1 Page 121 of 264

40%
18%
10%
3%
3%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
1%
1%
0%
0%
2%
36%
14%
8%
4%
5%
2%
1%
1%
2%
5%
6%
2%
0%
0%
7%
2%
5%
2%
2%
1%
2%
0%5%10%15%20%25%30%35%40%45%
Place not meant for habitation
Rental by client, no ongoing housing subsidy
No exit interview completed
Staying or living with family, permanent tenure
Staying or living with family, temporary tenure
Staying or living with friends, temporary tenure
Rental by client, with other ongoing housing subsidy
Rental by client, with RRH or equivalent subsidy
Staying or living with friends, permanent tenure
Transitional housing for homeless persons (including
homeless youth)
Other
Permanent housing (other than RRH) for formerly homeless persons
Unknown
Psychiatric hospital or other psychiatric facility
Emergency shelter, including hotel or motel paid for with emergency shelter voucher, or RHY-funded Host Home…
Hospital or other residential non-psychiatric medical facility Hotel or motel paid for without emergency shelter voucher Substance abuse treatment facility or detox center
Residential project or halfway house with no homeless
criteria
Jail, prison or juvenile detention facility
Client refused / Data not collected
Ex
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Graph 33
Destination Upon Leaving Shelter by Year,
Returning Clients Sheltered
2017-2018 & 2018-2019
(n=105)
2017-2018 2018-2019
11312/13/2022 PH1 Page 122 of 264

Graph 34 represents the change in exit destination for those returning year to year.

There were 105 clients who had exited during operating year 2017-2018 and who had also returned and exited again in the 2018-2019 operating year. This cohort of 105 clients had 153 total enrollments and exits in the 2017-2018 year, but only had 131 enrollments and exits during the 2018-2019 year.

Between the two operating years within this cohort of 105 there was an increase of 8% of clients exiting to a permanent destination (from 22% to 30%). Additionally, there were decreases in exits to homeless situations (3% decrease) and temporary situations (5% decrease) other types of exits including exits to institutional situations and other situations remained the same.

47%
44%
4%4%
12%
7%
22%
30%
15%
15%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2017-18 2018-19
Graph 34
Change over time in exit destination among returning clients sheltered in 2017-2018 and 2018-2019 (n=105)
Homeless Situation Institutional Temporary Permanent Other Situation 11412/13/2022 PH1 Page 123 of 264

Summary
The North San Diego ARS Bridge Housing provided shelter service to 1142 unique individuals during the 2018-2019 year. Shelter recipients were more often white than any other race, more often male, more often non-Hispanic, and more often not part of a family.

The most commonly sheltered age group were 45-54 and 55-61 (20.49% and 16.11% of the overall population respectively). Around 46.4% of clients reported having at least one disabling condition. The most common disabilities reported were mental health problems (27% of the overall served clients) and physical disabilities (20% of the overall served clients). The least reported condition was HIV/AIDS (1% of responses). 14% of adult shelter stayers reported being survivors of domestic violence. Of these clients surviving domestic violence, 71% of them identified as female, 28% identified as male and the remaining 1% identified as Trans Female.

The most common exit destination from the ARS shelter system was to a temporary destination (54% of leavers) – this includes other shelters, transitional housing, and returning to the streets. However, the second most common exit destination was to permanent housing (33% of leavers). Bridge Housing shelters are emergency in nature with limited periods of operation, and often serve clients for very short times. This is reflected in that 85% of the stays in ARS shelters during the 2018-2019 operating year were less than 90 days long.

Exiting and re-entering into shelters is sometimes part of a client’s path to solving their homelessness. It was found that 9% (105) of all of the clients served in the 2018-2019 operating year had stayed and exited from an ARS shelter in the previous operating year (2017-2018). This implies that the persons who stayed at these shelters in the 2017-2018 year were either not in the North County area or did not need shelter services in the current year. These clients who returned between the two operating years are more often male (75%), non-veteran (99%), and over the age of 45 (64%).

Another aspect to homelessness is whether or not a client is considered chronically homeless. Of those served this year at ARS Bridge Housing shelters, 20% were chronically homeless at shelter entry.

Overall, much can be learned about the ARS shelter system by identifying trends and developing a deeper understanding of the types of clients entering the shelter system in North County. Below recommendations will be made based on these data for consideration by the ARS Bridge to Housing Committee. 11512/13/2022 PH1 Page 124 of 264

Appendix A – Recommendations

The ARS North County Bridge Housing did an impressive job at consistently completing data entry for data collected. The amount of missing data is very low in general, which shows great care in both completing the intake/assessment forms and performing the data entry into HMIS. We offer the following recommendations if feasible:

● Improve accuracy of data collection and data entry by:
o The only high rate of error across data entry was destination values. It is recommended that regular check-ins be considered for implementation to more closely track client exit destinations.
▪ Reviewing goes a long way in reducing data entry errors. Reviewing the entire data entry screen after saving the entry record to ensure data responses are stored in the database properly is key to good data quality. For instance, ensuring that rather than selecting “other” for destination, have staff review the entire list of options for accurate explanation of a client’s exit.

o Incorporating or developing a cross-check between HMIS data and beds occupied at shelters for consistent data regarding length of stay, utilization, and possible exits which have yet to be entered.
o Frequently run and review reports such as the Data Quality report or the APR to ensure timely entry of both enrollment and exit data at all shelters. o Incorporating quarterly data benchmarks for shelter staff and using HMIS reports to ensure regular checking of data quality and completeness
o Continuing to ensure that staff who collect and/or record responses related to chronic homelessness are aware of the HUD definition and that staff are trained to collect and record disabling condition appropriately;
o To use this performance reported in this document as a resource to continue the work that has been done by ARS to foster a culture of data competency and literacy in North County San Diego. Continuing to foster such a culture can reap great benefits in the following areas:
▪ Using data to mitigate errors and increase accountability ▪ Using data to manage service effectiveness
▪ To prioritize and ensure the best use of resources
▪ To measure the performance and oversight of shelter activity ● In conjunction with RTFH, explore additional training materials (provided by BitFocus) to best utilize the new features available to all users in the new HMIS software (Clarity) to address items such as possible exits not yet entered, data quality, and housing outcomes. ● Consider adding collection and subsequent analysis of services provided during clients’ program stays in HMIS as this data is currently not collected in a way that may be analyzed. ● Encouraging and incentivizing error-free data entry for those who collect and enter the data for making this type of analysis possible.
11612/13/2022 PH1 Page 125 of 264

As a final recommendation, the RTFH suggests that continued work with RTFH CoC staff in analyzing, reviewing, and implementing conclusions gathered from this report will be an effective strategy in regards to capacity building, system planning, and implementation. ARS is a leader in building community commitment towards solving homelessness in North County and it is the RTFH’s opinion that further and continued collaboration between ARS and the RTFH can enhance the entire region’s response to homelessness using North County and ARS as an example.

11712/13/2022 PH1 Page 126 of 264

Appendix B – Data Tables
Demographic Characteristics of Clients Sheltered, 2018-2019 North San Diego Bridge Housing (n=1142 clients)
Table 1. Gender
Demographic Characteristic Number Percent
Male 804 70%
Female 335 29%
Data not collected 1 <1%
Gender Non-Conforming (i.e. not
exclusively male or female) 1 <1%
Trans Female (MTF or Male to Female) 1 <1%
Total 1142 100%
Table 2. Primary Race
Primary Race Number Percent
White 847 74%
Black/ African American 155 14%
Multi-racial 58 5%
American Indian/Alaskan Native 35 3%
Asian 16 1%
Native Hawaiian/Other Pacific Islander 15 1%
Data Not Collected 11 1%
Client Refused 3 <1%
Client doesn't Know 2 <1%
Total 1142 100%
11812/13/2022 PH1 Page 127 of 264

Table 3. Ethnicity

Ethnicity Number Percent
Non-Hispanic/Non-Latino 762 67%
Hispanic/Latino 374 33%
Data not collected 4 <1%
Client refused 1 <1%
Client doesn't know 1 <1%
Total 1142 100%

Table 4. Age Group (Age at the project start)

Age Group Number Percent
Under 5 51 4.47%
5-12 73 6.39%
13-17 27 2.36%
18-24 65 5.69%
25-34 182 15.94%
35-44 196 17.16%
45-54 234 20.49%
55-61 184 16.11%
62+ 129 11.30%
CDK/Refused/DNC 1 0.09%
Total 1142 100%

11912/13/2022 PH1 Page 128 of 264

Table 5. Age - Adult versus Child

Age Group Number Percent
Adult (18+ Years) 990 87%
Child (0-17 Years) 151 13%
Total 1141 100%

1 There is one Client with age group undefined

2 Client age is at the project start

Table 6. Enrolled with family versus individually

Enrolled with Family/Individual Number Percent
Family 266 23%
Individual 887 77%

Total

1142

100%

Table 7. Household Served by Household type

Household type Served count Percent
Without children 892 93%
With children and adults 63 6.57%
With only children 4 0.42%

Total

959

100%

Table 8. Total Clients served by household type

Household type Served count Percent
Without children 907 79.42%
With children and adults 229 20.05%
With only children 5 0.44%
Unknown household type 1 0.09%
Total 1142 100%

12012/13/2022 PH1 Page 129 of 264

Table 9. Military Veteran (n=990)

Military Veteran Number Percent
Yes 81 8%
No 904 91%
Data not collected 5 1%
Total 990 100%

Table 10. Chronic Status of Military Veteran (n=81)

Chronically Homeless Veterans Number Percent
Yes 25 31%
No 56 69%
Total 81 100%

Table 11. Gender distribution of Military Veteran (n=81)

Gender Number Percent
Male 75 93%
Female 6 7%
Total 81 100%

Table 12. Age distribution of Military Veteran (n=81)

Age tier Number Percent
18-24 3 4%
25-34 11 14%
35-44 12 15%
45-54 16 20%
55-61 19 23%
62+ 20 25%
Total 81 100%
12112/13/2022 PH1 Page 130 of 264

Table 13. Domestic Violence victim/Survivor (for Adults and Head of Households) (n=995)

Domestic Violence Victim Number Percent
Yes 141 14.17%
No 848 85.22%
Client does not know/refused/Missing 6 <1%
Total 995 1 100%

1 Domestic Violence Data is collected for Head of Households and Adults (995=990(Adults) + 5(child and unknown age Head of household))

Table 14. Domestic Violence victim/Survivor (By Gender) (n=141)

Gender Percent
Female 71%
Male 28%
Trans Female (MTF or Male to Female) 1%
Total 100%

Table 15. Disabling condition (n=1142)

Disabled (Has a Disabling Condition) Number Percent
Yes 541 46.36%
No 623 53.38%
Client does not know/refused/Missing 3 <1%
Total 100%

1 Total number is greater than total unique client served since clients disabling condition is yes and no for different enrollments.

12212/13/2022 PH1 Page 131 of 264

Table 16. Physical and Mental Health Conditions of Clients Sheltered, 2018-2019 North San Diego Bridge Housing (n=1142)

Disability Type Number
Mental Health Problem 304
Physical 233
Chronic Health Condition 146
Both Alcohol and Drug Abuse 83
Drug Abuse 53
Alcohol Abuse 84
Developmental Disability 43
HIV / AIDS 10

Table 17. Number of clients with one or more disability types

Disability Type Number
One Type 328
Two Type 190
Three Type 79
Four Type 19
Five Type 4

12312/13/2022 PH1 Page 132 of 264

Table 18. Adults with and without Income (n=990)
Adult with/without Income Number Percent
Adults with Income 500 50.5%
Adults with no income 485 49.0%
Missing/DNC/Refused 5 0.5%
Total 990 100%
Table 19. Income type (n=500)
Income Type Number Percent
Earned Income 177 35.4%
SSI 111 22.2%
SSDI 92 18.4%
General Assistance (GA) 55 11.0%
Retirement Income from Social
Security 36 7.2%
Unemployment Income 30 6.0%
Other Source 24 4.8%
Temporary Assistance for Needy
Families (TANF) 20 4.0%
VA Service-Connected Disability
Compensation 11 2.2%
Pension or retirement income from a
former job 11 2.2%
Child Support 11 2.2%
Alimony and other spousal support 6 1.2%
VA Non-Service Connected
Disability Pension 2 0.4%
Private Disability Insurance 1 0.2%
Worker's Compensation 1 0.2%
Total 500
1 Percentages add up to be greater than 100% because clients could report more than one source of income. 12412/13/2022 PH1 Page 133 of 264

Table 20. Length of Participation

Days in a program All client count Leavers count Stayers count 90 days
Client count with
exit<=90 days
Total
Permanent Destinations 71 258 329
Temporary 61 483 544
Institutional Settings 5 47 52
Other Destinations 10 66 76
Total 147 854 1001

12512/13/2022 PH1 Page 134 of 264

Table 22. Destination for Household with children and Adults (within 90 days or less) (n=135)

Destination Type Number Percent
Transitional housing for homeless persons (including
homeless youth) 17 12.59%
Substance abuse treatment facility or detox center 2 1.48% Staying or living with friends, temporary tenure (e.g. room, apartment or house) 4 2.96%
Staying or living with friends, permanent tenure 8 5.93% Staying or living with family, temporary tenure (e.g. room, apartment or house) 9 6.67%
Staying or living with family, permanent tenure 4 2.96% Rental by client, no ongoing housing subsidy 19 14.07%
Place not meant for habitation (e.g., a vehicle, an abandoned building, bus/train/subway station/airport or anywhere
outside)
31 22.96%
Permanent housing (other than RRH) for formerly homeless persons 11 8.15%
Other 4 2.96%
No exit interview completed/Data not collected 11 8.15% Emergency shelter, including hotel or motel paid for with emergency shelter voucher, or RHY-funded Host Home
shelter
12 8.89%
Client doesn't know/Client Refused 3 2.22%
Total 135 100%

Table 23. Number of chronically homeless persons by Household

Chronic status Number Percent
Chronically Homeless 228 20%
Not Chronically Homeless 905 79%
Client Doesn't Know/Client Refused/Data not collected 9 1% Total 1142 100%

12612/13/2022 PH1 Page 135 of 264

Table 24. Gender of chronically homeless persons
Gender Number Percent
Male 159 70%
Female 69 30%
Total 228 100%
Table 25. Age of chronically Homeless persons
Age group Number Percent
0-17 4 2%
18-24 6 3%
25-34 25 11%
35-44 36 16%
45-54 62 27%
55-61 53 23%
62+ 42 18%
Total 228 100%
Table 26. Physical and Mental Health Conditions – chronically Homeless Persons Disability Type Number
Mental Health Problem 133
Alcohol Abuse 25
Drug Abuse 15
Both Alcohol and Drug Abuse 33
Chronic Health Condition 71
HIV/AIDS 5
Developmental Disability 17
Physical Disability 106
12712/13/2022 PH1 Page 136 of 264

References
National Alliance to End Homelessness, “Chronically Homeless” (January 2019), https://endhomelessness.org/homelessness-in-america/who-experiences-homelessness/chronically- homeless/ accessed 7-1-2019.

US Department of Housing and Urban Development, “HMIS Standard Reporting Terminology Glossary” (June, 2017), version 1.

Alliance for Regional Solutions, “2017-2018 Bridge to Housing Report”, (July 2018).

US Department of Housing and Urban Development, “2017 HMIS Data Standards DATA MANUAL” (April, 2018), version 1.3
12812/13/2022 PH1 Page 137 of 264

Prior City Council Actions
On September 27, 2022, adopted the following City Council Resolutions:
•No. 2022-141, approving an agreement with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0) •No. 2022-143, approving an agreement with Interfaith Community Services, Inc., to provide shelter beds to address homelessness in Vista (Vote: 5-0).

On September 13, 2022, discussed a permanent supportive housing request for qualifications and, by consensus, directed staff to move forward (No Vote).

On May 24, 2022, received an update on the implementation of the Strategic Plan to Address Homelessness (No Vote).

On April 26, 2022, Council directed staff to develop an RFP or RFQ for a Permanent Supportive Housing Development and to define a portion of City Funds to assist in this project ( Vote 5-0).

On January 25, 2022, Council directed staff to review safe camping and safe parking and bring back recommendations at a future City Council meeting (Vote 4-1, Ritter opposed).

On September 28, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and adopted the following City Council Resolutions:
•No. 2021- 165, approving the first amendment to the contract with Exodus Recovery, Inc. to provide a full-time social worker and a part-time housing navigator to address homelessness in Vista (Vote 5-0).
•No. 2021- 166, approving an amendment to the agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote 5-0). •No 2021- 167, approving an amendment to the agreement with North County lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness (Vote 5-0).

Additionally on September 28, 2021, City Council approved staff’s recommendation to include Housing under the Reduce Homelessness Strategy and directed Staff to come back with more information and plans for workshops, community outreach, and funding options for shelters / housing.

On April 27, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and approved staff recommendation to continue programs and activities as outlined in the Strategic Plan to Address Homelessness (No Vote).

On August 11, 2020, adopted the following City Council Resolutions:
•No. 2020- 138, approving an agreement with North County Lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness (Vote: 5-0). •No. 2020- 140, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote:5-0). •No. 2020- 141, approving an agreement with Exodus Recovery, Inc. to provide a full-time Social Worker to address homelessness in Vista (Vote: 5-0). •No. 2020- 142, amending the Operating Budget for Fiscal Years 2019/20 and 2020/21 (Vote: 5-0).
12/13/2022 PH1 Page 138 of 264EXHIBIT 3

On June 23, 2020, adopted City Council Resolution No. 2020-115, authorizing application to the Permanent Housing Local Allocation Program and Administration of Program Activities.

On March 10, 2020, approved the Strategic Plan to Address Homelessness and directed staff to begin plan implementation (Vote: 5-0).

On January 28, 2020, provided direction to staff to include all eight strategies identified in the Strategic Plan to Address Homelessness with recommended adjustments to reporting schedules, funding allocation amounts and provisional delayed implementation for one strategy (No Vote).

On January 14, 2020, adopted City Council Resolution No. 2020- 4, accepting an allocation of 250,000 from the California Department of Housing and Community Development for homelessness prevention and intervention services, authorizing the City Manager to execute all documents related to the funding, and amending the Operating Budget for the 2019/20 Fiscal Year (Vote: 5-0).

On November 12, 2019, directed staff to include a full-scope social worker led homeless outreach team, and a plan to “rent” shelter beds in existing shelters, in the Strategic Plan to Address Homelessness (No Vote).

On October 22, 2019, discussed quality of life, community outreach and education, and legislative advocacy, and by consensus, directed staff to include encampment clean-up activities, the Historic Downtown Outreach Program, the proposed community outreach and education activities, and efforts to engage federal, state, and local representatives in the Strategic Plan to Address Homelessness (No Vote).

On September 24, 2019, discussed prevention and diversion services, and by consensus, directed staff to proceed with attaining one-time state funding for prevention and diversion services, and to include financial assistance and home share components in the Strategic Plan to Address Homelessness (No Vote).

On June 4, 2019, held a workshop to discuss potential strategies to address homelessness and, by consensus, provided direction to staff (No Vote).

On December 11, 2018, discussed the City Council Goals Action Plan for 2018- 2020 (No Vote).

On June 12, 2018, discussed the City Council Goals Action Plan for 2018- 2020 (No Vote).

On March 6, 2018, held a workshop and, by consensus, identified top priority goals for Fiscal Years 2018/ 19 and 2019/ 20 (No Vote).
12/13/2022 PH1 Page 139 of 264

RESOLUTION NO. 2020-115

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, AUTHORIZING APPLICATION TO THE PERMANENT

LOCAL HOUSING ALLOCATION PROGRAM AND ADMINISTRATION OF

PROGRAM ACTIVITIES
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following A. The Department of Housing and Community Development is authorized to provide up to $195 million under the SB 2 Permanent Local Housing Allocation Program Formula Component from the Building Homes and Jobs Trust Fund for assistance to Cities and Counties (as described in Health and Safety Code section 50470 et seq.(Chapter 364, Statutes of 2017 (SB 2)).

B. The State of California, Department of Housing and Community Development Department') issued a Notice of Funding Availability ("NOFA") dated 02/26/2020 under the Permanent Local Housing Allocation (PLHA) Program.

C. Applicant is an eligible local government applying for the program to administer one or more eligible activities, or a Local or Regional Housing Trust Fund to whom an eligible Local government delegated its PLHA formula allocation.

D. The Department may approve funding allocations for PLHA Program, subject to the terms and conditions of the Guidelines, NOFA, Program requirements, the Standard Agreement and other contracts between the Department and PLHA grant recipients.

2. Action.

B. Applicant is hereby authorized and directed to receive a PLHA grant, in an amount not to exceed the five-year estimate of the PLHA formula allocations, as stated in Appendix C of the current NOFA$ $2,453,292 in accordance with all applicable rules and laws.

C. Applicant hereby agrees to use the PLHA funds for eligible activities as approved by the Department and in accordance with all Program requirements, Guidelines, other rules and laws, as well as in a manner consistent and in compliance with the Standard Agreement and other contracts between the Applicant and the Department.

D. Applicant certifies that it has or will subgrant some or all of its PLHA funds to another entity or entities. Pursuant to Guidelines Section 302(c)(3), "entity" means a housing developer or program operator, but does not mean an administering Local government to whom a Local government may delegate its PLHA allocation.
000868082
12/13/2022 PH1 Page 140 of 264EXHIBIT 4

RESOLUTION NO. 2020-115

CITY COUNCIL OF THE CHARTERED CITY OF VISTA
PAGE 2
E. Applicant certifies that its selection process of these subgrantees was or will be accessible to the public and avoided or shall avoid any conflicts of interest.

F. Pursuant to Applicant's certification in this resolution, the PLHA funds will be expended only for eligible Activities and consistent with all program requirements.

G. Applicant shall be subject to the terms and conditions as specified in the Standard Agreement, the PLHA Program Guidelines and any other applicable SB 2 Guidelines published by the Department.

H. City Manager, Patrick Johnson, is authorized to execute the PLHA Program Application, the PLHA Standard Agreement and any subsequent amendments or modifications thereto, as well as any other documents which are related to the Program or the PLHA grant awarded to Applicant, as the Department may deem appropriate.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on June 23, 2020, by the following vote:

AYES: Mayor Ritter, Rigby, Franklin, Green, Contreras NOES: None
ABSTAIN None

JUDY ER, MAYOR
APPROVED AS TO FOR - ATTEST:

DAROLD E , CET NEY KATHY VALDEZ, CITY CLERK
By:By

APPROVED
Darold Pieper
20200608132044
00086808 200086808-DCCX
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Yardwork Meal Prep Companionship Transportation
& Errands
HomeShare: City of Vista
Are you looking for an affordable living option?
Rent a room through HomeShare! Average monthly rent is $700.

Our service exchange option can reduce your monthly rent cost even more.

Services can include:

Do you have a spare room in your house, apartment, mobile home, or ADU? We can help you rent it out! We take care of the screening, vetting and oversight of the entire process. You have final say on who moves in. 89% of participants feel
their quality of life is
better with a roommate
Thorough screening
and ongoing support
is provided

PEACE OF MIND
Rent out a room for extra income
TO LEARN MORE:
elderhelpofsandiego.org
(858) 748-9675
"It couldn't be any better. We're both very thankful for each other and yet we still give each other our own space, which is needed . . .

I can't believe it's going on 4 or 5 years that he's been here! -Matched HomeProvider
ElderHelp proudly oversees Vista HomeShare in partnership with the City of Vista.

FINANCIAL SECURITY SOCIAL CONNECTION
Please note: There are no set fees for this service
A roommate matching service for people of all ages.
12/13/2022 PH1 Page 185 of 264EXHIBIT 6

CONEXIÓN SOCIAL TRANQUILIDAD DE MENTESEGURIDAD FINANCIERA elderhelpofsandiego.org
(858) 748-9675
HomeShare: La Ciudad de Vista
Un servicio de búsqueda de compañeros de habitación para personas de todas las edades. ¿Tiene un cuarto vacio en su casa, apartamento, casa móvil o ADU? ¡Podemos ayudarle a alquilarlo! Nos encargamos de la selección, verificación y supervisión de todo el proceso. Tienes la última
palabra sobre quién se muda.
89% de participantes sienten
que su calidad de vida es mejor
con un compañero de cuarto
Se proporciona una
evaluación exhaustiva y
apoyo continuo.

Alquile un cuarto para
obtener ingresos
adicionales
¿Está buscando una opción de vivienda asequible?
¡Alquile un cuarto a través de HomeShare! El alquiler mensual promedio es de $700. Nuestra opción de intercambio de servicios puede reducir aún más el costo de su alquiler mensual.

Trabajo del jardín Preparación de
comida
Compañerismo Transporte y
quehaceres
"No lo podría ser mejor. Las dos somos muy agradecido por cada otra pero nos damos cada otra nuestro espacio propio, cual es necesario. ¡No puedo a creer que será 4 o 5 años que el ha vivido aquí!" -un Proveedor Emparejado en la programa
Servicios pueden a incluir:

APRENDER MAS:

ElderHelp es orgulloso a supervisar Vista HomeShare en asociación con la Ciudad de Vista.

Tenga en cuenta: No hay tarifas fijas para este servicio 12/13/2022 PH1 Page 186 of 264

Caltrans
City of Vista
Encampments
D11
12/13/2022 PH1 Page 187 of 264EXHIBIT 7

D11 Caltrans Encampment Team
Ken Bailey
D11 Encampment Manager
[email protected]
(858)518-8237
Tony Alcala
Encampment Specialist
Del Mar to Port of Entry
and East County
[email protected]
(858)518-8320
Casey Drown
Encampment Specialist
North County
[email protected]
(858)525-1283
212/13/2022 PH1 Page 188 of 264

Overview
Caltrans collaborates with the City of Vista (outreach -Regina Sickler Exodus Recovery, Sheriff Deputy Marcos Andrade, Aldo Hernandez, Kuna Muthusamy and CHP) to help connect people living along freeways with critical services and shelter/housing solutions, coordinate cleaning of trash and debris from encampment sites, respond to emergencies at encampments to inspect for potential damage to Caltrans infrastructure, and restore and maintain the property where possible. To keep the unsheltered safe and prevent reoccurrence we have
implemented the following innovations: Interim guidelines from HQ (New guidelines coming soon), Monthly encampment schedule, CHP log, extension of day CHP logs, slope paving, securing soffit bridge access, securing abutment access doors, beautification projects, Cut resistant fencing, multiple lives saved from wellness checks.
312/13/2022 PH1 Page 189 of 264

Caltrans Process
Supervisor/Leadworker –Investigate
location and identify encampment as a
level 1, 2, 3, 4 or abandoned.
•Level 2, 3, and 4 require outreach.
•Level 2 (2 weeks).
•Level 3 and 4 (3weeks).
•Level 1, 2, 3, 4 require approval.
•Level 2, 3, and 4 require a 72-hour
notice.
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Level 1 Critical Priority
An emergency is “a sudden unexpected occurrence that
poses clear and imminent danger, requiring immediate
action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.”These emergencies pose an immediate safety concern or threat
to critical infrastructure.

Examples:

Connecting to a power source or other State utility
Encampment is within the clear recovery zone (30’)
Imminent threat of wildfire
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Level 2 High Priority
These encampments pose a safety
concern.

Examples:

Structures that could conceal threats to
critical infrastructure
Encampment is blocking access to
structures to perform inspection,
maintenance, or construction on critical
infrastructure
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Level 3 Moderate Priority
Level 3 encampments are visible to the
traveling public with numerous Customer
Service Complaints CSR
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Level 4 Low Priority
Level 4 encampments are not visible to the
traveling public and are usually discovered
during Caltrans field safety inspections.
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Abandoned Encampment Sites
If districtstaffbelievean encampmenthas been abandoned
andpeople are no longer living at an encampment, Caltrans staff may work with the CHP and local partners to confirm the site is abandoned by attempting three site visits over a 7-day period. These visits can be performed by Caltrans staff, CHP officers, or local government officials.

Photos shouldbe taken of theencampmentduring eachvisit.Ifnonewitemsare present at the encampment and no people are seen at the encampment, Caltrans and CHP may post a 72-hour notice and proceed with clearing remaining trash and debris from the encampment after the 72 hours has passed. 912/13/2022 PH1 Page 195 of 264

City of Vista Encampment Locations on State Right of Way July 1, 2021, to Current
Vista Village Drive Plumosa Civic Center Drive
30 visits 9 visits 2 visits
175.25 cubic yards=1,226.75 bags 11.7 cubic yards=81.9 bags 5.5 cubic yards=38.5 bags $72,123 total cost $12,390 total cost $2,463 total cost Sycamore Ave Melrose Total
22 visits 1 visit 120 Visits
93 cubic yards=651 bags 7.5 cubic yards=52.5 bags 362 cubic yards=2,534 bags $62,021 total cost $2,310 total cost $252,209 total costs Emerald Drive Thibido
54 visits 2 visits
67 cubic yards=469 bags 3 cubic yards=21 bags
$99,224 $1,678 total cost
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4-D Cut Resistant Fence
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78 PM 6.1 WB Vista Village
20XX Contoso business plan 1212/13/2022 PH1 Page 198 of 264

78 PM 6.1 EB Vista Village Way
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Slope Paving
•Emerald
•Civic Center Dr
•Mar Vista
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Beautification Projects
•78 PM 5.7 WB Emerald on ramp right and left side construction started
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Program Looking Forward
•Guideline changes coming soon from HQ
•Fentanyl Awareness
•El Cajon code enforcement dumpster securing
•Vehicle code signs for park and rides
•All crews requesting extended shift for CHP log for
specific locations
•Installing cut resistant fencing
•Contract for cut resistant fencing repairs
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Program Review –FY 22 Encampment Closings
1712/13/2022 PH1 Page 203 of 264

Thank you
1812/13/2022 PH1 Page 204 of 264

HMIS Personal
ID
Date Person
Added to
This List
Living Situation Immediately Following The
Encampment
Date that Person First Resided
in the Living Situation
Immediately Following The
Encampment
If Applicable, Residential
Project Type Enrollment
Immediately Following The
Encampment
If Applicable, Brief
Description of Enrollment
Immediately Following The
Encampment
Latest, Current Living
Situation

8/9/2022 Rental by client, with RRH or equivalent
subsidy 11/1/2022 PH – Housing Only Permanent Housing Rental by client, with RRH or equivalent subsidy
Persons Served List by ERF Through October 2022
12/13/2022 PH1 Page 205 of 264EXHIBIT 8

10/13/2022 Jail, prison, or juvenile detention facility 10/13/2022 N/A Jail Jail, prison, or juvenile detention facility
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EXHIBIT 9

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Contract: 30230143, Vendor: 3022, Account: 0010145.531500.00260 Client ID NumberGender Age Veteran Referral Case Management Date of Entry Date of Exit Total
Nights Current Housing Status Notes

Yes PATH Worker Referral Yes 9/19/2022 9/20/2022 1 Staying with Family, Permanent Tenure Client was able to stay with family permanently so Client did not return to the shelter. 53 Total Unduplicated Clients 3015 Total Nights Stayed
2021-2022 Alliance for Regional Solutions Shelter Bed Report 12/13/2022 PH1 Page 209 of 264EXHIBIT 10

City of Vista Social Worker Quarterly Report:

Q1 – October 2021- December 2021
Background:

This quarter marks the start of the second year of the City of Vista Social Worker Program. The continuous work and effort put forth through offering basic needs services and community resources to Vista’s unsheltered population has proven successful. With the rapport built in the past year and word of mouth spread through the homeless community, service providers, City officials, and law enforcement regarding the services and assistance available through the City of Vista Social Worker Program, clients are more open to obtaining services. Over the course of the quarter, 261 community referrals were made. Of the 126 referrals made to emergency shelter, 3% were declined due to client vaccination status and 1% was unsuccessful due to lack of bed availability. During this quarter, there were a total of 206 unduplicated individuals contacted, 44 of which were new contacts. The social worker recorded a total of 390 encounters with these 206 individuals.

The Outreach Process:

During the first quarter, the City of Vista Social Worker continued to preserve the established relationships with local community partners/resources, city officials and law enforcement. In addition, the social worker was able to streamline and open a line of communication with a local shelter in order to assist unsheltered women and families. This created a relationship where both the City of Vista Social Worker and the local shelter were able to send bilateral referrals. As previously stated in the 2021 fourth quarter report, the chronic and consistent outreach implemented allowed unsheltered individuals and the City of Vista Social Worker to thrive in their working partnerships. This was proven in the first quarter as many clients were referring family members and friends, who were also unsheltered, to obtain services through the City of Vista Social Worker. The top services these individuals have benefited from are hygiene items, California state ID vouchers, mental health referrals and County HHSA benefits. Through collaborative outreach efforts, the HHSA field worker has assisted the City of Vista Social Worker in obtaining over 70 different benefits to include CalFresh/EBT, General Relief, and Medi- Cal. The HHSA field worker will complete the applications in the field or obtain the completed applications from City of Vista Social Worker and process the paperwork that same day. In addition, the County of San Diego Office of Homeless Solutions implemented their new North County Social Work Pilot program and launched their assigned social worker into the field. The City of Vista Social Work Program staff are collaborating with the County funded social worker to deliver services to unsheltered clients in the area.

Below reflects some of the most common types of assistance provided by the City of Vista Social Worker during the first quarter, October 2021- December 2021:

Quarter Four: Snapshot of services/referrals:

Service Category Declined Pending Linked Total
Benefit Assistance 6 8 65 79
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EXHIBIT 11

Physical Health 13 3 9 25
Section 8 0 0 1 1
Bus Pass 0 0 1 1
Hygiene Items 0 0 66 66
Birth Certificates 0 1 7 8
Food/Water 0 0 17 17
Free Cell Phone Provider 1 0 4 5
Mental Health 13 3 24 41
Substance Use 16 3 4 23
Shower/Laundry 0 0 4 4
State ID 1 0 14 15
Employment 3 0 4 7
Education 0 1 1 2
Legal Services 1 0 2 3
Total 54 19 223 296
During most client engagement events, the City of Vista Social Worker offers shelter resources although clients continue to decline these resources. As previously stated, during the period of COVID-19 it has become increasingly difficult for individuals to accept shelter services. The main reason is some shelters were requiring that clients be vaccinated upon intake. Another reason that made it difficult for clients to access emergency shelter is that some shelters have had COVID outbreaks and as a result have had to cancel intake appointments and quarantine the facility.

Shelter/Interim Placement:

Housing-related Progress Achieved During Quarter 1:
1%4%
95%
Shelter Referrals
Expressed Interest/Successfully Placed into Shelter Expressed Interest/Bed Not Available (Pending) Declined Shelter
12/13/2022 PH1 Page 211 of 264

Throughout the first quarter, the focus was to continue completing the Emergency Housing Voucher (EHV) assessments in Clarity for each client that had a VI-SPDAT completed. This type of assistance is categorized as Permanent Supportive Housing (PSH) through Section 8 and is intended to provide long- term housing for low-income tenants. The City of Vista Social Worker received three new matches to the EHV Program. In addition, the City of Vista Social Worker continues to work with households who were matched to the EHV Program during previous quarters. Currently, there are four households (8 individuals) who are enrolled in the City of Vista Social Worker Program and in the process of receiving their Emergency Housing Vouchers. Three of the households are waiting for their orientation with the San Diego Housing commission to receive their physical voucher and one household has received their voucher and is in the process of searching for housing. There were four clients linked to the Homeless Prevention Program facilitated by North County Lifeline. Two of those clients used the resource for family reunification in different states, one individual used the resource for rental assistance for past due and current rent, and the other individual used the resource for move-in costs on a new apartment for deposit and first month’s rent.

Q1 VI-SPDATs Completed
Since the City of Vista Social Worker has gained access to Clarity, the host site for the VI-SPDAT, a total of 33 individuals have completed or updated a VI-SPDAT. During the first quarter, 26 unsheltered individuals completed a VI-SPDAT in the field which is twice as many than were completed in the previous quarter. In addition to using Clarity for housing resources, Clarity can also be used to locate unsheltered individuals in San Diego County. For example, if an individual travels throughout San Diego County, other service providers within the county would be able to either link or locate the individual to resources. There were 9 individuals matched to RRH this quarter. Four of those individuals were matched and are actively engaged in the housing search, three were matched and declined as they were also matched to a more permanent housing solution, and two individuals were matched and then declined by the housing provider program for no contact with the service provider. This quarter, there were three households (five individuals) linked to the EHV program as a result of completing a VI-SPDAT and EHV assessment in Clarity. One individual was declined due to no contact and follow-up with the 79%
9%
12%
Total VI-SPDATS
Completed in Q1
Completed Declined Pending
35%
65%
Total Matches in Q1
Matched VI-SDATs Completed
12/13/2022 PH1 Page 212 of 264

application process; however, the other two households have submitted documentation and continue to maintain contact with the City of Vista Social Worker and San Diego Housing Commission.

Number of Applications Number of Vouchers Obtained/
Clients Linked to Assistance
Section 8 Voucher 1 0
Emergency Housing Voucher
through Clarity
26 2 households (4 individuals)
Homeless Prevention Program
(North County Lifeline)
4 4

Motel/Hotel Voucher Program
The City of Vista Social Worker continued to utilize the motel/hotel voucher program. The purpose of this program is to provide bridge housing for unsheltered residents in the City of Vista for up to 21 days in a motel and to transition these individuals into a more permanent housing solution or program. The motel/hotel program continued to contract with Vista Inn Motel and expanded to contract with the Hotel Hidden Valley in Escondido. This is especially beneficial if a household with two or more adults enters the program. The new relationship with Hotel Hidden Valley will ensure a more seamless process when accessing bridge housing for households with more than one eligible participant. In Q1, there were 6 households (11 individuals) that were placed into the motel/hotel program. All six were placed at the Vista Inn Motel and one household was placed at the Hotel Hidden Valley after 21 days at the Vista Inn. All of these individuals received intensive case management and housing navigation from the City of Vista Social Worker in order to assist them to the next stage of their housing/program journey.

Revisiting Quarter 3 Recommendations:
• In the continuation of 2021 Q3 and Q4 recommendation, enrolling the Social Worker in SSI/SSDI Outreach, Access, and Recovery (SOAR) training to be able to assist clients throughout the SSI/SSDI.

Currently, the County of San Diego HHSA eligibility workers and Office of Homeless Solutions Social Workers are trained in SOAR and refer clients out to other resources in the community, per organization protocol. The addition of a Housing Navigator to the City of Vista Social Worker program will allow the Social Worker the time and capacity to enroll in SOAR. This will assist the clients in preparing and obtaining necessary documents and medical appointments for their initial intakes with SSI/SSDI advocates.
• Developing a trauma-informed, low barrier shelter within the city limits of Vista in order to provide a transition for clients into a more permanent arrangement. On 01/25/2022, the City of Vista City Council will begin the process of requesting and obtaining RFP’s for a shelter within the city limits. This will be a lengthy process, but will be beneficial for the unsheltered individuals in the long-run. By having a centralized location, clients will be able to obtain services such as basic needs, housing assistance, case management, etc. in one place without requiring travel outside of the city limits.

Further Recommendations Moving Forward:
• During the recent winter months, the City of Vista Social Worker has seen a great need for emergency motel/hotel vouchers. The County of San Diego provides inclement weather vouchers but 12/13/2022 PH1 Page 213 of 264

only for the unincorporated areas of San Diego County. This disproportionately affects the unsheltered individuals within the city limits of Vista during extreme weather conditions. Unsheltered individuals become sick or trapped in waterways and other unhabitable areas which pulls resources such as law enforcement, paramedics, and firefighters from responding to emergencies. High utilization of these emergency services can be reduced by providing temporary housing during periods of inclement weather.
• It would benefit the City of Vista Social Worker Program to hire a per diem, SSI/SSDI case manager/advocate. Although the City of Vista Social Worker will be trained in SOAR, it will be difficult to complete and case manage all of the SSI/SSDI cases in addition to her current duties and responsibilities. Case managing SSI/SSDI application takes time, work, attention to detail, and intensive case management in order to make sure the application is processed correctly. The SOAR advocate is responsible for filing the initial application, coordinating with medical/behavioral/specialist providers to obtain supporting documentation, continuous monitoring of the status of the SSI/SSDI case, and acting as a liaison between the client and the Social Security Administration. The Social Worker recommends the addition of a per diem SOAR advocate to reduce administrative burden dependent upon the utilization of and success with this resource. • Based on the data collected from this previous quarter, housing was the number one reason for homelessness. Low-income housing development and communities are needed in the City of Vista.

Recently, the City of Escondido began construction on a 50-unit project for homeless seniors expected to open in 2023 (Construction begins on housing project for homeless seniors in Escondido - The San Diego Union-Tribune (sandiegouniontribune.com)). As the housing market becomes more difficult and as COVID-19 continues to financially burden society, there will be an influx of homelessness. Seniors on limited incomes will not be the only ones affected. Households as small as one person will be affected as the cost-of-living and inflation increases.

Appendix A:
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84%
8%
2%2%1%3%0%
Number Serviced by Race
White Black Native American Pacific Islander/Asian Multiple Unknown Other 31%
65%
4%
Number Served by Ethnicity
Hispanic or Latino Non-Hispanic nor Latino Unknown
12/13/2022 PH1 Page 215 of 264

Referral Source:
38%
62%
0%
Number Served by Gender
Female Male Unknown
10%
35%44%
11%
Number Served by Age
18-24 25-39 40-59 60+
12/13/2022 PH1 Page 216 of 264

5%
26%
27%1%
5%
9%
27%
Referral Entity
CalTrans Code Enforement Exodus Staff Fire Department
Housing Local Business Sheriff Department
23%
2%1%1%
6%
3%1%0%0%
8%
55%
Outreach Frequency by Encampment
78/Emerald- 23%Hacienda Encampments- 2%Vista Village Dr/ EB78- 1%Vista Village Dr/ WB78- 1% Other Encampments- 6%Parks- 3%Street- 1%Clinic- 0%
Hospital- 0%Office- 8%Community- 55%
12/13/2022 PH1 Page 217 of 264

20%
80%
Substance Use Disorder
Diagnosed Not Diagnosed, disclosed, or assessed
3%2%2%1%
11%
5%
1%
75%
Mental Health Diagnosis
Anxiety Disorder Bipolar Disorder Major Depressive Disorder Personality Disorder PTSD Schizophrenia/Schizoeffective Disorder Other/Unknown None Reported
12/13/2022 PH1 Page 218 of 264

*Note: Some individuals may have indicated more than one reason for homelessness

4 5
1 3
0 0
3 0
4 10
0 10
4 5
2 0
4 0
7 2
4 15
5 8
2 0
7 0
11 12
0 2
4 6
8 10
12 14
16 Q1 Reasons for Homelessness
Female Male Total
12/13/2022 PH1 Page 219 of 264

City of Vista Resident Success Story

1.) The City of Vista Social Worker met with 25 y/o client, Darcy*, her son, Jacob*, Darcy’s boyfriend, Frank*, and Frank’s grandmother, Gertrude*. Darcy pulled The City of Vista Social Worker aside and indicated to her that she was in an abusive relationship with Frank and needed to go back to Arizona with her mother and her four-year-old daughter (another child from a previous relationship). Darcy’s mother stated that she was willing to take her and her son in if she could get to Arizona. Darcy also stated that she would be able to obtain employment once she returned to Arizona. The City of Vista Social Worker completed a safety assessment and determined that there were no immediate safety concerns. The City of Vista Social Worker then asked client if she were able to obtain a bus pass to return to AZ, if she would go and client stated that she would. The City of Vista Social Worker stated that she would work on obtaining a bus pass for client. In the meantime, The City of Vista Social Worker observed that Darcy did not have a car seat available for Jacob. The City of Vista Social Worker contacted the Oceanside CHP office who donated a brand-new infant to toddler child car seat and delivered it to Darcy. The next day The City of Vista Social Worker, along with S.O. deputies to keep the peace, contacted Darcy to facilitate her exit from the home. The City of Vista Social Worker took Darcy to North County Lifeline where a Greyhound bus pass to Arizona was purchased through the Homeless Prevention Program. Through the provision of flex funds, the City of Vista Social Worker transported the client to Wal Mart to purchase baby formula and food for herself as well as her son for the bus ride back to Arizona. The client and her child were then transported to the Oceanside Transit Center and they successfully loaded onto the bus. The next day, The City of Vista Social Worker received this text from client: "Heyy, it's Darcy*, I just wanted to let you know we made it to Arizona safely and Back to my mom's house. Thank you so much for everything!!! And if I need anything I will definitely call or text you"

2.) Tony*, a 46-year-old male, was referred to the City of Vista Social Worker by the City of Vista Code Enforcement. The City of Vista Social Worker initially contacted Tony during coordinated outreach event with HHSA and Vista Sheriff's COPP's Unit. He stated that he was interested in family reunification and would like to go back to Virginia to live with his uncle. The City of Vista Social Worker completed the Homeless Prevention Program application through North County Lifeline in order to obtain funding to purchase a Greyhound bus pass. After the application was submitted, he was transported to the Vista Inn Motel until family reunification via Greyhound bus could be coordinated and confirmed. Two days later, Tony and the City of Vista Social Worker met a case manager from North County Lifeline who purchased client's Greyhound ticket to Virginia through the homeless prevention program. North County Lifeline also enrolled Tony into their CARES program so that Tony would be eligible for clothing. The City of Vista Social Worker, Tony, and North County Lifeline case manager went to Wal-Mart where Tony was able to obtain clothing and other necessities for his travels through the CARES Program. North County Lifeline case manager then transported
Tony to the Oceanside Transit Center where client took the Greyhound to Virginia. Tony disclosed to the City of Vista Social Worker that he has been clean and sober since 11/3/2021 and has plans to obtain employment once he arrives at his uncle’s house in Virginia.

3.) City of Vista Code Enforcement referred Zack* and his family to the City of Vista Social Worker.

Zack was living with his wife and 2 teenage children in a vehicle body shop that is zoned for business. After initially meeting with Zack and his wife, Hilary*, the City of Vista Social Worker 12/13/2022 PH1 Page 220 of 264

met with them a few more times to assist with housing search and navigation. Zack stated that he would be going to Escondido to search for an apartment with his wife and would inform the City of Vista Social Worker if he found an apartment. The client called the City of Vista Social Worker and indicated that he found an apartment and stated that he had the rental agreement in hand. When the City of Vista Social Worker and Zack met in person, the Homeless Prevention Program application through North County Lifeline was completed in order for Zack and his family to receive assistance with security deposit and first month’s rent. The City of Vista Social Worker then referred Zack to True Care in order for him to apply for extended rental assistance through San Diego County. After Zack’s application was processed and the details were ironed out, he and his family moved into their new apartment on 01/06/2022. Zack ended the conversation by thanking the City of Vista Social Worker and stating "we (he and his family) had forgotten what it felt like to live indoors."

*Client names have been changed to a pseudonym for privacy.

12/13/2022 PH1 Page 221 of 264

City of Vista Social Worker Quarterly Report:

Q2 – January 2022- March 2022
Background:

The second quarter saw the busiest month in March of 2022. The City of Vista Social Worker Program continued to provide services and community resources to existing individuals, in addition to 55 new individuals, 29 of which were in March. These individuals have become more willing and open to accepting services as they have seen established clients succeed in some of their goals. Over the course of the quarter, 185 community referrals were made. Of the 124 referrals made to emergency shelter, 0% were declined due to client vaccination status and no clients were turned away due to lack of immediate bed availability.

Instead, these individuals were placed into the Hotel/Motel Voucher Program which will be discussed later on. During this quarter, there were a total of 100 unduplicated individuals contacted and 485 duplicated contacts.

The outreach Process:

During the second quarter, the City of Vista Social Worker continued to partner with the Vista Sheriff’s Department COPP’s Unit, Public Works, Code Enforcement, CalTrans, and CHP. In addition to growing the City of Vista Social Worker Program through established associations, partnerships between PATH and SOAP MAT were established and have thrived. SOAP MAT ( http://www.soapmat.com/ ), the only local privately owned and operated opioid treatment program, has been essential in connecting with the unsheltered population.

Many of SOAP MAT’s clientele are rooted in the City of Vista and use the clinic which make it a neutral and comfortable location to meet and obtain social services. These partnerships have created the opportunity to send bilateral referrals in order to provide essential resources. The most frequently obtained service and resource by the unsheltered population is HHSA benefits services, such as general relief (GR), CalFresh, CalWORKs, and Medi-cal enrollment and application services. Through collaborative efforts, City of Vista Social Worker and the HHSA eligibility worker have grown their partnership in a way that clients are able to trust in their services. The HHSA eligibility worker is able to process all applications and able to provide the client with benefits within 24-48 hours of completing their application.

Below reflects some of the most common types of assistance provided by the City of Vista Social Worker during the second quarter, January 2022- March 2022:

Quarter Two: Snapshot of services/referrals:

Service Category Linked Pending Declined/Denied Total
Benefit Assistance 43 2 4 49
Mental Health 6 10 13 29
Physical Health 6 7 2 15
Substance Abuse 4 6 13 23
Transition (Health Homes) 0 1 0 1
Birth Certificate 3 0 0 3
Driver’s License/ID 3 0 0 3
12/13/2022 PH1 Page 222 of 264

Education/Training Services 1 0 0 0
Employment Services 2 1 2 5
Interfaith Community Services 0 3 0 3
Legal Services 0 1 0 1
Other 1 1 2 4

Shelter Services:

Shelter services are offered by the City of Vista Social Worker during most client engagements. Previously, COVID-19 guidelines in shelters made it difficult for clients to access emergency shelter. During the second quarter, this was not the case. Most emergency shelters began to open up and no longer required vaccinations or quarantine periods. Another contributing factor to clients declining shelter was the waiting period to enter into the shelter. The City of Vista Social Worker Program was able to mitigate this barrier by providing hotel/motel vouchers to those individuals who were unable to obtain an emergency shelter bed immediately.

Hotel/Motel Voucher Program:

The City of Vista Social Worker Program has benefited from their Hotel/Motel voucher program. This program is used as a bridge/transitional program in which clients are able to stay at one of the hotels that the City of Vista Social Worker Program is contracted with. A bridge/transitional program is used in order to assist an unsheltered individual, move from the streets into a more permanent or stable housing situation, substance use disorder treatment program or a placement option akin to those previously listed. As stated above, individuals were more likely to accept shelter services if they were offered a hotel/motel voucher while waiting for a shelter bed to open up. In addition, these vouchers were used for individuals actively searching for housing with an Emergency Section 8 Housing Voucher. These individuals were able to focus on the task at hand with the support of the City of Vista Housing Navigator. 5%1%
94%
Shelter Referrals
Expressed Interest/Successfully Placed Into Shelter Pending Shelter Bed Availability Declined Shelter 12/13/2022 PH1 Page 223 of 264

Housing-related Progress Achieved During Quarter 2:

Q2 VI-SPDATs Completed:

In the second quarter a total of 31 VI-SPDATs were completed or updated. These assessments included households of families, youth and single individuals. Unfortunately, the Regional Taskforce on the Homeless only matched two single individuals to housing resources this quarter, compared to a total of 14 households from last quarter. This is a significant drop in housing resources and funding provided to the unsheltered population. One of the individuals that was matched this quarter was matched to a permanent supportive housing program through Alpha Square in Downtown San Diego and moved-in on March 25, 2022. The other 6%
31%
38%
6%
19%
Hotel/Motel Voucher Client Discharge Status
(number if individuals)
Discharged to Streets Discharged to Permanent Housing
Discharged to Emergency Shelter Discharged to Substance Use Disorder Treatment Pending Discharge
80%
10%
10%
Total VI-SPDATS
completed in Q2
Completed Declined Pending
93%
7%
Total Matches in Q2
VI-SPDATs Completed Matched
12/13/2022 PH1 Page 224 of 264

individual was matched to a Transitional Aged Youth (TAY) program in Downtown San Diego, who is still in the process of obtaining necessary documentation for their intake.

Number of
Applications
Number of Vouchers Obtained/Clients
linked to Assistance
Section 8 Voucher 2 0
Emergency Housing Voucher through
Clarity
31 0
Homeless Prevention Program (North
County Lifeline)
9 6
Other Permanent Supportive Housing
Matches
0 2

Revisiting Quarter 1 Recommendations:
• Having added the position of the City of Vista Housing Navigator, the effectiveness of an additional staff was proven in March, once she was fully trained and operational. The City of Vista Social Worker was truly able to case manage and focus in on individual client’s specific needs while the City of Vista housing Navigator catered to the hotel/motel voucher program’s day to day operations, client’s housing searches, and creating partnerships with local apartment complexes and other housing resources in the area.
• As the City of Vista Social Worker Program progresses, the need for both emergency and bridge/transitional hotel/motel vouchers has become apparent. There have been many successful housing and shelter placements this previous quarter with the availability of these vouchers. If more funding for vouchers became available and the program was able to provide the unsheltered population within the city limits of Vista this resource, the utilization of services would increase immensely. Most people living in the street need a respite in order to obtain basic needs such as a full night’s rest, showers, and access to a safe environment. Once an individual has access to these basic needs, they may be able to focus clearly on the future versus surviving for the day.

Further Recommendations Going Forward:
• As the cost of living and inflation continue to affect the housing market, it is recommended the City of Vista look in to alternative solutions for housing. One option that has captured the attention of many service providers and major cities are tiny homes. This idea has been implemented in some parts of Los Angeles (Building tiny homes to help homeless - YouTube and Tiny Home Village Helps House the Homeless in Los Angeles: Photos | PEOPLE.com ) and other landmark cities such as Seattle and San Francisco. Affordable housing is a rarity in this day and age, especially for the unsheltered individuals with no income. Having a program implemented, such as the Tiny Home Village that the Hope of the Valley Rescue Mission has established would be beneficial in providing, shelter and wrap-around, all-encompassing case management services while still being able to charge a livable rent according to Section 8 standards which is 30% of the person’s income. 12/13/2022 PH1 Page 225 of 264

Should the person not have an income, a work-to-live or SSDI/SSI enrollment program would be available for the client to participate in.
• One of the biggest barriers that presented itself towards the end of March and will continue to affect the program is that the San Diego County HHSA eligibility worker currently assigned to the City of Vista, that has been with the program since July of 2021 is going to be moved. The recommendation is that the City of Vista advocate for the current HHSA eligibility worker stay in Vista in order to maintain continuity and stability for the clients as well as the City of Vista Social Worker Program.

Currently, the HHSA eligibility worker is able to go outreach with the City of Vista Social Worker three to four times a week and, historically, has averaged about 5 applications of, complex, County related services a week. The current eligibility worker not only completes the applications for General Relief (GR), CalFresh (EBT), CalWORKs, and Medi-Cal in the field, he will go above and beyond and should the client need it, bring a new EBT card to each individual that needs one. This is important and essential as one of the biggest barriers for unsheltered individuals is transportation. Should the City of Vista Social Worker Program lose the exceptional work that the current eligibility worker has been providing, our clients will suffer the repercussions.

12/13/2022 PH1 Page 226 of 264

Appendix A:

85%
8%
2%2%0%3%0%
Numbers Served by Race
White Black Native American Pacific Islander/Asian Multiple Unknown Other 12/13/2022 PH1 Page 227 of 264

31%
65%
4%
Number Served by Ethnicity
Hispanic Non-Hispanic Unknown
61%
38%
1%
Number Served by Gender
Male Female Unknown
8%
34%
46%
12%
Number Served by Age
18-24 25-39 40-59 60+
12/13/2022 PH1 Page 228 of 264

Referral Source:

5%6%
21%
16%23%
29%
0%
Referral Entity
CalTrans Housing Code Enforcement Local Business
Exodus Staff Sheriff Department Fire Department
3%
10%
1%0%
10%
4%
3%
4%
7%
53%
5%
Outreach Frequency by Location
78/Emerald- 3%Hacienda Encampments- 10%Vista Village Dr/ EB78- 1% Vista Village Dr/ WB78- 0%Other Encampments- 10%Parks- 4% Street- 3%Clinic- 4%Office- 7%
Community- 53%Residence- 5%
12/13/2022 PH1 Page 229 of 264

32%
68%
Substance Use Disorder
Diagnosed Not Diagnosed, disclosed, or assessed
2%1%2%0%
10%
5%
1%
79%
Mental Health Diagnosis
Anxiety Disorder Bipolar Disorder
Major Depressive Disorder Personality Disorder
PTSD Schizophrenia/Schizoeffective Disorder
Other/Unknown None Reported
12/13/2022 PH1 Page 230 of 264

*Note: Some individuals may have indicated more than one reason for homelessness

3 4
2 3
1 0
3 0
6 5
0 7 7
5 3
1 6
0 5 6
3 11
9 8
4 1
9 0
11 11
0 2
4 6
8 10
12 Q1 Reasons for Homelessness
Female Male Total
12/13/2022 PH1 Page 231 of 264

City of Vista Success Stories:

1.) and had been unsheltered for 6 years and were introduced to the COV-SW by the Vista Sheriff’s Department COPP’s Unit. They were initially located on the 78 Eastbound under the Vista Village off-ramp and then moved from encampment to encampment on Hacienda. After several visits and weeks of rapport building with and agreed to services. At first, the started off with only agreeing to obtaining general relief benefits. Once they began to trust in the City of Vista Social Worker and Community partners, they agreed to housing assistance. A VI-SPDAT and Emergency Housing Voucher Assessment were completed for each and Not 2 months later, the couple were matched to an Emergency Housing Section 8 Voucher (EHV). The City of Vista Social Worker assisted the couple in completing the EHV application and voucher briefing.

Once the couple had the actual signed and valid voucher in hand, the City of Vista Social Worker was able to obtain a hotel/motel voucher while they search for housing. Two weeks later, on February 11th, the couple was housed in their own apartment.

2.) was referred by community partner, SOAP MAT, after having been requested to leave a domestic violence shelter where she was staying with her 6-month-old daughter, She had nowhere to go and was in a dire situation. At the time, ex-boyfriend was wanted for stalking her and In addition to violating a restraining order, her ex-boyfriend was also wanted for kidnapping and assaulting her. was actively and ferociously working with the District Attorney’s office in order to protect herself and her daughter. The City of Vista Social Worker was immediately able to connect her with the HHSA eligibility worker in order to fast-track her CalWORKs case so that she could get a hotel/motel voucher as well as cash aid. and were able to obtain a hotel/motel voucher and were safely placed in motel within the City of Vista. Fortunately, ex-boyfriend was arrested and jailed with no bail. After her hotel/motel voucher ran out through CalWORKs, the City of Vista Social Worker Program was able to provide and with five weeks’ worth of addition hotel/motel voucher stays. and were discharged early from the hotel/motel voucher program and transition into a sober living, paid for by SOAP MAT. and are looking forward to a safe future after finding out their abuser will serve no-less than nine years in prison.

12/13/2022 PH1 Page 232 of 264

City of Vista Social Worker Quarterly Report:

Q3 – April 2022- June 2022
Background:

Quarter three begins the halfway point for the City of Vista Social Worker Program’s second year. In the month of June, the City of Vista Social Work program went live in 211’s Community Information Exchange (CIE) which will serve as a pathway for eligible clients to be directly referred to the program. During this quarter, the Social Work Team observed a positive shift in the unsheltered population’s attitude towards law enforcement. Through collaborative efforts between social service providers and the Vista Sheriff’s Department COPP’s Deputies, a well-rounded trauma-informed approach has been established which has led to more consistent, positive engagement with clients. Data from this quarter demonstrates an increase in service engagement at initial contact as well as ongoing services. This is shown through the 235 community referrals made and followed-through on. This quarter, no shelter declined any individual due to vaccination status. During this quarter, there were a total of 106 unduplicated individuals contacted and 521 duplicated contacts.

The Outreach Process:

This quarter marked the inauguration and implementation of the new Encampment Resolution Program (ERP). The City of Vista was awarded $1.8 million through the State of California for a three-year demonstration pilot program focusing on the geographical region of the Hacienda Biologic Preserve and ancillary areas. With this pilot program, there will be an addition of five staff: two Care Managers, one Community Health Worker, one Housing Navigator, and a program assistant. The expansion of homeless outreach in the City of Vista with the Encampment Resolution Program will allow outreach teams to provide more intensive case management and housing navigation services by focusing on targeted areas and thereby decreasing the caseload size of the City of Vista Social Work team. Since the Care Manager for the Encampment Resolution Program started, the City of Vista Social Work Care Manager has focused on training her and introducing her to the community partners as well as the unsheltered individuals that will be transferred to her case load.

Below reflects some of the most common types of assistance provided by the City of Vista Social Worker during the third quarter, April 2022- June 2022:

Quarter Three: Snapshot of services/referrals:

Service Category Linked Pending Declined/Denied Total
Benefit Assistance 49 4 12 65
Mental Health 17 5 17 39
Physical Health 4 0 0 4
Substance Abuse 6 15 36 57
Birth Certificate 6 0 0 6
Driver’s License/ID 9 0 0 9
12/13/2022 PH1 Page 233 of 264

Education/Training Services 0 0 0 0
Employment Services 0 0 0 0
Interfaith Community Services 0 0 2 2
Legal Services 0 0 0 0
Other 6 0 2 8

Shelter Services:

The City of Vista Social Work team continues to offer shelter services during every initial contact. These services are consistently offered at follow-up contacts depending on client receptiveness. . Although most shelters no longer require proof of COVID-19 vaccination, negative COVID-19 tests, or quarantine periods, 94% of engaged clients declined shelter services. The main reason that clients reported for declining shelter was that they did not want to leave the City of Vista. In addition, recently more individuals have expressed greater interest in searching for a more permanent housing solution instead of temporary shelter. The City of Vista Social Work team attempts to mitigate this issue by emphasizing that case management and housing navigation services provided by the City of Vista Social Work team will not be interrupted when entering shelter. Shelter stays are described as a temporary means to work towards a permanent goal of stable housing. Finally, as stated in previous reports, pets continue to be a reason individuals decline shelter.

Shelters require individuals to provide an emotional support animal letter which can be obtained from one’s primary care physician or a licensed mental health clinician. For clients that are not established with a primary care provider or licensed mental health clinician, the lack of ESA documentation is a barrier to entering shelter. For those who are established with an eligible provider, appointment availability is another barrier that can delay admission into a shelter.

Hotel/Motel Voucher Program:

The City of Vista Social Worker Program, successfully, utilized a significant amount of hotel/motel vouchers this quarter. Additional funding for the hotel/motel vouchers was granted to Exodus Recovery after the initial $50,000 was spent down by April 2022 to continue providing this service. While 37% of individual discharged back to the street, 63 % discharged into either emergency shelter of permanent housing. The individuals who 6%0%
94%
Shelter Referrals
Expressed Interest/Successfully Placed Into Shelter Pending Shelter Bed Availability Declined Shelter 12/13/2022 PH1 Page 234 of 264

were discharged back to the streets were discharged due to violations of the rules and regulations of signed agreements presented upon entering the hotel/motel voucher program. Clients who violate the agreement are typically given two verbal warnings prior to being discharged from the program unless there is an urgent event. While the individuals were discharged from the hotel/motel voucher program, they were not discharged from any case management services and continued to follow-up with the City of Vista Social Work team.

Housing-related Progress Achieved During Quarter 2:

Q3 VI-SPDATs Completed:

In the second quarter a total of 19 VI-SPDATs were completed and/or updated. These assessments included households of families, youth and single individuals. The Regional Taskforce on Homelessness did not match 37%
26%
37%
0%0%
Hotel/Motel Voucher Client Discharge Status
Discharged to Streets Discharged to Permanent Housing
Discharged to Emergency Shelter Discharged to Substance Use Disorder Treatment Pending Discharge
82%
9%
9%
Total VI-SPDATS
completed in Q3
Completed Declined Pending
79%
21%
Total Matches in Q3
Pending Matches Matched
12/13/2022 PH1 Page 235 of 264

any households to Rapid Rehousing resources, but did match 5 households, a total of 8 unsheltered individuals, to the Emergency Housing- Section 8 Vouchers (EHV). These vouchers are sponsored through San Diego Housing and Community Development Services and will provide these 5 households with permanent housing/rental assistance. In order to qualify for an EHV voucher, an individual or household must complete a VI-SPDAT and EHV assessment. The individual or household must identify as homeless or at risk of homelessness within a 2-week period of time. In addition, the individual or household must also be considered low-income, meaning below the 30% threshold of San Diego County’s Annual Median Income (AMI) correlating with the size of the household.

Number of
Applications
Number of Vouchers Obtained/Clients
linked to Assistance
Conventional Section 8 Voucher 2 0
Emergency Housing Voucher through
Clarity
23 5
Homeless Prevention Program (North
County Lifeline)
9 5

Revisiting Quarter 2 Recommendations:
• As the cost of living and inflation continue to affect the housing market, it is recommended the City of Vista look in to alternative solutions for housing. One option that has captured the attention of many service providers and major cities are tiny homes. The City of Vista has been actively and effectively working on exploring permanent supportive housing through City and State funding. In addition, the City of Vista has recently proposed an RFP for safe parking within the city limits of Vista and is intended to be fully operational by January 2023. • The recommendation was that the City of Vista advocate for the current HHSA eligibility worker stay in Vista in order to maintain continuity and stability for the clients as well as the City of Vista Social Work Program. Effective July 2022, the HHSA Eligibility Worker previously working with the City of Vista has relocated to Oceanside. The newly assigned HHSA Eligibility Worker is currently providing their outreach services in Escondido, San Marcos, Vista, and Fallbrook. Due to the eligibility worker’s expanded service area, the time that they dedicate to coordinating outreach with Vista clients is limited. The City of Vista Social Work team and intra-city departments are collaborating with the HHSA Eligibility Worker to coordinate a consistent outreach schedule to meet the needs of the unsheltered population in Vista.

Further Recommendations Moving Forward:
• With the implementation of the Encampment Resolution Program and the continuing growth and success of the City of Vista Social Work Program, it is recommended that a Community Health Worker be added specifically to the City of Vista Social Work Program. The addition of a Community Health Worker would entail supporting the current staff with administrative work and client follow-up including referrals, coordinating care with providers, transportation, housing support, and basic needs. With the limited amount of outreach programs and social services resources available in the 12/13/2022 PH1 Page 236 of 264

community, this supportive role would help to alleviate the pressure and time constraints experienced by the City of Vista Social Work team while working with a high volume of clients. • Basic needs are very difficult for many unsheltered individuals living within the City of Vista to access.

These services include hygiene and shower services, daily meal services, and mail services. Therefore, it is recommended that the City of Vista host a basic needs event for the city’s unsheltered individuals where they are able to access community-based resources. Humanity Showers (About | Humanityshowers) is a mobile shower service that supports various organizations in Oceanside where similar events are held. At the events hosted by Humanity Showers, unsheltered individuals have access to showers, food, barbers, hygiene products, new clothing, and supportive/case management services. This would assist the unsheltered population by providing them with some of the most basic of needs and expand into detailed services, such as case management. Without a safe, consistent and affordable means for transportation, many unsheltered individuals are unable to access community resources that require them to travel to surrounding areas. In addition to lack of transportation, most clients do not have a reliable means of communication to stay in touch with service providers which can be mitigated by having the same providers present at the event. Hosting an event that provides basic needs and access to case management services on a consistent basis can serve as an avenue to build rapport with Vista’s unsheltered population and open the door for accessing needed services.

12/13/2022 PH1 Page 237 of 264

Appendix A:

81%
11%
1%1%3%2%1%
Numbers Served by Race
White Black Native American Pacific Islander/Asian Multiple Unknown Other 12/13/2022 PH1 Page 238 of 264

30%
68%
2%
Number Served by Ethnicity
Hispanic Non-Hispanic Unknown
54%
46%
0%
Number Served by Gender
Male Female Unknown
8%
36%
45%
11%
Number Served by Age
18-24 25-39 40-59 60+
12/13/2022 PH1 Page 239 of 264

Referral Source:

6%
6%
15%
23%16%
34%
0%
Referral Entity
CalTrans Housing Code Enforcement Local Business
Exodus Staff Sheriff Department Fire Department
1%2%2%3%
4%
2%2%
2%
14%
60%
8%
Outreach Frequency by Location
78/Emerald- 1%Hacienda Encampments- 1.9%Vista Village Dr/ EB78- 2.5% Vista Village Dr/ WB78- 3.3%Other Encampments- 4.2%Parks- 1.7% Street- 2.3%Clinic- 1.7%Office- 13.9%
Community- 59.5%Residence- 7.9%
12/13/2022 PH1 Page 240 of 264

43%
57%
Substance Use Disorder
Diagnosed Not Diagnosed, disclosed, or assessed
12/13/2022 PH1 Page 241 of 264

2%1%1%0%
8%
3%
1%
84%
Mental Health Diagnosis
Anxiety Disorder Bipolar Disorder
Major Depressive Disorder Personality Disorder
PTSD Schizophrenia/Schizoeffective Disorder
Other/Unknown None Reported
12/13/2022 PH1 Page 242 of 264

*Note: Some individuals may have indicated more than one reason for homelessness

2 9
5 3 4
1 4
1 6
14 0
5 3 4
1 2
4 0
5 4
2 14
8 7
5 3
8 1
11 18
0 2
4 6
8 10
12 14
16 18
20 Q3 Reasons for Homelessness
Female Male Total
12/13/2022 PH1 Page 243 of 264

City of Vista Success Stories:

1.) The City of Vista Social Work Team engaged with a mother and son household, Maybell* (70 y/o) and Cooper* (32 y/o) in July of 2021. During that time, the household was living in their vehicle and had been since January 2020. They were forced out of the room that they were renting when their landlord sold the house that they were living in. Immediately upon initial engagement, Maybell and Cooper were open to services and on 7/20/2021 a VI-SPDAT and EHV assessment were completed.

Shelter services were continuously offered but were declined as Maybell and Cooper did not want to be separated. Later on, the City of Vista Social Worker received notification that they had been matched to an Emergency Housing Voucher (EHV) which they physically received in November of 2021. The clients were placed in the hotel/motel voucher program through the City of Vista Social Work Program. After many attempts at locating an apartment, the City of Vista Housing Navigator was able to secure a one-bedroom apartment for Maybell, Cooper, and their dog. On June 17, 2022 the household moved into their own apartment. In addition, through coordination with multiple organizations, the City of Vista Housing Navigator was able to assist the clients in furnishing their new apartment.

2.) Partners, Jacqueline* (70 y/o) and Carlos* (53 y/o) called the City of Vista Social Work Team requesting assistance in early October of 2021. The City of Vista Social Work Team completed the couple’s VI-SPDAT and EHV assessment and less than a week later the City of Vista Social Work Team was notified that the couple was matched to an EHV Section 8 voucher. They received their voucher in the beginning of February 2022 and were placed into the hotel/motel voucher program in the middle of February through the City of Vista. After two months of apartment searches and multiple application submissions, the City of Vista Housing Navigator was able to secure a one-bedroom apartment within the City of Vista. On April 18, 2022 the couple moved into their new apartment. In partnership with North County Lifeline’s Homeless Prevention Program, the clients were able to furnish their home.
*Client names have been changed to a pseudonym for privacy.

12/13/2022 PH1 Page 244 of 264

City of Vista Social Work Program Quarterly Report:

Q4 – July 2022- September 2022
Background:

Quarter four signaled the conclusion of the second year of the City of Vista Social Work Program. This year the program grew with the addition of a Housing Navigator and the launch of the Encampment Resolution Pilot Program (ERP) within the Biologic Preserve on Hacienda. The expansion and addition of the Housing Navigator and Encampment Resolution Program have greatly assisted in the collaboration and efficiency of providing unsheltered individuals with resources and social services, to include housing. By introducing the Encampment Resolution Program, the City of Vista Social Work Program staff were able to focus on other areas and individuals in need of assistance. Data from this quarter demonstrates an increase in service engagement. During the fourth quarter, there were 305 individuals contacted, 60 of which were new contacts and 10 individuals who re-engaged and had received services during a previous quarter. This is a 23% increase in total number of individuals contacted by City of Vista Social Work staff compared to previous quarter. The City of Vista Social Work Program staff recorded 831 total encounters with these 305 individuals. The 831 total encounters represent a 60% increase from the 521 total encounters in the previous quarter.

The Outreach Process:

During the fourth quarter, the City of Vista Social Work Program staff continued to maintain and build a strong rapport with the unsheltered population while completing outreach, providing basic needs services and linkages to community service providers. In addition, the City of Vista Social Work Program staff continued to develop and sustain partnerships between law enforcement, city officials, and other community partners. The Vista Sheriff’s Department COPP’s Deputies continued to implement and demonstrate a trauma-informed approach while engaging with clients. This client-centered approach bridged the gap between client, service provider and law enforcement into a more trusting partnership where clients became more active in their care.

Below reflects some of the most common types of assistance provided by the City of Vista Social Worker during the fourth quarter, July 2022- September 2022:

Quarter Three: Snapshot of services/referrals:

Service Category Linked Pending Declined/Denied Total
Benefit Assistance 17 16 2 35
Mental Health 13 11 10 34
Physical Health 1 4 1 6
Substance Abuse 3 0 4 7
Birth Certificate 5 0 0 5
Driver’s License/ID 7 2 0 9
Education/Training Services 0 0 0 0
Employment Services 0 0 0 0
Interfaith Community Services 1 1 0 2
Legal Services 3 0 0 3
12/13/2022 PH1 Page 245 of 264

Other 51 0 0 51
Shelter Services:

At most interactions, the City of Vista Social Work Program staff will offer shelter services to clients.

Continuous offers to connect clients with shelter services may not occur if a client has asked staff not to discuss shelter or if a client has an altered mental status suggesting they cannot provide consent. These services are offered whether it is the client’s first appointment or a follow-up appointment. As seen in previous quarters, clients have continued to decline shelter resources. Some of the reasons the unsheltered population will decline shelter services are the following: the congregate/dorm-like living environment, the shelter is not trauma-informed, the individuals have too many pets or they do not have an Emotional Support Animal Letter, they will not be able to cohabitate in the same bed as their partner, and/or a previous negative experience at a shelter.

Hotel/Motel Voucher Program:

The City of Vista Social Work program successfully spent down the entire allotted amount for hotel/motel vouchers by the end of August 2022 and served 24 households during this quarter. The hotel/motel voucher program provided bridge housing to clients that were navigating housing opportunities such as emergency shelter, substance use treatment, and permanent housing. The benefits of bridge housing include having a safe and consistent place for clients to sleep and meet with outreach staff, wi-fi for clients to conduct housing searches, a secure location to keep forms of identification, access to laundry facilities, and appliances to store and heat up meals. The amenities included with partnering hotel/motels has helped to meet clients’ basic needs of food, shelter, and hygiene, all of which contributed to clients’ increased participation in case management and housing navigation services.
6%0%
94%
Shelter Referrals
Expressed Interest/Successfully Placed Into Shelter Pending Shelter Bed Availability Declined Shelter 12/13/2022 PH1 Page 246 of 264

Housing-related Progress Achieved During Quarter 2:

During this quarter, North County Lifeline’s funding for Homeless Prevention Program was depleted. The Housing Navigator worked with the City of Vista to provide support to two family households facing imminent homelessness. One family household referred to the program after receiving an eviction notice was approved for 6-months of rental assistance effective October 2022. This household is on the pathway to becoming self-sufficient and will continue receiving case management and housing navigation support over the next six months. A second family household received financial assistance through the City of Vista Social Work program to facilitate family reunification in Kansas City. The household will remain in contact with City of Vista Social Work staff to ensure they are linked to social services in their new home.

The Housing Navigator has established relationships with nine (9) apartment complexes throughout Vista, Escondido, and Chula Vista. Efforts to network with property managers and apartment leasing staff will benefit future clients seeking housing opportunities. Additional networking has taken the form of establishing partnerships with agencies and members of the community to donate household items.

Donors from this quarter include Rerun Resale Thrift Store, realtors from HomeSmart and Re/Max Real Estate, and the Salvation Army Thrift Store. Donations obtained from these community partners have helped reinforce housing with dignity amongst the receiving households.

28%
5%
28%
6%
22%
11%
Hotel/Motel Voucher Client Discharge Status
Discharged to Streets Discharged to Permanent Housing
Discharged to Emergency Shelter Discharged to Substance Use Disorder Treatment Pending Discharge Other
12/13/2022 PH1 Page 247 of 264

Q3 VI-SPDATs Completed:

In quarter four a total of 9 VI-SPDATs were completed or updated. These assessments included households of families, youth, and single individuals. During this quarter, two (2) households were matched to Emergency Housing Voucher (EHV) and four (4) were matched to Rapid Re-Housing. The Emergency Housing Voucher is sponsored by the San Diego Housing and Community Development Services and will subsidize permanent housing for those two households. One household that received EHV in July 2022 successfully moved into a 1-bedroom unit in September 2022. The four households that were matched to Rapid Re-Housing will receive temporary rental assistance for a maximum of 24- months.

Type of Application Number of Applications Applications Pending Number of Vouchers Obtained/Clients linked
to Assistance
Conventional
Section 8 Voucher
0 15 0
Emergency Housing
Voucher through Clarity
2 14 2
Homeless Prevention
Program (North County
Lifeline)
0 0 0

Revisiting Quarter 2 Recommendations:
• It was recommended that a Community Health Worker be added specifically to the City of Vista Social Work Program. Upon renewal of the City of Vista Social Work Program budget, the request for a Community Health Worker was approved. Exodus Recovery has begun the interview process to fill the Community Health Worker position at the time of this report being submitted to the City of Vista.

Further Recommendations Moving Forward:
36%
3%
61%
Total VI-SPDATS
completed in Q4
Completed Declined Pending
71%
29%
Total Matches in Q4
Pending Matches Matched
12/13/2022 PH1 Page 248 of 264

• Through previous success of the Hotel/Motel Voucher program, it is recommended that the City of Vista Social Work Program receive funding for emergency and bridge housing specifically for Hotel/Motel Vouchers. The City of Vista Social Work Program Staff were able to assist unsheltered individuals who wanted to transition into permanent housing, shelter and/or substance use disorder treatment by temporarily placing them into a motel while providing housing navigation and case management services. In addition, it is recommended that emergency hotel/motel voucher funding be added for inclement weather and/or medical respite. Medical respite would be specifically used for individuals who have been discharged from the hospital or emergency room to the streets and do not qualify for a skilled nursing facility or recuperative care and could benefit from having a safe place to rest and recover for a couple of days.

Appendix A:

82%
10%
2%3%3%
Number Served by Race
White Black Native American Pacific Islander/Asian Unknown 12/13/2022 PH1 Page 249 of 264

66%
33%
1%
Number Served by Ethnicity
Non-Hispanic Hispanic Unknown
53%47%
0%
Number Served by Gender
Male Female Unknown
12/13/2022 PH1 Page 250 of 264

8%
33%
45%
14%
Number Served by Age Group
18-24 25-39 40-59 60+
12/13/2022 PH1 Page 251 of 264

Referral Source:

13%
11%
33%6%
22%
8%
5%2%0%0%
Referral Entity
Exodus Staff Code Enforcement Sheriff Department Housing Department Local Business CalTrans Family/Friend Internal Homeless Group

PATH SOAP MAT
12/13/2022 PH1 Page 252 of 264

0%2%0%3%1%1%0%
45%35%
3%
10%
0%
Outreach Frequency by Location
Vale Terrace Conservancy 0.1%Vista Village Dr/ EB78- 2.5%Vista Village Dr/ WB78- 3.3% Other Encampments- 4.2%Parks- 1.7%Street- 2.3%
Clinic- 1.7%Office- 13.9%Community- 59.5%
Residence- 7.9%Private Proverty Hospital 0.4%
12/13/2022 PH1 Page 253 of 264

40%
60%
Substance Use Disorder
Diagnosed Not Diagnosed, disclosed, or assessed
2%1%1%0%6%
3%0%
87%
Mental Health Diagnosis
Anxiety Disorder Bipolar Disorder
Major Depressive Disorder Personality Disorder
PTSD Schizophrenia/Schizoeffective Disorder
Other/Unknown None Reported
12/13/2022 PH1 Page 254 of 264

*Note: Some individuals may have indicated more than one reason for homelessness

5 10
3 7
3 2
5 0
6 4
0 4 4
2 1 2
4 0
2 8
5 14
7 9
4 4
9 0
8 12
0 2
4 6
8 10
12 14
16 Q3 Reasons for Homelessness
Female Male Total
12/13/2022 PH1 Page 255 of 264

City of Vista Success Stories:
• William* is a 65-year-old unsheltered resident of Vista and has resided in the area for more than 30 years. He was referred for social services and case management by his friend, another beneficiary of services from the City of Vista- Social Work Program, after being released from Vista Detention Facility (VDF). In his 30 years of being an unsheltered Vista resident, he has been arrested and incarcerated more than 100 times. Per the Vista Sheriff’s Department, this unsheltered individual has elicited the highest amount of chronic contact in the Vista community. At first contact (8/12/2022), William stated that he was ready to make a change after acknowledging that his alternative was returning to VDF. The City of Vista-Social Work Program was able to work with Interfaith Community Services and reserve a shelter bed for the client for Monday, 8/15/2022. After confirming an intake date and time, the City of Vista-Social Work Program staff used a hotel/motel voucher for client until his intake date. The City of Vista- Social Work Program Care Manager was able to transport and assist client with his intake to the shelter. Since then, William has been sober and is actively engaging in case management services with shelter staff and focusing on longer-term housing services.

• Trevor* is a 59-year-old male who was born in Orange County and has been residing in Vista for 36 years. Trevor was diagnosed with a disability 4 years ago that affected his ability to walk and keep his balance on his own, causing him to fall often. Because he would fall so often, the landlord asked him to vacate the room that he was renting. With limited resources and nowhere to go, Trevor resorted to living in his vehicle for the next three years. While living in his vehicle, Trevor sold recyclables and also did odd jobs for extra income. The City of Vista Social Work Housing Navigator began working with Trevor when he was matched with the Emergency Housing Voucher in July 2022. Trevor needed a copy of his birth certificate, Social Security card, and a valid California ID in order to utilize the voucher. The Housing Navigator and Trevor worked together in the process of obtaining these items because it became complicated for him when he realized that he would need to go in-person to the Orange County Clerk-Recorder Department in order to get a copy of his birth certificate. With the support of the City of Vista Social Work team providing Trevor with gas cards, he was able to procure all three forms of identification. Obtaining these key documents in an act of self-sufficiency helped build up his confidence. He no longer has the anxiety of losing an opportunity because of the missing documents or the anxiety of these documents being misplaced or stolen while living on the streets. Trevor entered into the City of Vista Social Work’s motel program in July 2022 after attending the EHV briefing for bridge housing. Admittance into the motel program provided Trevor with the opportunity to have a safe, consistent place to rest and meet with outreach staff, utilize wi-fi to conduct housing searches, access to hygiene resources before touring properties, and a safe place to keep forms of identification that were required for the EHV. In September 2022 Trevor was able to secure a 1-bedroom apartment of his own. He has been very committed to the process and determined to better himself. He also received assistance from PATH in the form of a new bed, dining table, chairs, and sofa. Trevor has shared several goals and dreams that he feels capable of achieving now that he is stably housed. The City of Vista Social Work team will continue to support Trevor through case management as well as housing tenancy and sustaining services to help him work towards those goals. *A pseudonym has been used to protect client confidentiality 12/13/2022 PH1 Page 256 of 264

CITY OF VISTA

SOCIAL WORK

PROGRAM
FY 2021-2022 Annual Report and Recommendations

ABSTRACT
A review of the second year of outreach efforts by
Exodus Recovery City of Vista Social Work Program as
part of the City of Vista’s Strategic Plan to Address
Homelessness
Prepared by: Noelani Dizon-Oathout and
Regina Sickler

12/13/2022 PH1 Page 257 of 264

City of Vista Social Work Program
The City of Vista Social Work Program has completed its second year and there have been many accomplishments, changes, and learning curves throughout the year. Expansion and growth were the themes and highlights for the City of Vista Social Work Program for this fiscal year. Specifically, the addition of a Housing Navigator and the launch of the Encampment Resolution Pilot Program (ERP) within the Biologic Preserve on Hacienda greatly assisted in the collaboration and efficiency of providing unsheltered individuals with resources and social services. By introducing the Encampment Resolution Program, the City of Vista Social Work Program staff were able to focus on other areas and individuals in need of assistance which grew the program exponentially. The City of Vista Social Work Staff have compiled data and evidence in order to provide an enhanced outlook of the unsheltered population and how the program matured. Last fiscal year (2020-2021) the City of Vista Social Work Program’s data recorded more than 125 unduplicated individuals and more than 500 community referrals to services such as VI-SPDAT assessment, shelter, primary care clinic, mental health services, substance use treatment, and photo identification. This year, 2021-2022, the City of Vista Social Work Program saw that number grow to 379 unduplicated clients, 197 of which were engaged for the first time, and made over 950 referrals. Below will demonstrate the demographics of the individuals contacted during the 2021-2022 Fiscal Year:

7%
34%
45%
14%
Number Served by Age Group
18-24 25-39 40-59 60+
12/13/2022 PH1 Page 258 of 264

56%
44%
0%
Number Served by Gender
Male Female Unknown
86%
9%
2%0%3%
Number Served by Race
White Black Native American Pacific Islander/Other Asian Unknown 12/13/2022 PH1 Page 259 of 264

5%
19%
11%
11%
5%3%
13%
15%
0%
18%
Reasons for Homelessness
Domestic Violence Housing Income Legal Issues Mental Health Physical Health Substance Use Support System Transportation Other 65%
33%
2%
Number Served by Ethnicity
Non-Hispanic Hispanic Unknown
12/13/2022 PH1 Page 260 of 264

I. Social Work Program Updates
A. Addition of Housing Navigator
After identifying a need for an additional staff member to support the City of Vista Social Work Program’s increasing caseload, a Housing Navigator was recommended in 2020-2021 annual report.

The recommendation was approved and a Housing Navigator was onboarded to the City of Vista Social Work Program’s staff in January 2022The addition of a Housing Navigator has greatly assisted in efficiently providing clients with housing resources, housing navigation, and housing tenancy. In addition, the City of Vista Social Work Housing Navigator has been able to assist in running the hotel/motel voucher program which served 84 individual clients. Since January, the City of Vista Social Work Program has successfully housed a total of 8 households with 6 households (10 individuals) currently pending move-in. Below are statistics pertaining to housing:

61%
11%
28%
Total VI-SPDATS completed in FY 2021-2022
Completed Declined Pending
12/13/2022 PH1 Page 261 of 264

Type of Application Number of Applications Number of Vouchers Obtained/Clients linked to
Assistance
Conventional Section 8
Voucher
5 0
Emergency Housing Voucher
through Clarity
82 9 Households (11 individuals)
Homeless Prevention Program
(North County Lifeline)
13 11

B. Encampment Resolution Program (ERP)
The Encampment Resolution Pilot Program (ERP) focusing on the Biologic Preserve (BPO) alongside Hacienda was launched earlier this year. The team is made up of two Care Managers, one Housing Navigator, and a Community Health Worker. Currently, the team is staffed with both Care Managers and the Housing Navigator. Exodus Recovery is in the process of onboarding a Community Health Worker. This sister program assists the City of Vista Social Work Program in engaging with individuals in the high foot traffic and encampment area in and along the BPO. The collaboration between these two programs has created an efficient dynamic in which the City of Vista Social Work Program staff are able to focus on other areas within the city and work with individuals in need of assistance. Following the launch of ERP, the City of 92%
8%
Total Clarity Matches in FY 2021-2022
Pending Matches Matched
12/13/2022 PH1 Page 262 of 264

Vista Social Work Care Manager facilitated warm hand-offs between clients in the ERP area and ERP staff to manage individual caseloads and provide the most appropriate level of care to individuals.

C. Addition of Community Health Worker
With the continuing growth and success of the City of Vista Social Work Program, it was recommended in the 2020-2021 Annual Report that a Community Health Worker be added to the City of Vista Social Work Program. Upon renewal of the City of Vista Social Work Program contract, the request for a Community Health Worker was approved. The addition of a Community Health Worker will support the current staff with administrative work and client follow-up including referrals, coordinating care with providers, transportation, housing support, and basic needs. In addition, the Community Health Worker will be trained in SOAR (SSI/SSDI Outreach, Access and Recovery) in order to assist clients with accessing SSI/SSDI benefits. With the limited amount of outreach programs and social services resources available in the community, this supportive role would help to alleviate the pressure and time constraints experienced by the City of Vista Social Work team while working with a high volume of clients.

D. Safe Parking Program
San Diego County has a limited number of safe parking programs with limited capacity and eligible individuals residing in Vista have declined available safe parking programs as they are not located near their current service providers. Through research and recommendations, a Safe Parking Program has been approved and is set to open in the Spring of 2023. The City of Vista received a $65,00 grant through San Diego County to assist in funding the program. The site is estimated to host approximately 25 vehicles and will provide case management services, housing navigation, and basic needs amenities.

II. Recommendations
A. Continued Funding for Hotel/Motel Vouchers
The City of Vista Social Work Program Staff were able to assist unsheltered individuals who wanted to transition into permanent housing, shelter and/or substance use disorder treatment by temporarily placing them into a motel while providing housing navigation and case management services. The graph below depicts total number of reservations made in 2021- 2022 and reflects households that were recipients of more than one reservation.

Recommendation: Emergency hotel/motel voucher funding be added for inclement weather and/or medical respite in addition to its original purpose of bridge/transition housing. Medical respite would be specifically used for individuals who have been discharged from the hospital or emergency room to the streets and do not qualify for a skilled nursing facility and need a safe place to rest and recuperate for a short period of time. 12/13/2022 PH1 Page 263 of 264

Summary:

Though the continuous challenges and changes that the program has seen through its infancy, the City of Vista Social Work program has made leap and bounds. The City of Vista Social Work staff have set a high standard with consistent, in-depth and intensive case management and chronic engagement with clients. In addition, the rapport and partnerships built and maintained with law enforcement, city officials and community partners have greatly assisted in the collaboration and efficiency of providing unsheltered individuals with these essential services and resources. 0 5
10 15
20 25
30 35
40 45
Vista Inn Hotel Hidden Valley Comfort Inn Rodeway Inn
Hotel/Motel Voucher Referrals
Linked Not Linked Total
12/13/2022 PH1 Page 264 of 264

From:Chris Olsen
To:Public Comments
Cc:Jonathan Lung
Subject:PH1 - Strategic Plan to Address Homelessness
Date:Monday, December 12, 2022 7:37:14 PM
Attachments:image001.png
image002.png
image003.png
Public Comment in Support of Item PH1 – December 13, 2022 Dear Members of the Vista City Council:

My name is Chris Olsen and I am Chief of Staff for Jewish Family Service of San Diego (JFS). JFS strongly supports the efforts of the City of Vista to address homelessness in the North County region, particularly the increased work in this area over the past several years as outlined in the Strategic Plan to Address Homelessness. As an operator of Safe Parking programs at four sites in San Diego County (three in the City of San Diego and one in the City of Encinitas), JFS can attest to the effectiveness of Safe Parking as part of a portfolio of services to assist people experiencing homelessness in stabilizing their lives and returning to stable housing. Each night, approximately 300 individuals in Safe Parking have access to a safe, dignified environment to access services that prevent the falling further into the downward spiral of homelessness. We support your efforts to bring Safe Parking to the Vista community. Thank you.

Chris Olsen
[he/him]
Chief of Staff
Jewish Family Service of San Diego
Mobile: (415) 680-5187 │Main Office: (858) 637-3000 │Fax: (858) 637-3001 [email protected] │ www.jfssd.org
JOAN & IRWIN JACOBS CAMPUS, Turk Family Center, 8804 Balboa Ave., San Diego, CA 92123 This email and all attachments to it are for the sole use of the intended recipients and may contain confidential and/or proprietary information of Jewish Family Service of San Diego. Any unauthorized use, disclosure or distribution of this email and its attachments is prohibited. If you are not the intended recipient, please let us know by reply email and then erase and destroy all electronic or other copies of this message.

ADD TO PACKET
PH1

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C A L I F 8 R N I A
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CITY OF VISTA

C A L I F O R N I A
December 2022

CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Permanent Local Housing Allocation
• In 2017, Governor Brown signed a 15-
bill housing package aimed at
addressing the state's housing
shortage and high housing costs.
� � � ' ■� • Included the Building Homes and Jobs Act (SB 2, 2017), which established a
$75 recording fee on real estate
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affordable homes in California .
2 PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Permanent Local Housing Allocation
• City of Vista 5-year allocation: $2,453,292
• 2019 Allocation: $408,882
• 2020 Allocation: $635,503
• 2021 Allocation: $699,381
• PLHA funds used to support homelessness services • Emergency Shelter Beds 14W
• Homelessness Outreach
• Case Management
• Housing Navigation
• Benefit Navigation
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CITY
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CITY PH1: Authorizing Permanent Local Housing Allocation and Update on C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Permanent Local Housing Allocation
• On July 23, 2020, adopted City Council Resolution 2020-115, authorizing the City Manager by name to approve application to the PLHA Program and administration of program activities • Staff recommends adopting a resolution authorizing the City Manager by title only to approve PLHA administration • No changes are being recommended to the PLHA 5-Year plan 4 CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L I F U R N , p the Implementation of the Strategic Plan to Address Homelessness Timeline of Milestones for the Strategic Plan to Address Homelessness March March August September March September 2018 2020 2020 2021 2022 2022
Identified Adopted Approved Renewed Received $1.8M Renewed Addressing Strategic Plan Strategic Contracts, adding Allocation for Contracts, Homelessness to Address Housing Encampment Increasing Plan Service Navigator& Resolution in and Housing as top priority Homelessness Navigator from Updated around the Buena Navi Providers p g
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CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L I F U R N , ° the Implementation of the Strategic Plan to Address Homelessness Strategic Plan Updates
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Program Beautification Im • • '
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Secure ShelterProgramsUnsheltered and
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Advocacy Clean-Up
0 Safe Parking Provider

CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
STRATEGICC A L I F 0 R N " the Implementation of the Strategic Plan to Address Homelessness TOTAL FUNDS CONTRACTED SINCE ADOPTION OF 1
Activity Service Provider Strategic Plan Goal Contract Amount Expended Encampment Resolution Grant Exodus Recovery Improve Quality of $ 125,000 $ 24,700 - Restoration and Mitigation Life
Encampment Resolution Grant Exodus Recovery Reduce $ 695,824 $ 190,723 - Outreach and Engagement Homelessness
Social Worker - Outreach and Exodus Recovery Reduce $ 985,739 $ 300,078 Engagement Homelessness
Shelter Beds Alliance for Regional Reduce $ 600,000 $ 350,000 Solutions Homelessness
Motel Voucher Program Interfaith Community Reduce $ 50,000 $ 50,000 Solutions Homelessness
HomeShare ElderHelp Prevent $ 105,000 $ 70,000 Homelessness
Homeless Prevention Pilot North County Lifeline Prevent $ 250,000 $ 250,000 Program Homelessness
TOTAL $ 2,811,563 $ 1,235,501
7 CITY OF

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
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stakeholders
• City Staff
got
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CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Internal Homelessness Working Group
Caltrans Improvements and Beautification in Vista
State Right of Way Cleanups
s t� July 2021 through October 2022
46 Location # of Visits Cubic Yards Trash Bags Cost Vista Village Dr 30 175.25 1226.75 $ 72,123 - Sycamore Ave 22 93 651 $ 62,021 Emerald Dr 54 67 469 $ 99,224
- Plumosa Ave 9 11.7 81.9 $ 12,390 Melrose Dr 1 7.5 52.5 $ 2,310
Thibodo Rd 2 3 21 $ 1,678
Civic Center Dr 2 5.5 38.5 $ 2,463
Total 120 362.95 2540.65 252,209
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PH1: Authorizing Permanent Local Housing Allocation and Update on

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° A L I F U R N , ° the Implementation of the Strategic Plan to Address Homelessness Internal Homelessness Working Group
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CITY OF VISTA PHI : Authorizing Permanent Local Housing Allocation and Update C A L I F 0 R N I A on the Implementation of the Strategic Plan to Address Homelessness Homeless Prevention Pilot Program
North County Lifeline Homeless Prevention Program
One-time state allocation
3 • $250,000 Supported
• 64 Families
north 168 Vista residents
countLifelin!y CDBG-CV
• $ 190, 109 Supported
• Rental and utility deposits and payments
• • 37 Families
Transportation and storage fees
• Furniture • 99 Vista residents
12 CITY OF

CITY OF VISTA PHI : Authorizing Permanent Local Housing Allocation and Update C A L I F 0 R N I A on the Implementation of the Strategic Plan to Address Homelessness Homeless Prevention Pilot Program
San Diego County Emergency Rental Assistance Program ERAP through 1211f2022
Jurisdid ion Total Submitted Applications Households Awarded Total Awarded • 4,131 applications were CARLSBAD 2,545 1,010 $13,509,759 submitted by Vista CORONADO 278 104 $1,559,435 DEL MAR 78 27 471,794
households, 1,465 awards ELCAJON 13,525 5,023 $42,411,554 made ENCINITAS 1,073 385 5,539,766 ESCONDIDO 5,847 2,130 $22,977,427
IMPERIAL BEACH 1,715 642 $6,221,298
• $16,253,487 assistance to LAL MESA 3,519 1,355 $13,662,548 LEMON GROVE 1,632 570 5,587,794
Vista households NATIONAL CITY 2,982 1,028 $9,332,563 OCEANSIDE 5,601 1,976 $22,312,160
Countywide PO1AY 912 332 $3,322,908
• $244,208,955 Count
y SAN MARCOS 2,872 996 $11,720,983
(excluding City of San Diego SANTEE 1,900 684 $6,853,308 and Chula Vista) SOLANA BEACH 254 95 $1,433,148 UNINCORPORATED 16,406 5,735 $61,040,955
VISTA 4,131 1,455 $15,253,487
Grand Total 65,570 23,558 $244,208,995
13 CITY OF

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A t i F a R Nip the Implementation of the Strategic Plan to Address Homelessness Home Share
no- ELDER HELPSOLUTIONS FOR LIVING I A NONPROFIT 74 - p of San Diego
HomeShare: City of Vista
A roommote motching service for people Of
40 Expands affordable
Do you have a spare room in your house, stock Woev cearnsi ghhetlp o yf othue r eenntt iirte o purto!cWeses.tYakoeu jG11016 housing
*2 Open for both renters and
all
FINANCIAL SECURITY SOCIAL CONNECTION PEACE OF r homeowners
Rent out a room for 89%of participants feel Thorough screening i their quality of life is and ongoing support
extra ncome better with a roommate is provided
Are you looking for an affordable living option? • ly • - party . • - Rent a room through HomeShare!Average monthly rent is$700.

Our service exchange option can reduce your monthly rent cost even more. - • Services can include:

Rental or service exchange or both
Yardwork Meal Prep Companionship Transportation &Errands
TO LEARN MORE' "It couldn't be any better.We're both very thankful for each other Average• - • rent $700 and yet we still give each other our own space,which is needed... ® elderheloofsandieao.orq, Ican't believe it's going on4or5years that he's been here! -Matched HomeProvider
Q (858)746-9675
crry oe s n
Eltl......proutlN oversees Vista HomeShare in partnership with the Ci[y of Vista. 14 Please note:There are na set fees fnr this service

CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Encampment . •
Last 12 months:
335 encampments reported, 21 tons of
trash removed citywide
—00
Since Plan adoption :
512 encampments reports, 48 tons of trash
removed citywide
CLE Up0
qN
'%WT_
Oem ,,IF
Encampment Resolution Grant: $125,000
Sa41iD � over two-years for restoration
= tr encampment of sites to original state and p
SATURDAY, SEPTEMBER 17 intended use
9AM - 12PM

CLEANUP SITES THROUGHOUT SAN DIEGO COUNTY
Registration opens September 1 i�O CleanupDay.org 15

CITY OF

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF
C A L I F 0 R N the Implementation of the Strategic Plan to Address Homelessness Encampment . •
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PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L I F U R N , ° the Implementation of the Strategic Plan to Address Homelessness Encampment Clean-Up
Community Improvement Team
Two team members
Focus on shopping cart
F �
r '»
collection, • abatement,
overallencampment clean-up, and

COMMUNITY IMPROWENENT TEAM
beautification
r"' x llt
Reports encam • and
coordinates re "j
17 y
■ CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L 1 F U R N 1 p the Implementation of the Strategic Plan to Address Homelessness Government and legislation Advocacy
HUD Continuum of - Program Supplemental • • to Address Unsheltered and Rural Homelessness
$322 million announced on July 22,
' 1
22 Cooperative application with Regional
Task Force on Homelessness
Vista F.4 1• ..j sty -4Y r �`;,7 t^,' i Master - • • Rapid s
a5�,:r•�lgll� e •' � � . .,�: - i,1'� a�` Zip •t„/- �'� `; Rehousing Rental . .1 P • • rams
Z • M a+ *,, proposed
$1,051,1. 1 .1 r A`�. , S.r4•,ej,
1 6/4 for 3-year •
/ grant
v
Expected to begin September 2023

CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L I r U R N , ° the Implementation of the Strategic Plan to Address Homelessness Government and legislation Advocacy

CALIFORNIA'S CARE COURT
C-9mmt.inrty ka.9istawp-,Reeo-vefy and Empowefinen t rCARE)Court is C,prerrrpr Ne wwm':5 new ptarp to ge t Cafiforrifians to crisis off the streets and info hovs'r . tMatment, and cage.

ACTING EARLY TO GET PEOPLE SETTING THEM UP WITH AN TILE SUPPORT THEY NEED INDIVIDUALIZED CARE PLAN
CARECourt ISadned at helping Cslllofnswa who CAFE CAme corrie-eta a person with a care team arm sufforing from un1:mR1cd mcrital fraaith and in Iha rommunity and can nduda Glinica4y aubstance use chowders Leading to pr$aorlbed,indry1dusL4zed treelrrrenl w1h hgnwlas!sn45S.InGarGwp n w-prS4. supR-prtivv"rvkv*.!stabiLising maWiG#kWn.

Each person Is connected mth a court-ordered and a hausrrg pFxL Care P1ar1;0Md$uppor4Lt lqr up la 24 months

CITY OF VISTA

CITY PH1: Authorizing Permanent Local Housing Allocation and Update on C A L I F 0 R IN the Implementation of the Strategic Plan to Address Homelessness Secure Shelter Beds
Shelter Beds
• Last 12 months: 53 Niunber of Nights of Shelter per CLent per Stay, 2021-2022 North San Diego Bridge Housing
unduplicated individuals `ii-683'

32.1%
stayed for 3,015 nights of 300% 26.5%

27.5%
shelter 25.0%

22.5% 22.3%
• 82% utilization 20.0%

17.5%

15.0%
• Since Plan adoption : 96 z12.5%

10.0% 9.4%
unduplicated individuals 7.5% 6.3%

5.1%

5.0%
stayed for 5,769 2.6%
OA%

0.0% �
• 79°% utilization Oto2 3to6 Ito 29 30to 89 90 to 179 180 to 364 365 to 729 NumOe of Nights
20 CITY OF VISTA

PH1: Authorizing Permanent Local Housing Allocation and Update on

CITY OF VISTA
° A L I F U R N , ° the Implementation of the Strategic Plan to Address Homelessness Secure Shelter Beds
Safe Parking
Jewish Family Services
Provides a safe and reliable
place to park at nightx
i
Basic needs . •
management case
provided
.
25 parking spaces
+ -
days a week
21 CITY OF VISTA

A YEAR IN REVIEW:

CITY OF VISTA

SOCIAL WORK
�maoz - ,iionozz
Exo us ery, INC

23 WHO WE SERVED
196 Unduplicated clients 358 Unduplicated clients 82.7%increase 217 Duplicated clients 379 Duplicated clients 74.7%increase 1030 Total contacts 2229 Total contacts 116.4%increase

24 Race Ethnicity
0 100 200 300
0 50 100 150 200 250 300
Other 4
American Native 7 Unkno
Pacific Islander/Other Asian 9 wn 7
Not
African American 32
Hispan
White 293
is 238
Hispan
None Reported 13
is 113

25 Gender Age
Iq 15% 7%
44%
34%
56%
44%
Female ■ Male 1 R-74 ■ ?.5-39

26 Reasons Leading to Homelessness
Since October 2020,COV SW has
collected clients'self-report of reasons 60 - leading to homelessness. It is important 50
to note that homelessness cannot be
deduced to one singular reason and is a 40
result of multiple personal,social,and 30
systemic barriers. 20
In PY1,the top 3 reasons reported were 10
Substance Use,Housing,and Income. 0 ' — e
In PY2,the top 3 reasons reported were •ti° ° �fic°� Housing,Other,and Support System.

PY1 ■ PY2

27 REFERRALS
In PY2, a total of 961 referrals were made which was a 58.8% increase from PY 1 total of 605 referrals.
300
250
200
150
100
50 0
1 bS�bs� �fis�o
PY1 0 PY2

88 BRIDGE

HOUSING

RESERVATIONS
0 1,041 nights
o 49 Unduplicated individuals
o Length of stay/reservation ranges from
1-day to 21-days
o 26 Successful exits from motel bridge
housing to emergency shelter,
substance use disorder treatment,
permanent housing, family
reunification

29 HIGHLIGHTS
HOUSING NAVIGATOR BRIDGE MOTEL HOUSING ERF EXPANSION • Hired in January 2022 Temporary bridge housing 0 Encampment Resolution • Increased shelter/housing to emergency shelter, Grant April 2022 placements by 150%from substance use disorder 0 Increased staffing by (2) PY1 to PY2 treatment, and permanent Care Managers, (1) • Reduced caseload intensity housing Housing Navigator, and by splitting case 030 Successful exits (1) Community Health management and housing 0 Developed partnership Worker responsibilities with 5 motel vendors Increased vehicle count from (2) to (3)

30 SUCCESS STORY
In August 2022,a family of 8 (2 adults, 6 children)was referred to City of Vista Social Work due to imminent risk of homelessness.The family had maxed out COVID-19 rental assistance on their 2-bedroom apartment and had received an eviction notice to vacate by 9/1/22.The family faced significant barriers such as limited income, immigration status,minimal local support systems, and lack of affordable housing.As a result of the household's immigration status,they did not qualify for permanent housing programs.COV-SW Care Manager and Housing Navigator worked with the household to come up with alternative solutions to prevent homelessness resulting in family reunification outside of California.An extension to vacate the property was granted through 10/1/22 to facilitate successful housing placement. (father)and (mother)contacted a family friend living out-of-state who agreed to secure housing for the family of 8 and provide employment opportunity,but the household would need to pay for moving expenses.COV-SW Housing Navigator collaborated with the family friend to confirm and secure the family's transition.With the approval of the City of Vista,COV-SW was able to pay for a POD to transport the family's belongings so they could be housed with dignity upon arrival to their new home. and drafted a budget for gas and food using their own income to travel across the country.On October 1,2022,the family began their travels and arrived at their new home on October 6,2022.COV-SW staff remained in touch with the family over the next two months to ensure they were connected to local social services.The family of 8 are now experiencing financial, emotional, and physical peace in their 4-bedroom home.

THANK YOU
Noelani Dizon-Oathout
[email protected]
Vista Homeless Outreach
Team
[email protected]

CITY OF VISTA

C A L I F O R N I A
December 2022

CITY OF VISTA

Vista City CouncilDecember 13, 2022

Vista City Council
December 13, 2022