cc 2023 AR 12/07 homeless strategic plan update — Vista City Council, December 7, 2023

ACTION:
____________________________
Clerk/Secretary
Department: City Manager Item No: D1
Prepared by:

Jonathan Lung,
Homeless Services Program Manager Meeting Date: December 7, 2023 Approved by:

Imelda Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Discussion
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
RECOMMENDATION: Receive an update on the implementation of the Strategic Plan to Address Homelessness.

CORRELATION TO CITY COUNCIL GOALS: Homelessness and Housing, and Public Safety.

PRIOR ACTION: On November 14, 2023, adopted City Council Resolution No. 2023-195, approving a First Amendment with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista; adopted City Council Resolution No. 2023-196, approving the First Amendment to the agreement with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista; and adopted City Council Resolution No. 2023-202, amending the Operating Budget for Fiscal Years 2023/24 and 2024/25, and amending the Capital Project Budget for Fiscal Years 2022/2023 and 2023/24 (Vote: 5-0).

On September 26, 2023, adopted City Council Resolution No. 2023-171, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista, and directed staff to provide monthly reports on funding used and meetings attended; adopted City Council Resolution No. 2023- 172, approving a Master Lease and Request for Proposals for the Buena Creek Navigation Center subject to property inspection and proof of section one clearance and with the addition of an annual accountability clause, transit passes upon request, pre-entry health screening, lockers for medications, security cameras, and pest management in the RFP; and adopted City Council Resolution No. 2023-173, amending the Operating Budget for Fiscal years 2023/24 and 2024/25 (Vote: 5-0).

A comprehensive list of prior actions is included as Exhibit 1.

STATEMENT ON THE SUBJECT: 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 elsewhere 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:

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
12/07/2023 D1 Page 1 of 54

MEETING DATE: December 7, 2023 PAGE 2

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS

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 has evolved. As noted above, the Strategic Plan is a living document with flexibility to best meet community needs. Through the end of October 2023, Strategic Plan contracts have totaled $4,594,748.20 in services and resources to support the three Strategic Plan goals.

Strategic Plan Goal Amount Contracted
Prevent Homelessness $ 537,137.20
Improve Quality of Life $ 440,000.00
Reduce Homelessness $ 3,617,611.00
Total $ 4,594,748.20

Activity Service Provider Strategic Plan
Goal
Contract
Amount Expended
Encampment Resolution
Grant - Restoration and
Mitigation
City of Vista Public
Works
Improve Quality
of Life $ 125,000.00 $ 103,452.30
Safe Parking
Jewish Family
Service of San
Diego
Improve Quality
of Life $ 315,000.00 $ 88,646.15
Encampment Resolution
Grant - Outreach and
Engagement
Exodus Recovery Reduce
Homelessness $ 1,230,452.00 $ 769,065.74
Social Worker - Outreach
and Engagement Exodus Recovery Reduce
Homelessness $ 1,537,159.00 $ 861,994.18
Shelter Beds Alliance for Regional
Solutions
Reduce
Homelessness $ 800,000.00 $ 638,320.95
*Motel Voucher Program Interfaith Community
Solutions
Reduce
Homelessness $ 50,000.00 $ 50,000.00
*Homeshare Elderhelp of San
Diego
Prevent
Homelessness $ 97,027.85 $ 97,027.85
*Homeless Prevention
Pilot Program
North County
Lifeline
Prevent
Homelessness $ 440,109.35 $ 440,109.35
*No longer operating TOTAL $ 4,594,748.20 $ 3,048,616.52

During the past six months, funds allocated towards the Strategic Plan goals have significantly increased with the addition of American Rescue Plan Act (ARPA) funds, State Earmark funds, and Year-End Fund Balance appropriations.
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MEETING DATE: December 7, 2023 PAGE 3

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS

Strategic Plan Goal Amount Appropriated
Prevent Homelessness $ 1,400,000.00
Reduce Homelessness $ 10,500,000.00
Total $ 11,900,000.00

Activity Service Provider Strategic Plan Goal Appropriation Total Housing Assistance TBD Prevent
Homelessness $ 1,400,000.00
Homeless Shelter
Acquisition City Manager's Office Reduce
Homelessness $ 4,500,000.00
Buena Creek Navigation
Center TBD Reduce
Homelessness $ 5,000,000.00
Continuing Safe Parking Jewish Family Service
(Expected)
Reduce
Homelessness $ 1,000,000.00
TOTAL $ 11,900,000.00

Vista Homelessness Working Groups. The formation of the Internal Homelessness Working Group with the adoption of the Strategic Plan was intended to promote 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 Group included 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, including the Community Improvement Team. Members of the Vista Sheriff's Community Oriented Policing and Problem Solving (COPPS) team and representatives from Caltrans also participated in Group meetings to achieve those same goals with those close-working government agency partners of the City. The Group met 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.

With the gradual expansion of Strategic Plan partners and at the direction of City Council, local service providers, both contracted and not, had also begun to be invited to attend these meetings. As the Group grew over time and represented organizations expanded, the Group began to lose its focus as outlined in the Strategic Plan and the Group was restructured to comprise two separate groups: the Internal Homelessness Working Group and Vista Homelessness Service Providers Group.

The Internal Homelessness Working Group (Internal Group) includes City staff and representatives from COPPS and Caltrans. The Internal Group focuses on the encampment cleanup and governmental and legislative advocacy strategies of the Strategic Plan. The first Vista Homelessness Service Providers Group meeting was held on October 19, 2023, and consisted of representatives from the Alliance for Regional Solutions, Alpha Project, Catholic Charities, Community Resource Center, Exodus Recovery, Jewish Family Service, North County Transit District, Operation Hope, PATH, Regional Task Force on Homelessness, and Vista Unified School District. This group focuses on the homelessness prevention, home share, shelter bed, and outreach strategies of the Strategic Plan. This group will also conduct case conferencing to coordinate care for clients utilizing services through multiple service providers. 12/07/2023 D1 Page 3 of 54

MEETING DATE: December 7, 2023 PAGE 4

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS

The meeting notes from all Vista Homelessness Working Groups since the June 1, 2023, Strategic Plan Update Workshop are included as Exhibit 2.

Homelessness Prevention. During the June 1, 2023, Strategic Plan Update Workshop, staff presented final statistics of the Homelessness Prevention Pilot Program, which administered $334,482 to prevent 294 Vista residents from losing their housing and was funded with two one-time funding sources that have been exhausted. At the direction of City Council, staff have identified and reallocated $1.4 million of unused American Rescue Plan Act (ARPA) funds to fund an ongoing rental assistance program to promote the Homelessness Prevention strategy of the Strategic Plan.

The purpose of the Vista Emergency Housing Assistance Program (VEHAP) is to provide financial assistance and housing stability to low-income Vista families and individuals who are at risk of losing their housing.

Services can include rental assistance, mortgage assistance, utility assistance, assistance paying delinquent property taxes, counseling and legal aid to prevent eviction and homelessness & emergency programs or services for homeless individuals, including temporary residences for people experiencing homelessness.

Applications will be accepted on a first-come, first-serve basis, and awards shall not exceed $10,000 per household. A maximum of six months of assistance will be awarded per household.

A Request for Proposals (RFP) was published on October 12, 2023 to solicit a service provider to administer the program, which closed on October 27, 2023. No proposals were submitted in response to the RFP and staff have moved to an informal bid process and are soliciting various community partners directly to solicit proposals. As of the writing of this report, staff have presented the RFP to three local service providers who are considering a proposal. Staff anticipates bringing the service contract to the City Council in January, 2024, and beginning these services immediately thereafter.

Home Share Coordination Services. The City of Vista previously contracted with Elderhelp of San Diego to provide home share services in support of the Home Share strategy of the Strategic Plan. Based on minimal outcomes of the contracted work, the contract for services with Elderhelp of San Diego was terminated on July 8, 2023.

At the end of the contracted services with Elderhelp of San Diego, staff contacted Townspeople, a non-profit organization based in San Diego, to consider a new home share project in Vista. Townspeople is currently implementing their San Diego Shared Housing Collaborative (SDSHC) program, which aims to connect individuals experiencing homelessness with compatible housemates and rental housing through an online matching platform. In response to an initial meeting, Townspeople submitted a proposed scope of services which described what home share services they could administer specifically for Vista residents experiencing homelessness. These services included an online platform for roommate matching; landlord engagement to identify and educate potential housing suppliers to support the program; supportive services for clients which include case management, housing navigation, and housing stability counseling. Flexible funds were also included in the proposal to accommodate temporary motel stays, facilitating housemate meet-ups, move-in and utility support, and other needs as identified during program administration.

At the same time, the Regional Task Force on Homelessness (RTFH) released a Super Notice of Funding Opportunity (Super NOFO), a simplified process that streamlines guidelines, applications and funding sources into a single application, which closed on October 31, 2023. City staff submitted an application to fund the proposed Vista Townspeople home share project for two years, which totals $1,017,338. At the time of the writing of this report, awards for the Super NOFO have not been announced, but are expected in December 2023.

12/07/2023 D1 Page 4 of 54

MEETING DATE: December 7, 2023 PAGE 5
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
Encampment Clean-Up. Between October 1, 2022 and September 30, 2023, a total of 214 homeless encampments on private property were reported to Code Enforcement and 205 of those encampments were resolved by the property owner. The Community Improvement Team has strengthened collaboration with Code Enforcement, Stormwater Division, Sheriff's Department, Fire Department, Public Works Department, CalTrans, and City contractors to ensure encampments do not interfere with pedestrian mobility along City right of ways and enforce environmental protection of the biological preserve overlay (BPO) areas. Between October 1, 2022, and September 30, 2023, 39 tons of trash were collected from the BPO areas along Hacienda Drive and 12 tons of trash were collected in the remaining areas of the city. During this period, a total of 106 unduplicated individuals were engaged by social workers in the Hacienda BPO. Of those 106 individuals engaged, 27 were placed into either a treatment facility, shelter, or housing.

Reports for citations and encampment cleanup are included as Exhibits 3 and 4.

Governmental and Legislative Advocacy. Staff continues to monitor federal, state, and local funding opportunities in alignment with the Strategic Plan to Address Homelessness. Recent legislative bills and laws that staff are monitoring include the following:

On September 30, 2023, Senate Bill 567 was signed into law which added protections for California renters to the 2019 Tenant Protection Act for no-fault just cause evictions. SB 567 requires that if a tenant is evicted with the intention that the owner or owner’s family member(s) occupy the property, that person must occupy the property for a minimum of 12 continuous months as the person’s primary residence. Tenants displaced due to demolition or substantial remodel of the property must be provided with a description of the substantial remodel to be completed and the expected duration of the repairs, or the expected date by which the property will be demolished, and a copy of permits required to undertake the substantial remodel or demolition. SB 567 becomes effective on April 1, 2024.

On October 10, 2023, Senate Bill 43 was signed into law which expands the definition of “gravely disabled” for purposes or either placing a person on an involuntary hold or conservatorship. The new definition of “gravely disabled” includes individuals with either a severe substance use disorder, or a co-occurring mental health disorder and a severe substance use disorder, and individuals who, due to a mental health disorder or one of the two above conditions, are unable to provide for their personal safety or necessary medical care. Expert witness statements under SB 43 will also be admissible when testifying at a hearing considering the matter stated. SB 43 authorizes counties to defer implementation of these provisions to January 1, 2026.

On October 11, 2023, Assembly Bill 12 was signed into law, which prohibits landlords from charging more than one-month’s rent for security deposit. Small landlords that own two or fewer properties with no more than four units are exempt from AB12 and landlords may still seek damages from tenants responsible for harm to the property that exceeds the security deposit total. AB12 becomes effective on July 1, 2024.

On October 24, 2023, the San Diego Delegation of federal Congress representatives submitted a letter to the Department of Housing and Urban Development to urge the reevaluation of Continuum of Care (CoC) funding allocation calculations which are believed to be unfair to San Diego. The region has the nation’s 8th largest homeless population but receives the 14th highest level of funds. CoC funds track the CDBG formula (dating to 1977) which favors factors like the age of housing. New communities and new housing stock since then are at a disadvantage. The Delegation believes that changing the CDBG/CoC allocation methodology would make sense, however that would create a massive redistribution of federal funds and therefore a major political/policy negotiation. The letter is included as Exhibit 5.
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MEETING DATE: December 7, 2023 PAGE 6
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
Secure Shelter Beds.

Alliance for Regional Solutions: On September 12, 2023, City Council held an emergency meeting to discuss reports from Vista HOT that the emergency shelters within the Alliance for Regional Solutions Shelter Network (Alliance), which the City contracted up to 10 prioritized beds with $200,000 annually, were experiencing capacity issues that precluded Vista residents experiencing homelessness seeking shelter from placement. On September 26, 2023, the City Council approved a new contract not to exceed $200,000 for 12 months which reimburses the Alliance for actual bed nights utilized by Vista residents at shelters within their network. The contract also requires monthly reports which describe all referrals, both successful and unsuccessful, and daily notifications of bed availability. This contract will be in effect from September 27, 2023, through September 26, 2024.

Between October 2022 and September 2023, the following shelters within the Alliance network were utilized as follows:
•Haven House: 17 clients for a total of 804 bed nights. •La Posada: 27 clients for a total of 1,535 bed nights. •Operation Hope: 3 clients for 570 bed nights.

Cumulative reports for this period are included as Exhibit 6.

Safe Parking: On Friday, August 28, 2023, Jewish Family Service opened the Safe Parking Program lot and began accepting clients for screening and enrollment. Since opening through the end of October 2023, the program has enrolled 35 individuals in 29 households. Of these 29 households, 9 reported Vista as their immediately prior place of residence, 13 from northern San Diego County, and seven from outside northern San Diego County.

The most recent Safe Parking Program report with data through the end of October 2023 is included as Exhibit

7. Buena Creek Navigation Center: On September 26, 2023, the City Council approved a master lease agreement to lease properties located near the Buena Creek Transit Center to be used as a navigation center and an RFP to solicit an operator of the navigation center. The RFP as drafted by staff included a timeline which selected an operator on November 22, 2023, and a contract to be recommended to City Council on November 28, 2023.

However, the master lease agreement was approved contingent on the completion of a building inspection and “Section One” clearance to identify any termite infestation. In preparation for these two requirements, the property owner began substantial renovations to improve the condition of the properties. These renovations delayed the approval of the master lease agreement and RFP timeline by approximately two months. Staff will return to the City Council to recommend a contract with the selected operator on January 9, 2024.

Social Worker Outreach and Housing Navigation. On September 30, 2023, the City completed its third year of a contract with Exodus Recovery for homeless services which include street outreach, case management, housing navigation, and rental assistance for Vista's unsheltered community. This work is leveraged with in kind resources through the Encampment Resolution Fund grant from the California Interagency Council on Homelessness. Exodus staff work in close coordination with the City's Code Enforcement, Public Works, Stormwater, and Housing & Homeless Services 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 workers continue to perform targeted outreach and scheduled appointments to encampment sites and individuals experiencing homelessness throughout the City through direct services and assist clients with 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- 12/07/2023 D1 Page 6 of 54

MEETING DATE: December 7, 2023 PAGE 7
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS
SPDAT assists in determining risk and prioritization when aiding individuals experiencing or at-risk of homelessness.

Between October 1, 2022, and September 30, 2023, Exodus Recovery served a total of 441 individuals experiencing homelessness in Vista, with 289 of those individuals contacted for the first time by Exodus and 167 enrolling for services. Clients who enroll for services with Exodus become eligible for direct assistance, including rental assistance and motel vouchers. During this reporting period, Exodus staff assisted 27 households in obtaining and maintaining stable housing. Within these 27 families were 36 adults and 35 minors.

Within this reporting period, 853 referrals for services were made, with the top two referrals made for benefits assistance and shelter transition. A total of 104 clients received 179 referrals to shelter, with clients accepting 70 percent of shelter referrals and 30 percent declining. Referrals were offered between one and nine times to each client, with an average of two referrals per client.

The comprehensive Annual Report for the Exodus outreach programs is included as Exhibit 8.

FISCAL IMPACT: Discussion of the Strategic Plan to Address Homelessness 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 allocations.

EXHIBITS:

1.Prior City Council Actions

2.Vista Homelessness Working Groups Meeting Notes

3.Code Enforcement Homeless Cases

4.Encampment Cleanup Tracker

5.San Diego Federal Delegation Letter to HUD

6.Alliance for Regional Solutions Shelter Bed Utilization Reports

7.Safe Parking Report Through October 2023

8.Exodus Annual Report
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STRATEGIC PLAN TO ADDRESS HOMELESSNESS
Prior City Council Actions
On November 14, 2023, adopted the following City Council Resolutions:
•No. 2023-195, approving a First Amendment with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote: 5-0) •No. 2023-196, approving a First Amendment with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0) •No. 2023-202, amending the Operating Budget for Fiscal Years 2023-24 and 2024-25 and amending the Capital Project Budget for Sical Years 2022-2023 and 2023-24 as revised by City Council (Vote: 5-0), which include:
o $4.5M for acquisition of a homeless shelter
o $50,000 for emergency shelter additions
o $1M for continuing Safe Parking
On September 26, 2023, adopted the following City Council Resolutions:
•No. 2023-171, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista and directed staff to provide monthly reports on funding used and meetings attended (Vote: 5-0)
•No. 2023-172, approving a master lease and request for proposals for the Buena Creek Navigation Center subject to property inspection and proof of section one clearance and with the addition of an annual accountability clause, transit passes upon request, pre-entry health screening, lockers for medications, security cameras, and pest management in the RFP (Vote: 5- 0)
•No. 2023-173, amending the Operating Budget for Fiscal years 2023-24 and 2024-25 (Vote: 5-0).

On September 12, 2023, discussed the status of the City’s homeless shelter program, proposed changes to the agreement for shelter beds, and options for expediting the opening of the non-congregate shelter and directed staff to bring necessary items to the City Council at the September 26, 2023 meeting (No Vote).

On August 8, 2023, adopted City Council Resolution No. 2023-146, approving the reallocation of unused American Rescue Plan Act Funds to provide a Rental Assistance Program and directing staff to increase the annual income limit from 60% to 65% area median income (Vote: 5-0).

On June 27, 2023, adopted City Council Resolution No. 2023-113, approving a first amendment to the agreement with Exodus Recovery, Inc. to provide a licensed clinical social worker (Vote: 5-0).

On April 25, 2023, authorized participation in the Capital Emergency Housing Solutions Grant Program (Vote: 5-0).

On April 25, 2023, approved the First Amendment to the Agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).

On February 14, 2023, authorizing the application for the encampment resolution Funding round 2 (ERF- R2) Grant from the Interagency Council on Homelessness (CAL ICH) (Vote: 5-0). 12/07/2023 D1 Page 8 of 54
EXHIBIT 1

On January 10, 2023, approving an agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).

On January 10, 2023, approving an affordable housing agreement by and among the Community Development Commission of the City of Vista, The City of Vista and Santa Fe Senior Village, LP, a California Limited Partnership (Vote: 5-0).

On December 13, 2022, authorizing the application and adopting the PHLA Plan for the PLHA Program (Vote: 5-0).

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 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 discussed the following:
•Directed staff to review safe camping and safe parking and bring back recommendations at a future City Council meeting (Vote 4-1, Ritter opposed). •Discussed Year-round Shelter and Operator Request for Proposal. Directed staff to finalize an RFP to develop and operate a year-round shelter in Vista, based on the City Council input provided (No Vote).

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). 12/07/2023 D1 Page 9 of 54

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).

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). 12/07/2023 D1 Page 10 of 54

On March 6, 2018, held a workshop and, by consensus, identified top priority goals for Fiscal Years 2018/ 19 and 2019/ 20 (No Vote).
12/07/2023 D1 Page 11 of 54

Vista Homelessness Working Group
Meeting Agenda
July 27, 2023
2:00-3:30pm
I.Welcome & Purpose
•Brief Roundtable Personal Introductions
Name Organization Title
Sergio Sauceda City of Vista Housing & Homelessness Staff Assistant
Aldo Hernandez City of Vista Public Works Supervisor
Chris Arce City of Vista Public Works Operations Manager Jon Nottage City of Vista Stormwater Program Manager
Clifford Morris Alpha Project Supervisor
Clarence Rich City of Vista Code Enforcement Manager
Kendene Thomas Exodus Recovery Housing Navigator
Jamie Clark Exodus Recovery Homeless Outreach Team Program Director
John Conley City of Vista City Manager
Jonathan Lung City of Vista Homeless Services Program Manager Jose Heredia City of Vista Community Improvement Team
Javier Hernandez City of Vista Community Improvement Team Johannah Knieff City of Vista Housing & Homelessness Senior Office Specialist
Daniel Sturman PATH Homeless Outreach Program
Manager
Beatrice Maleno San Diego County Department of
Homeless Solutions and
Equitable Communities
Program Specialist II
Casey Drown Caltrans Encampment Superintendent
Samantha Stone RTFH Regional Outreach Coordinator
Chris Avila AV Vista Victory Homes
Nichole McCune Jewish Family Services Director of Safe Parking Brain LaPolla Jewish Family Services Safe Parking Program Manager Bret Davidson City of Vista Deputy Fire Chief
Leila Sadrieh City of Vista Environmental Specialist II Leonard Sauceda Caltrans Encampment Manager
II.Presentation
•Victory Homes
12/07/2023 D1 Page 12 of 54
EXHIBIT 2

i.Chris will share informational materials with Jonathan for distribution

1.This will have referral info as well
ii.Immediate openings for women’s beds
III.Discussion
•Schedule of regular outreach efforts across agencies
i.County Social Workers &NCTD Wednesdays with Vista HOT Team ii.Calvary Chapel every Friday- establishing regular clientele iii.PATH- Vista library 1x/month
iv.Exodus- every Tuesday/Friday
v.CalTrans- every Friday (with Exodus)
vi.Hacienda BPO- fence almost complete, area 90% cleaned •No trespass signs and webpage
i.Sycamore/University area showing noticeable improvements ii.Expanding to Williamston/Vale Terrace
iii.May begin expanding into parks, alternating clean up dates iv.Private Property: Owners receive notices/citations for trash and debris

1.Mirror “Letter of Agency (Trespass Arrest Authorization)” web form from City of San Diego to allow

2.Authorization lasts 12 consecutive months, allowing sheriff’s department to enforce on property
•COPPS night shift hours
i.Night shifts to address trespassing reports in later hours on private property ii.Coordinate accordingly to ensure availability
•Shelter beds
i.Interfaith will be opening their family shelter in 1-2 months ii.Oceanside navigation center opening up to oceanside clients iii.Oceanside HOT/Oceanside Interfaith
iv.Starting August 1- City of San Diego will begin enforcing encampment ban

1.May start to see new faces coming north as a result
v.Interfaith shelter intake event August 15 @ Escondido location IV.Updates from each department/agency represented at the meeting Each Working Group member to provide a brief update of any activities or interactions within your department/division, collaborate, pose questions, identify upcoming opportunities, etc. •Code Enforcement:
o Private property owner with 6 citations (vacant lot next to green oak ranch) to be taken to City Council
•Attorney:
o Currently looking into similar process to weed abatement fees in response to unresponsive owner citations
•Housing & Homelessness:
o Resource Event! Partnering with NCTD & DA’s Office to provide Homelessness services including homeless court. August 18th, 9:00am-2:00pm @ Vista Village Sprinter Station
•RTFH:
o Clarity in HMIS will begin recording location- will be a required part of any entry 12/07/2023 D1 Page 13 of 54

V.Overview of Strategic Plan Activities in Progress
•Rental Assistance
o Will be assisting families up to 60% AMI with up to $10,000. Support up to double deposit, eligible for up to three months of support with rent/utilities. Going to City Council August 8th. We love public comment, please come if you are able. RFP will go out for a contractor.
•Safe Parking
o Applications anticipated 3rd week of August
o Looking to partner with showers
o TrueCare Mobile Health
o Food pantry @ All Saints every 3rd & 4th Saturday
o Mobile laundry- lived experiences. Operates at Carlsbad on Tuesdays Would need power source and water
o Will prioritize referrals from community partners and Vista residents •Non-congregate shelter/navigation center
o County property
o 18 units for Vista, 6 units for Encinitas
o Funding from Senator Blakespear’s office
o RFP for operator
o 3-year Master Lease
•Home share
o Contract has been ended per council direction. We are considering different possibilities to meet this need. Potentially landlord engagement •Working Group restructure
o One group for local partners, one group for internal city staff o New invite today or tomorrow
•Housing Programs Manager
o Anticipating start date on August 14th
VI.Next meeting
•September 28, 2023
2:00-3:30pm
12/07/2023 D1 Page 14 of 54

Vista Homelessness Working Group
Meeting Agenda
September 21, 2023
2:00-3:30pm
I.Welcome & Purpose
Name Organization Title
Sergio Sauceda City of Vista Housing & Homelessness Staff Assistant
Aldo Hernandez City of Vista Public Works Supervisor
Rob Anderson City of Vista Recreation Manager
Imelda Huerta City of Vista Assistant City Manager
Faye Gray City of Vista Economic Development Specialist Clarence Rich City of Vista Code Enforcement Manager
John Conley City of Vista City Manager
Jonathan Lung City of Vista Homeless Services Program Manager Jose Heredia City of Vista Community Improvement Team
Javier Hernandez City of Vista Community Improvement Team Johannah Knieff City of Vista Housing & Homelessness Senior Office Specialist
Bret Davidson City of Vista Deputy Fire Chief
Leila Sadrieh City of Vista Environmental Specialist II Sam Anderson San Diego County Sheriff COPPS Deputy
Jorgen Pederson San Diego County Sheriff COPPS Deputy
Casey Drown Caltrans Encampment Superintendent
Leonard Sauceda Caltrans Encampment Manager
II.Discussion
•Asylum refugee drop offs
o Border Patrol dropped off 200 asylum seekers at various transit centers in El Cajon, Oceanside, and San Diego
o Link to news article
o Interfaith is heading the efforts to assist, however we will continue to refer to Exodus who will then refer to Interfaith if needed.
•Blocking access to box culverts
o Discussion of k- rails or flood gates
o Consider safety measures and trash pile-up when there is rain and subsequent flooding
o City Manager’s Office to follow up with Engineering Department regarding k- rails or automated flood gates
•Notice of cleanup signs
o Noticeable changes after placement on Sycamore
12/07/2023 D1 Page 15 of 54

o Consider placement for next location(s)

III. Updates from each department/agency represented at the meeting Each Working Group member to provide a brief update of any activities or interactions within your department/division, collaborate, pose questions, identify upcoming opportunities, etc. • Caltrans
o Collected 20 cubic yards of trash last month, noted this seems to be an increasing issue citing flooding from recent rain as a contributor to trash accumulating o Identified Vista Village as a “hot spot” location (Hacienda BPO) o Cut-resistant fencing has been highly effective, though it is expensive at ~$180/linear foot
 Would need to look into grant funding for implementation for Vista-owned fencing
• Sheriff’s Department
o Have also noticed less encampments along Sycamore, but more around Vista Village o Sheriff’s department have also noticed increased in trash  Discussion around trash as a hazard to environment/waterways while also being considerate to those who rely on dumpsters for food and shelter • Recreation and Community Services
o 4 recent break ins, dumpster diving, issues in ball field dug outs. Rule violations occur after park hours, so are difficult to enforce. Notice of Cleanup signs would be difficult to enforce because parks are public facilities
o Consider installing additional lighting and/or noise deterrents • Public Works
o 37 encampments cleaned this summer, 84 total this year  Total of 40 tons of trash and 150 labor hours
• Code Enforcement
o 16 active cases, discussed those involving homelessness • Fire Department
o Runs report regarding calls for services for homelessness related issues every 6 months, will provide at next opportunity
 Estimates an average of 3 calls related to individuals experiencing homelessness per day

IV. Overview of Strategic Plan Activities in Progress
• Rental Assistance
o $1.4 million in ARPA funds, RFP coming soon
• Shelter Beds with Alliance
o Haven House & La Posada are local low-barrier shelters that are contracted with the City of Vista through Alliance for Regional Shelters
 Have been at capacity for a while
 Will be restructuring Alliance contract on a “per diem” type basis • Buena Vista Navigation Center
o Non-congregate shelter in partnership with the City of Encinitas  24 units total- 18 for Vista, 6 for Encinitas
 Senator Blakespear granted ~$5 million for this project • Safe Parking
12/07/2023 D1 Page 16 of 54

o Accepting referrals: 858-637-3373, leave a voicemail to be contacted for an appointment
o In operation for one full month with 15 participants served o Majority college students or older adults on fixed income o Have noted some participants have traveled from far distances just for our program, this means its working!
o Will need to cone off Safe Parking spots prior to “Vista Block Party” event on October 14th
•Home share
o Recently ended contract with ElderHelp and looking for new providers o Discussion regarding multiple vouchers per unit in a home share setting, can put individuals over qualifying income. Will need to ensure providers can accommodate for that in RFP
V.Next meeting
•November 16, 2023
2:00-3:30pm
12/07/2023 D1 Page 17 of 54

Vista Homelessness Service Provider Meeting Minutes
October 19, 2023
2:00-3:00pm
I.Welcome & Purpose
MaryLynn McCorkle Manager Alliance for Regional
Solutions
Clifford Morris Outreach Coordinator Alpha Project
Antionette Fallon Director of Homeless Services Catholic Charities Jonathan Lung Homeless Services Program
Manager
City of Vista
Johannah Knieff Senior Office Specialist City of Vista Eric Bunge Housing Program Manager City of Vista
Miranda Chavez Director of Social Services Community Resource Center Sandra Wieder Administrative Manager Exodus Recovery
Nolan Heft Program Assistant Exodus Recovery
Tina Snook Senior VP for San Diego Programs Exodus Recovery Mike Phillips Senior Director of Patient Advocacy
and Housing Services
Jewish Family Services
Chris Edwards Senior Director of Community
Impact
Jewish Family Services
Elizabeth Perez Safe Parking Program Site
Supervisor
Jewish Family Services
Mary Balderrama Transit Planner North County Transit District Jimmy Figueroa Executive Director Operation HOPE
Diana Garcia Director of Programs Operation HOPE North
County
Daniel Sturman Program Manager PATH
Susan Bower Local Government Liaison Regional Task Force on Homelessness
Joan Faus Coordinator of Student Support
Services
Vista Unified School District
II.Discussion
•Interfaith Shelter open in Escondido
o New shelter representative enrolling new families- unable to attend today.

Opened 10/17/2023. Have been added to the shelter tracking sheet o Intake criteria will be shared next meeting
•Data Reporting for Shelter Bed Referrals
o Goals- consistent, reliable data & case conferencing
12/07/2023 D1 Page 18 of 54

o Considerations for keeping accurate without double reporting and being mindful of paperwork for staff and residents
o How to mitigate inconsistencies in reporting- meet monthly to compare and address discrepancies as needed
▪ Meet monthly to compare and address discrepancies as needed ▪ Public meeting minutes, but will need to ensure client privacy ex) we discussed x number of cases and here are some success stories ▪ Exodus has volunteered to host and collect minutes
o Operation HOPE shelter bed reporting varies from Haven House & La Posada ▪ Available rooms versus available beds
▪ ex) If there are 4 beds in a family room that is occupied by a family of 3, the 4th bed is unavailable
o By name list is the goal
o Maintaining confidentiality in data rep orting
▪ RTFH has expressed concern that data reported to City of Vista by Alliance has identifiable data and should be withheld
▪ City’s request for data is not from HMIS, even is data is similar ▪ If Alliance or any other agency feels compelled to withhold data, conflicting with Vista contract requirements, will need to substantiate position
• Case Conferencing
o Future Vista Service Providers meetings will begin with group discussion facilitated by City staff. After group discussion and updates are complete, City staff and non HMIS members will leave the meeting for service providers to conduct case conferencing. Anonymized case conferencing notes will be provided to City.

III. Agency Updates
• City of Vista Updates
o Resource Event November 3 @ Calvary Chapel. 7:00am-11:00am ▪ If your organization is interested in attending please see follow up email for details. Please bring your own table/canopy/chairs. o City Council Meeting November 14th
▪ Alliance contract amendment
• Updating Operation HOPE budget and adding rotational shelter and Interfaith family shelter costs
▪ Exodus contract amendment
• Extending PLHA contract, reclassing community health worker to care manager and adding data analyst
o Buena Creek Navigation Center
▪ Tours available for potential vendors Nov 13-17
12/07/2023 D1 Page 19 of 54

▪RFP out now, due November 29. Selection December 21.
▪Press conference scheduled for November 8 @10am
o Emergency Housing Assistance Program
▪RFP out now, due October 27. Selection November 3.
•Upcoming Events
o Veterans Stand Down in Vista this weekend
o Oceanside will be opening new Safe Parking Site
o Senator Blakespear’s Ending Homeless Summit October 26, 8:30 -10:00 o Regional Task Force on Homelessness Conference Dec 5-6 o Regional Task Force on Homelessness Super Notice Of Funding Opportunites is due Monday October 23rd, 2023 at midnight, be sure to apply IV.Next Meeting
•December 14th, 2023 2:00-3:30
12/07/2023 D1 Page 20 of 54

Vista Homelessness Working Group
Meeting Agenda
Vista Room, 2nd Floor
November 16, 2023
2:00-3:00pm
I.Welcome & Purpose
Name Organization Title
Rob Anderson City of Vista Recreation Manager
Chris Arce City of Vista Public Works Operations Manager Bret Davidson City of Vista Deputy Fire Chief
Casey Drown Caltrans Encampment Superintendent
Faye Gray City of Vista Economic Development Specialist Jose Heredia City of Vista Community Improvement Team
Aldo Hernandez City of Vista Public Works Supervisor
Javier Hernandez City of Vista Community Improvement Team Johannah Knieff City of Vista Housing & Homelessness Senior Office Specialist Jonathan Lung City of Vista Homeless Services Program Manager Jon Nottage City of Vista Stormwater Program Manager
Michael Ressler City of Vista Principal Planner
Clarence Rich City of Vista Code Enforcement Manager
Beverly Roxas City of Vista Assistant City Attorney
Leila Sadrieh City of Vista Senior Environmental Specialist Sergio Sauceda City of Vista Housing & Homelessness Staff Assistant Fred Tracey City of Vista Communications Officer
II.Discussion
•Downtown Vista Hot Spot
i.Yellow Deli parking lot, 3 cars and 1 motor home
ii.May need to re-implement daytime outreach if continues •Buena Creek Hot Spot
i.Wildwood Park, Fire Station 6
ii.Discussion surrounding sound deterrent pilot program

1.City Atorney ’s Office has determined that this would not be appropriate to implement. We may consider providing some guidance to private property owners to implement something on their own, but there will be no ini�a�ves from the City to do so.
•Buena Creek Navigation Center referrals/placements
i.Site opening projected for Spring 2024, in partnership with City of Encinitas ii.Will increase shelter availability regionally

1.Will allow citations readily via Martin V Boise

2.City Attorney’s office to provide input on formation of shelter bed availability notifications
iii.Positive & Negative Discharge
12/07/2023 D1 Page 21 of 54

1. Vista, Encinitas, and operator management staff to discuss and determine logistics for discharge location(s).
a. Will get feedback from this group

2. Operator will keep data on where individuals exit to (permanent housing, institution, place not meant for habitation, etc.)

3. Admission to mental/behavioral health and substance abuse agencies are voluntary except in extreme circumstances
iv. Calls for service

1. Will follow up with Sheriff’s Department for numbers specific to this area v. Safety Open House

1. Similar to Safe Parking Program

2. Fire/Sheriff/etc to tour facility and discuss potential concerns • SDSO in unincorporated county
i. This area does fall under the jurisdiction of the Sheriff’s Department’s contract with COV
ii. Sheriff's Department unable to attend due to critical incident, will obtain input at a later date
• Point in Time Count (PIT)
i. January 25th, 2024, 4:00am at North County Lifeline
ii. Communications Team to advertise

IV. Overview of Strategic Plan Activities in Progress
• Strategic Plan CC Update Dec 7
i. Jonathan will be reaching out to departments for reporting metrics • Housing Assistance
i. RFP closed with no proposals
ii. Will go to informal bid process
iii. Potential for internal process

1. “FORWARD” software
• BCNC
i. RFP closes November 29, 2023
12/07/2023 D1 Page 22 of 54

ii.3 site tours with local agencies
iii.May ask Internal Homelessness Group to sit on panel for RFP interviews •Safe Parking
i. Fire Department to provide Thanksgiving Dinner to program participants, Communications Team to coordinate advertising
ii.14 notices of unauthorized parking, tents outside of vehicles iii.Barriers have been extended from site perimeter to parking lot entrance

1.Will be removed at 4:30am, contact Jonathan if difficulty accessing lot. iv.Public Works to provide “Parking Lot Closed” A-frames v.Contact Jonathan to report unauthorized parking (include vehicle description and license plate number)
•Home share
i.Grant proposal has been submitted to RTFH for about $ 1 million •New Management Analyst for Housing & Homelessness Division i.Projected to start December 18, 2023
ii.Will take over External Homelessness/Service Provider Meetings as well as outreach and shelter contracts
V.Next meeting
•January 18, 2023
2:00-3:00pm
12/07/2023 D1 Page 23 of 54

12/07/2023 D1 Page 24 of 54EXHIBIT 3

Page 25 of 54 ends

Page 26 of 54 ends

12/07/2023 D1 Page 27 of 54

Encampment Cleanup Tracker
October 1, 2022 - September 30, 2023
DATE TONS COST CONT. HOURS
10/6/2022 0.15 $0.00 PW 0
10/11/2022 0.5 $568.93 Aztec 0
10/25/2022 0.5 $568.93 Aztec 0
11/14/2022 0.15 $1,080.00 UC 0
11/23/2022 0.5 $758.00 Aztec 0
1/9/2023 0.5 $1,011.52 Aztec 0
2/27/2023 0.5 $1,080.00 UC 8
3/10/2023 0.15 CM 1.5
3/13/2023 0.15 CM 0.75
3/13/2023 0.3 CM 2
3/24/2023 0.15 CM 1
3/27/2023 0.3 CM 1
3/30/2023 0.1 CM 0.25
3/30/2023 0.37 CM 2
4/4/2023 0.1 CM 0.25
4/12/2023 0.1 CM 0.5
4/17/2023 0.6 $1,080.00 UC/CM 3
4/18/2023 15 $3,510.00
4/19/2023 0.15 CM 0.5
4/20/2023 0.05 CM 0.25
4/20/2023 0.75 CM 7
4/21/2023 0.6 CM 7
4/24/2023 0.3 CM 4
4/26/2023 0.15 CM 1
4/27/2023 0.02 CM 0.25
5/1/2023 0.15 CM 0.5
5/2/2023 15 $3,510.00
5/16/2023 0.2 CM 2
5/17/2023 3 CM/UC 10
5/19/2023 0.05 CM 0.25
5/19/2023 0.2 CM 2
5/22/2023 0.1 CM 0.75
5/22/2023 0.05 CM 1
5/22/2023 0.02 CM 0.25
5/23/2023 0.15 CM 2
5/30/2023 0.05 CM 0.25
6/2/2023 0.05 CM 0.25
6/2/2023 0.05 CM 0.25
6/7/2023 0.3 CM 6
6/10/2023 0.15 CM 1
6/14/2023 0.15 CM 1
6/14/2023 0.05 CM 0.5
6/14/2023 0.2 CM 1
6/14/2023 0.15 CM 1
6/17/2023 0.15 CM 2.5
6/21/2023 0.25 CM 1

LOCATION
Breezehill Tunnel(Hacienda BPO)
Tunnel under Shadowridge and Sycamore
S Melrose Tunnel (Hacienda BPO)
1451 Engineer
198 Santa Anita
851 Williamston
718 Sycamore
917 Vale Terrace
S Melrose Tunnel (Hacienda BPO)
S Melrose Tunnel (Hacienda BPO)
La Tortuga/Hacienda (Hacienda BPO)
1370 E Vista Way
Hacienda BPO
250 Robelini
Breezehill Tunnel(Hacienda BPO)
2100 Thibodo
347 Vista Village (Inbetween the back of Burger King &Wave) 986 Vista Village
Hacienda BPO (tunnels)
Hacienda BPO Aztec/UC/CM/CalTrans
Hacienda BPO
Breezehill Tunnel(Hacienda BPO)
851 Williamston
986 Vista Village
Hacienda BPO
Hacienda BPO
Hacienda BPO
Different area of Hacienda BPO
1019 E Bobier
144 Natal Way
600 Hacienda Dr
650 Sycamore/ Creek under Shadowridge and Sycamore
Hacienda BPO Aztec/UC/CM/CalTrans
Palomar Place
Park and Ride/ Sea View Pl
710 Sycamore
Hacienda Dr. & Melrose Dr.

Hacienda Dr BPO
Hacienda Dr BPO
355 Crestview Pl
Hacienda Dr. & La tortuga
Hacienda Dr. culvert down by Breeze Hill Rd.

S.Melrose Dr, & Hacienda Dr. City Culvert
2760 W. Vista Way
Hacienda Dr BPO
S.Melrose Dr, & Hacienda Dr. City Culvert
12/07/2023 D1 Page 28 of 54
EXHIBIT 4

Encampment Cleanup Tracker
October 1, 2022 - September 30, 2023
DATE TONS COST CONT. HOURSLOCATION
6/23/2023 0.05 CM 0.25
6/23/2023 0.2 CM 0.5
6/23/2023 0.2 CM 0.5
6/27/2023 0.05 CM 0.25
6/27/2023 0.15 CM 0.5
6/29/2023 0.1 CM 0.25
6/30/2023 0.15 CM 0.5
7/5/2023 0.25 CM 1
7/10/2023 0.15 CM 0.5
7/11/2023 0.1 CM 0.5
7/15/2023 0.15 CM 0.75
7/15/2023 0.15 CM 1
7/18/2023 0.3 CM 1
7/19/2023 0.1 CM 0.5
7/25/2023 0.05 CM 0.5
7/25/2023 0.05 CM 0.25
7/25/2023 0.1 CM 0.5
7/25/2023 0.1 CM 0.5
7/26/2023 0.3 CM 1
7/27/2023 0.15 CM 0.5
8/1/2023 0.2 CM 1
8/7/2023 0.15 CM 0.5
8/8/2023 0.3 CM 2
8/8/2023 0.05 CM 0.5
8/8/2023 0.1 CM 0.5
8/9/2023 0.05 CM 1
8/10/2023 0.4 CM 4
8/11/2023 0.5 CM 4
8/13/2023 0.05 CM 0.5
8/14/2023 0.15 CM 1
8/14/2023 0.15 CM 0.25
8/15/2023 0.1 CM 1
8/16/2023 0.15 CM 1
8/23/2023 0.15 CM 0.5
8/24/2023 0.2 CM 0.5
8/29/2023 0.1 CM 0.25
9/5/2023 0.3 CM 1
9/8/2023 0.5 CM 2
9/11/2023 0.25 CM 1
9/12/2023 0.15 CM 1
9/13/2023 0.15 CM 1.25
9/15/2023 0.1 CM 0.75
9/17/2023 0.3 CM 2
9/18/2023 0.2 CM 2.5
9/19/2023 0.1 CM 0.5
9/24/2023 0.15 CM 1
La Mirada Canyon Trail
Melrose/Hacienda BPO
Ford Tunnel on Vista Village Dr
Melrose/Hacienda tunnel (BPO)
298 Sycamore
3055 Enterprise
3055 Enterprise
972 E Bobier
640 Civic Center
1799 Longhorn
1799 Longhorn
E Vista Way/Monte Mar
1100 Monte Vista
928 Vista Village
950 S Santa Fe
347 Vista Village (Inbetween the back of Burger King &Wave) 32 Vista Village
Hacienda/ Melrose Tunnel
1799 Longhorn
1799 Longhorn
727 Shadowridge
1000 Blk E Bobier
Shadowridge/Sycamore Tunnel
32 Vista Village
Shadowridge/Sycamore Tunnel
200 Robelini
347 Vista Village (Inbetween the back of Burger King &Wave) Hacienda BPO
Hacienda BPO
Breeze Hill Tunnel (Hacienda BPO)
Hacienda BPO 78 Fwy side along road
Shadowridge/Sycamore Tunnel
La Mirada Canyon Trail
Melrose/Hacienda tunnel (BPO)
1004 Sycamore Ave
Sycamore/Shadowridge Tunnel
Melrose/Hacienda tunnel (BPO)
La Tortuga/Hacienda (Hacienda BPO)
200 Blk Lobelia
800 blk Williamston
198 Santa Anita
Behind Senior Center at Brengle Terrace Park
Thibodo/Sycamore corner
Sycamore/Green Oak
By Melrose/Hacienda (BPO)
1000 Service Pl
12/07/2023 D1 Page 29 of 54

Encampment Cleanup Tracker
October 1, 2022 - September 30, 2023
DATE TONS COST CONT. HOURSLOCATION
9/25/2023 0.1 CM 0.5
9/26/2023 0.1 CM 0.25
Total Tons 50.66
151 Lado De Loma
1209 Palomar Pl
12/07/2023 D1 Page 30 of 54

October 24, 2023
The Honorable Marcia L. Fudge
Secretary
Department of Housing and Urban Development
451 7th Street SW
Washington, D.C. 20410
Dear Secretary Fudge,
Thank you for your consistent efforts to tackle homelessness nationwide and partner with networks of homelessness assistance providers to make sure unhoused individuals will be safe, identified, and provided with appropriate care. As you know, the Continuum of Care (CoC) program is the core federal funding stream to aid communities’ ability to address homelessness.

Unfortunately, the CoC formula was last updated in 1977 and is extremely outdated. As members of San Diego’s congressional delegation, we urge the Department of Housing and Urban Development (HUD) to work with communities on the frontlines of the homelessness crisis and revisit the CoC formula to ensure that all communities receive funding proportionate to their needs.

A March 2013 report1 found that San Diego had the third-highest homeless population in the country, but received the 18th highest level of federal homelessness funding. Since then, members of the San Diego delegation have urged HUD to update the CoC formula to ensure an equitable distribution of funding and resources. This funding disparity hurts the San Diego region’s homeless assistance providers, who do an excellent job providing services to those in need of aid. However, they are limited in what they can do with the funding allocated by the current CoC formula. After the delegation’s repeated advocacy on the topic, then-HUD Secretary Julian Castro announced that HUD would reopen public comment on the funding formula during a visit to San Diego in 2015. Regrettably, the Obama Administration did not finalize the rule after HUD reopened the comment period to update the formula (81 FR 48366) from July to September 2016.

We are hopeful that the Biden Administration will build upon the Obama Administration’s efforts and will reopen the public comment period on changes to the CoC formula. According to HUD’s 2022 Annual Homelessness Assessment Report (AHAR), approximately 582,500 people experienced homelessness on a given night in 2022. Over 171,000 of those experiencing homelessness were in California. The state also accounted for half of all unsheltered people in the country, with 115,491 people living without shelter.2 In the same year, when San Diego recorded the eighth-highest homeless population in the country, the region only received the 14th 1 Bennett, Kelly, “SD’s Share of Federal Homelessness Funding Doesn’t Add Up,” Voice of San Diego, 14 March 2013. https://voiceofsandiego.org/2013/03/04/sds-share-of-federal-homelessness-funding-doesnt-add-up/ 2 “The 2022 Annual Homelessness Assessment Report (AHAR) to Congress,” December 2022. https://www.huduser.gov/portal/sites/default/files/pdf/2022-AHAR-Part-1.pdf 12/07/2023 D1 Page 31 of 54
EXHIBIT 5

highest level of funding.3,4 Even with this funding, the number of people living in homelessness increased by 22 percent to 10,264 from 2022 to 2023. 5
We ask HUD to revisit this issue and consider reopening the CoC funding formula public comment period. We also urge HUD to engage in outreach to communities on the frontlines of the homelessness crisis to better understand what factors contribute to community funding needs.

Thank you for your consideration. We look forward to working together on a path forward.

Sincerely,
Scott H. Peters
Member of Congress
Mike Levin
Member of Congress
Juan Vargas
Member of Congress
Sara Jacobs
Member of Congress
3 “2007 - 2022 Point-in-Time Estimates by CoC,” February 2023. https://www.huduser.gov/portal/sites/default/files/xls/2007- 2022-PIT-Counts-by-CoC.xlsx
4 “Fiscal Year 2022 Continuum of Care Competition Homeless Assistance Award Report,” 27 March 2023. https://www.hud.gov/sites/dfiles/CPD/documents/CoC/2022/ALL_Press_Report.pdf 5 San Diego Regional Task Force on Homelessness “San Diego CoC Region 2023 Point-in-Time Data” 27 June 2023. https://www.rtfhsd.org/wp-content/uploads/2023-San-Diego-Region-corrected-6.27.2023.pdf 12/07/2023 D1 Page 32 of 54

Contract: 30230143, Vendor: 3022, Account: 0010145.531500.00260 Client ID NumGender Age Veteran Referral
Case
Manageme
nt Date of Entry Date of Exit
October-
December
Total
Nights
January-
March
Total
Nights
April-
June Total
Nights
July-
Septembe
r Total
Nights
Total
Nights nt Housing SNotes

No Yes Yes 9/13/2023 Pending 9 9 Sheltered
Quarterly Bednights 173 129 247 255
Total Bed Nights 804
2022-2023 Alliance for Regional Solutions Shelter Bed Report Haven House
12/07/2023 D1 Page 33 of 54
EXHIBIT 6

Contract: 30230143, Vendor: 3022, Account: 0010145.531500.00260 Client ID Number Gender Age Veteran Referral
Case
Management Date of Entry Date of Exit
October-
December
Total Nights
January-
March Total
Nights
April- June
Total Nights
July-
September
Total Nights Total Nights Current Housing Status Notes

No Yes 9/29/2023 2 2 At La Posada
Quarterly Bed Nights 64 353 423 695
Total Bed Nights 1535
2022-2023 Alliance for Regional Solutions Shelter Bed Report La Posada
12/07/2023 D1 Page 34 of 54

Contract: 30230143, Vendor: 3022, Account: 0010145.531500.00260 Client ID Number Gender Age Veteran Referral
Case
Manageme
nt Date of Entry Date of Exit
October-
December
Total Nights
January-
March
Total
Nights
April- June
Total
Nights
July-
Septembe
r Total
Nights
Total
Nights Current Housing Status Notes

N N 3/24/2023 TBD 0 7 91 92 190
Quarterly Bed Nights 21 273 276
Total Bed Nights 570
2022-2023 Alliance for Regional Solutions Shelter Bed Report Operation Hope
12/07/2023 D1 Page 35 of 54

Total Household Enrolled (as of last day of month)
Total Individuals Enrolled (as of last day of month)
Unduplicated Individuals Enrolled in Reporting Month (Adults) Unduplicated Individuals Enrolled in Reporting Month (Children) Total Individuals Served
Total Households Served
Previously Exited Participants That Have Reenrolled
Zip Code Prior to Enrollment
# of Vista Residents
# of North County Residents
# of Other Residents
Total Exits (households)
Total Exits (individuals)
%/# Positive Exits (households)50%3 38%3
%/# Positive Exits (indiviudals)57%4 44%4
%/# Permanent Housing Exits (households)17%1 13%1
%/# Permanent Housing Exits (Individuals)29%2 22%2
%/# Family Reunification Exits (households)33%2 25%2
%/# Family Reunification Exits (Individuals)29%2 22%2
Negative Exits: %/# of Total (households)50%3 50%4
Unknown Exits: %/# of Total (households)0%0 13%1
Average Number of Days to Positive Exit (Per household) Resource Utilization (% Average nightly occupancy rate - based on 25 vehicles)44%11 33%8
Age
October 1, 2023 -
October 31, 2023
22 28
19 15
16 3
2 8
1 7
17 5
6 October 1, 2023 -
October 31, 2023
August 2023 - Present
N/A
32 N/A
35 3
4 29
9 7
13 14
9 8
August 2023 - Present
JFS Vista Safe Parking Program Report
JFS Vista Safe Parking Program Report
12/07/2023 D1 Page 36 of 54
EXHIBIT 7

# of participants under age 18
# of participants age 18 - 54
# of participants age 55 and older
Other Demographics
College Students
Veterans
Homeless less than one year
Gender
Man
Woman
Transgender
No Single Gender
Race/Ethnicity (Individuals)
African American/Black
American Indian/Alaskan Native
Asian or Asian American
Hispanic/Latina/e/o
Middle Eastern or North African
Pacific Islander/Hawaiian
White
Multiple Races
Disablity (Individuals)
Metal Health or Substance Use
Domestic Violence
0 4
0 11
5 3
7 12
0 0
3 0
0 1
0 3
3 13
7 1
4 11
5 3
0 1
0 0
4 0
12 0
0 3
0 10
3 11
21 18
9 1
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CITY OF VISTA

SOCIAL WORK

PROGRAM
FY 2022-2023 Annual Report and Recommendations

ABSTRACT
A review of the third 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: Elizabeth Galorio
12/07/2023 D1 Page 38 of 54EXHIBIT 8

ANNUAL REPORT
(OCTOBER 2022 THRU SEPTEMBER 2023)
Program Overview and Updates
The City of Vista Homeless Outreach Team (HOT) has been operational since October of 2020. It has expanded with the Encampment Resolution Funding grant which was awarded in May of 2022.

The program provides outreach and assessments to the unsheltered population within the city limits of Vista. Vista Homeless Outreach Team (HOT) members support eligible individuals in navigating complex issues and barriers to stability through case management and housing navigation. Our program’s eligibility requirements are as follows: Individuals 18 and over that are homeless or at imminent risk of homelessness (within 14 days), families with children 0-17 that are homeless or at imminent risk of homelessness (within 14 days), and must have ties to Vista with at least 50% of residency and/or employment within the Vista City limits, or became homeless in Vista.

Case Management services include support with basic needs, coordination of care, community and benefits referrals, and shelter referrals. Housing Navigation services include support with identifying, searching, obtaining, and maintaining stable housing opportunities. Both Case Management and Housing Management teams use a trauma-informed and person-centered approach to engage with unsheltered Vista residents.

Transitions and workforce changes have been brought about by factors outside of the organization’s control. Despite general turnover, the staff have demonstrated the values necessary to provide ongoing services to all persons served. The program continues to operate despite changes in staffing. Currently, the HOT program is able to provide one Program Director, three Care Managers, two Housing Navigators, two Community Health Workers, and one Administrative Assistant with a focus on Data Collection/Reporting to support the city’s ongoing Strategic Plan to address homelessness.

A significant part of any homeless outreach team is outreach and engagement. Each year, the program has increased the numbers of individuals we have had first contact with either through community outreach or through referrals. During the Outreach and Engagement (O&E) period, Case Managers and Community Health Workers introduce the program benefits, services available, and attempt to develop trust. Some level of trust is needed for unsheltered individuals to engage in any program and this may take multiple contacts. Once enrolled in the program, it may still take multiple enrollment periods in order to help a person through their journey from homelessness. Over the program years, Exodus has adjusted our language to provide a more complete picture of the work the City of Vista is doing through the HOT program. This has included changes in operational definitions meant to provide more specificity and transparency to the complex innerworkings of a HOT program. This year, Exodus has worked consistently with the City of Vista Homeless Services team to further define the program and its definitions. This process will continue not only with the city but also other homeless service providers in the county.
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List of Operational Definitions

Outreach and Engagement (O&E) vs. Enrollment
• Outreach and Engagement (O&E): The O&E phase is initiated from the date that the outreach team first attempts contact with the client. A contact is defined as an interaction through in- person, telephone, or email between the outreach worker and the client. The outreach worker may also work with the community service providers to link clients to services or refer clients to more appropriate resources. These interactions may be conducted during street outreach, at a clinic, hospital, office, or residence.
• Enrollment: The enrollment date reflects the date a client deliberately provides consent to participate in ongoing case management services. Once enrolled into services, a case plan is created based on the client’s individual service needs. Note: Only in the enrollment phase can a client be referred to the housing navigation team for housing services and rental assistance.

Disengagement
• Disengagement date directly correlates with a client exiting outreach and engagement (O&E) phase. This may occur due to inability to locate the client within 30-days of the date of first contact, successful or unsuccessful, or if the client declines services.

Disenrollment
• Disenrollment date directly correlates with a client in the enrollment phase exiting the program.

This may occur due to accomplishing goals in the case plan (graduation), inability to locate the client within 90 days of last contact, incarceration lasting 30 days or more, Institution for Mental Disease (IMD) stays lasting 30 days or more, transition to long-term care facility, enrollment in duplicative program, exit by client request, or death.

Since its inception, the program has Enrolled 247 adult individuals; 167 were enrolled during this reporting period. Enrolled individuals receive the full array of available services and supports provided by the HOT program. When combining both Enrolled and O&E individuals, the program has served 692 adult individuals since its inception with 289 referrals received during this reporting period.

During the bi-annual program report, the city was informed of the observation that the HOT program was receiving more referrals for families. With the city’s recommendation, HOT began to track families in more detail. In the last six months, HOT has continued to see an increase of referrals for families with minor children (43 families with children). During this reporting period, Vista HOT supported 27 households, 36 adults and 35 minor children to exit homelessness and transitioned to stable housing.

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What’s Working:
• Modification to the Exodus database has been essential for the program and data collection (i.e., merging databases instead of separating two programs, tracking locations and cross streets, tracking minors within households, shelter tracking, and streamlining language overall). • City Homeless Services team and Exodus HOT have increased communication about referrals coming through the Vista HOT email address. As a result, the improvement in the screening process and implementation has shown an increase in successful enrollments during the past quarter.
• Vista HOT has a more established presence in the community as indicated by client feedback and increased enrollments this year (including self-referrals by clients). • Exodus is making connections with other community partners which resulted in increased number of referrals from other agencies/programs.
• Rental Assistance has helped sustain housing to persons served. Its capabilities have helped increase housing placements. Rental assistance is available to households (only enrolled individuals and families) who are having trouble paying rent, needing rental subsidy, or are at imminent risk of homelessness. Rental assistance may also cover reasonable moving expenses and other rental and housing-related fees (such as security deposits, application fees, or screening fees).
• Connections with Property Managers have contributed to the extension of existing vouchers and prevented evictions. There were 4 families rescued from potential eviction in the last six months through rental assistance and landlord mediation.
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• Although the housing first model is our approach, it is not the approach of most landlords.

Ongoing and meaningful case management and housing navigation services to our housed individuals offer basic skills building and knowledge to sustain housing. • The Hotel/Motel Voucher Program has resulted in 100% transition to stable housing.

Hotel/Motel Voucher Program
To date, the hotel and motel voucher program has been particularly significant in contributing to client success. Its goal is to provide temporary housing to individuals who are homeless with an existing housing voucher, employed, or waiting to move in to a habitable dwelling. To be eligible for the hotel/motel voucher program, clients must consent to enrollment and provide or develop a verifiable housing plan. Case management and housing navigation teams collaborate to set the client up for success. One of the advantages of the program is its ability to provide additional tenant incentives such as paying for an apartment hold or rental deposit, application fees and short-term rental assistance.

During this reporting period, the average cost per individual utilizing motel/hotel vouchers was $3,100.

The average cost per motel/hotel stay is $1,744.01. The average cost per night is $150.00 (including tax & fees). A total of $55,808.33 was spent for hotel/motel stays during this reporting period:14 households including 20 adults and 7 children utilized a total of 524 nights of the motel/hotel voucher program; 14 out of 14 households exited homelessness and obtained stable housing. Based on current trends, and if the motel/hotel voucher program were to be extended citywide during the next reporting period, HOT has projected a total of $288,343.04,000 to be utilized by an additional 93 individuals who are currently in O&E or enrolled.

Note: #of Households reflected here (Hotel/Motel Voucher Program) are included or repeated in the HOUSING PLACEMENTS below)

Housing Trainings:

All staff have completed and have access to the Homeless Management Information System (HMIS).

Housing Navigators have completed the Shared Housing Collaborative Landlord Engagement Workshops.

Additional Staff Trainings:

All staff have attended training and education on Immigration Services with the Legal Aid Society of San Diego. All staff have completed the CIE/211 training and have access to the CIE database. The CIE system has transformed social services through information sharing and coordinated care by integrating data from multiple sources and allowing our team to make direct referrals to services (Multi-Party Authorization required from clients).

Other Staff Trainings:
• Domestic Violence
• Motivational Interviewing
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• Narcan Certification Training
• Fentanyl Education
• Crisis Intervention (Harm to Self/Others)
Note: HMIS and CIE-211 are managed by the Regional Task Form on Homelessness (RTFH)

Housing Placements
Since inception, the Homeless Outreach Team (HOT) has housed 124 individuals. Within this reporting period, the Homeless Outreach Team has helped 27 households with a total of 36 adults and 35 minor children obtain and maintain stable housing. These 27 households have successfully exited homelessness within this reporting period.

EMERGENCY HOUSING VOUCHER: 8 Households (13 adults)
RAPID RE-HOUSING VOUCHER: 3 Households (4 adults)
LOCAL RENT SUPPLEMENT VOUCHER: 1 (NEW TYPE OF VOUCHER/ 2-YR CONDITIONAL VOUCHER) RENTAL ASSISTANCE: 14 Households (17 adults)
FAMILY UNIFICATION PROGRAM (FUP) VOUCHER: 1 (1 Adult with 5 children)

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Who We Served
*441 clients were served during this reporting period

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Referrals to Services
(All Clients Served – O&E and Enrolled)
Categories: Transition, Benefit Assistance, Housing Navigation, Personal Identification, Transportation, Mental Health Center, Rental Assistance, Case Management/Specialty Services, Substance Use, Physical Health, Safe Parking, Mail Services, Domestic Violence Services, Children, Youth, and Family Services, Pet Services, Regional Center, Veteran Services
For the purpose of this presentation, we will highlight the top 2 most utilized referrals: Shelter Transition and Benefits Assistance
Total # of Referrals to All Services: 853

Shelter Utilization
(Shelters include La Posada, Haven House, Operation Hope)

HOT primarily submits referrals for emergency shelter to Haven House, La Posada, and Operation Hope based on proximity to Vista. However, HOT will utilize any and every available shelter within the network in order to support those who are interested in shelter. The referral process begins with the homeless outreach team making the shelter bed offer to the client(s) during an outreach encounter. If the client accepts, the team makes contact with the shelters to inquire about bed availability and subsequently follow through with the desired referral protocol for individual shelter locations. For example, Haven House prefers that our team sends referrals via email. La Posada accepts referrals by phone. Operation Hope requires clients to complete an application online. Once a shelter bed is available, HOT will take the necessary steps to assist the client with immediate placement. This includes transportation to the shelter, and most recently, transporting clients to clinics and testing sites to meet TB testing requirements for Haven House. When a shelter bed is not available, HOT will still submit a referral to the shelter in order to have it on file for the future. HOT will follow up with the shelters for availability on a regular basis; however, information regarding outcomes of referrals may not always be readily available due to not having access to shelter data. In addition, there is a lack of shelter bed capacity for families with more than five members, and those who do, have a long waitlist.

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A total of 104 clients received 179 referrals to shelters this past year. Clients accepted 70% of the referrals and declined 30% of the referrals. Referrals were offered anywhere from 1 time to as many as 9 times (for one client) with an average of 2 referrals per client. Fifteen clients were offered shelter 3 or more times in the past year. Clients who declined shelter did so an average of 1.5 times.

Reasons for Declining Shelter
(Most Common Reasons)
• New tuberculosis screening and testing requirement for shelter placement • Proximity to service providers and support systems
• Separation from household members
• Separation from pets
• Access to transportation to and from providers and support system • Unpleasant past experience in shelters
• Clients refused to abandon their belongings and having no place for appropriate storage Multiple offers may be given to a client at any point during outreach and engagement, or within the enrollment period. A client may be given 5 offers to shelters and may provide multiple reasons for declining.

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Benefits Advocacy
Behind the scenes efforts to prepare individuals for housing sustainability – a large portion of outreach is putting forth advocacy efforts to ensure that clients have access to resources and opportunities that allow them to establish self-sufficiency. HOT has helped connect individuals to needed services and empowered them to explore and navigate community resources on their own; this is typically accomplished more efficiently by HOT on the client’s behalf. Needs assessment, linkage to County benefits, emergency shelter services, physical/mental health coordination, substance abuse referrals, and obtaining identification documents (i.e., photo ID, driver’s license, social security card, birth certificate) are some of the most highly utilized benefits.

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Challenges and Barriers

1. Although Safe Parking has been beneficial, oversized vehicles and RVs remain ineligible.

Individuals with oversized vehicles or RVs are parked illegally in different locations within Vista and have gotten towed or fined. In addition, clients who choose to live in their RVs and oversized vehicles decline case management or housing navigation services altogether, once they’re notified of their ineligibility for Safe Parking. The team typically loses contact when clients relocate.

2. Multiple changes in the Exodus database in response to data requests have made it challenging for staff to balance data collection and entry with service provision.

3. The lack of standardized data across ALL providers within Vista and throughout the County to access shelter bed availability has been particularly challenging.

4. Increasing cost of living and lack of income - the average monthly income including benefits for clients is $1200. The average rent for a one-bedroom apartment is $2449. The vast majority of the clients we serve do not have sufficient income to make housing sustainable.

5. Limitations of PLHA (minimum of 6 months rental assistance) and inability to pay rental arrears.

There were 5 new households referred to Vista HOT who owed back rent and were at risk of eviction in the last quarter. Although Exodus was able to provide rental assistance to prevent eviction, rental arrears are the responsibility of the individuals. Additional case management services are provided to help client secure or maintain gainful employment as well as develop a money management plan.

Recommendations

1. Develop safe parking programs that can accommodate RVs and oversized vehicles in North County.

2. Vista HOT would like to work with the city’s homeless services to create a data plan for the next reporting year; work with the city to identify data priorities and parameters for programs to operate within and to stick with those parameters for at least one year at a time.

3. Create standardized data across all providers and develop a tool to streamline shelter referrals to match current shelter bed availability.

4. Increase affordable housing inventory.

5. Consider alternative funding source that will allow funding for back rents as well as expanding motel/hotel voucher program city wide so that it is not exclusive to ERF.

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Exodus Recovery Homeless Services Program Annual Report: October 2022 thru September 2023 Page | 1

One Person’s Journey from Homelessness in the City of Vista

The City of Vista Homeless Outreach Team has added this example of one person’s journey from homelessness. This individual’s story was selected because it was identified by our team as a ‘typical’ client. While anecdotal and focused on one person’s journey, the issues which arise are illustrative of the experiences of many of our clients as well as the efforts being taken by the City of Vista HOT program.

When the City of Vista Homeless Outreach Team first encountered John* in the Hacienda Biological Preserve Overlay Zone in February 2021, it was not John’s first encounter with an outreach team. John is a white, non-Hispanic, veteran who was over 65-years old when the City of Vista outreach worker met him. He had a history of mental health, chronic physical health condi�ons, and substance use. John had served his country in Vietnam and upon his return began to struggle with the a�ermath of what he had witnessed. Post Trauma�c Stress Disorder (PTSD) had not yet been clinically recognized therefore appropriate mental health treatment was not available. This lack of treatment contributed to dependency on substances in an effort to cope with symptoms of PTSD. Approximately 11% of Veterans meet criteria for a substance use disorder (NIDA, 2019) and 10% of veterans who served in Vietnam experience PTSD at some point in their life (US Department of Veteran Affairs, 2015). According to the 2022 Annual Homelessness Assessment Report released by HUD, independent adults 25 years and older made up approximately 76% of all people experiencing homelessness (PEH). In the same report, nearly two-thirds (61%) of all PEH iden�fied as male and 50% of all PEH iden�fied as non-Hispanic/La�nx White.

John had lost his tradi�onal housing nearly 30 years ago and yet Vista remained home to him as he sought out shelter, safety and connec�on with his chosen family among those also living on the streets.

When asked to iden�fy barriers to securing housing, John reported it was primarily due to a lack of sufficient income to pay for housing. John relied on his SSDI benefits to get by and did not receive enough to pay for numerous applica�on and credit check fees, security deposit, and first month’s rent on top of basic needs. Due to chronic disabili�es, he would not be able to return to work and had been out of the work force long enough that he did not qualify for an increase in benefits.

During ini�al engagement, it is vital that outreach workers focus on building rapport, give clients the space to share their personal narra�ve, and work at the client’s pace to address their goals (NCHC, 2014). Over the next four months while working with the city’s outreach worker in 2021, John communicated that it was important to him that he secure housing with his best friend of over 25 years 12/07/2023 D1 Page 49 of 54

Exodus Recovery Homeless Services Program Annual Report: October 2022 thru September 2023 Page | 2

who had also been experiencing homelessness. The outreach worker helped link John to the Veterans Administra�on to explore eligibility for benefits as well as Veterans Village in an atempt to help him access housing. Per Veterans Village, they agreed to house John and his friend together as long as John provided consent. A referral to a men’s shelter was offered, however, John declined due to lack of storage for his personal items as most shelter’s place a maximum number of belongings, typically limited to two bags, that someone can bring with them. Though an intake appointment with Veterans Village was scheduled within one week, efforts to locate John in-person on the day of the appointment were unsuccessful. At this �me, John did not have a cellphone to be contacted by phone. When the outreach worker encountered John again nearly two months later in August, efforts to secure permanent housing were discussed. Shelter services were revisited and declined as John was adamant about pursuing permanent housing instead of temporary shelter. Unfortunately, the outreach team lost contact with John following this encounter and due to the inability to consistently locate John in-person or by phone, he was closed out to services several months later. Community-based outreach services are intended to meet people where they are at physically, emo�onally, and mentally but mee�ng this popula�on where they are at physically can be difficult due to the transient nature of homelessness and a person’s lack of stable shelter to be located consistently. Government provided cellphones can be helpful, however, inadequate access to electricity o�en prevents persons experiencing homelessness from being able to keep their cellphones charged. The process to obtain a government provided cellphone poses addi�onal barriers as poten�al recipients are required to provide proof of iden�fica�on in the form of a government photo ID as well as proof that they are receiving government benefits such as CalFresh or Medi-Cal. According to the Department of Motor Vehicles, it can take up to 60-days for someone to receive their photo ID in the mail from the �me of their ini�al appointment as long as the individual has had one in that state before. Forms of iden�fica�on including Medi-Cal beneficiary card, photo ID, social security card, and birth cer�ficate belonging to persons experiencing homelessness are o�en lost or stolen.

In January 2022, the outreach worker located John during a scheduled outreach event with law enforcement in the Hacienda Biological Preserve Overlay Zone. John was found to be in poor physical condi�on as a result of an injury as well as untreated medical condi�ons and agreed to the outreach worker calling EMS for treatment. Though John’ chronological age is consistent with experiencing geriatric condi�ons, Mantell et al. (2023) posits that persons experiencing homelessness are at risk of accelerated aging meaning that they are func�onally considered older at 50-years old compared to the tradi�onal cut-off age of 65-years old that enables aging adults to access age-appropriate services. Third- 12/07/2023 D1 Page 50 of 54

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party reports by individuals residing in nearby encampments expressed concern for John’ diminished mental capacity and ability to complete ac�vi�es of daily living. Following John’ brief hospitaliza�on, the outreach worker assisted him in scheduling a follow-up appointment approximately three weeks out with his primary care physician. In an effort to honor his autonomy, the outreach worker supported John’s decision to complete the appointment on his own. This approach aligns with the Na�onal Associa�on of Social Workers (2021) ethical principles to respect the inherent dignity and worth of clients as well as recognize the central importance of human rela�onships, both of which are key to facilita�ng change.

In March 2022, John communicated that he was ready to pursue housing and was placed in a local motel funded and facilitated by the outreach program to serve as bridge housing. John remained in bridge housing for approximately three weeks and was authorized an extension at another partnered motel in Escondido while wai�ng for a housing opportunity in San Diego. Due to John’ mobility limita�ons, he declined the extension repor�ng that he did not want to relocate to Escondido for bridge housing nor to San Diego for permanent housing as it would significantly limit his ability to visit with his primary support system all of whom were located in Vista. In June 2022, the housing navigator iden�fied a poten�al housing opportunity at an Independent Living Facility (ILF) and with John’s consent, scheduled a tour. On the day of the tour, the housing navigator transported John to Brother Benno’s where he was able to access a shower, obtain clean clothes, and get a meal before the tour. Persons experiencing homelessness are hyperaware of how challenges to access basic hygiene services nega�vely impact how others treat them. Discrimina�on against persons experiencing homelessness, or homeism, based on factors like their housing status or physical presenta�on have been linked to poor health outcomes (Canham et al., 2022). The services that Brother Benno’s was able to provide align with the Na�onal Associa�on of Social Workers (2021) ethical principles to help clients in need and address social problems as well as respec�ng the inherent dignity and worth of a client by providing a basic need service that allowed John to feel more confident and dignified in how he presented to the property manager.

The tour resulted in a confirmed move-in date for the end of June and he opted to remain in his encampment close to his support system un�l then. Several days before the move-in date, John’ closest confidante passed away and the outreach team provided emo�onal support while he grieved. It was at this �me that John agreed to transi�on into bridge housing which would provide him with a safe space to effec�vely care for his physical and emo�onal needs. On the move-in day, John expressed anxiety about moving into the ILF. Using a person-centered, trauma-informed approach, the outreach team 12/07/2023 D1 Page 51 of 54

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u�lized mo�va�onal interviewing skills to support him in moving from the prepara�on stage of change to the ac�on stage of change, ul�mately resul�ng in him making the independent decision to commit to housing.

Over the next month, John con�nued to struggle with adap�ng to his new environment, o�en repor�ng that his home was in the Hacienda Biological Preserve Overlay Zone, or “the jungle” as people experiencing homelessness in this area refer to it as. It is not unusual for people exi�ng homelessness to struggle with adap�ng to their new home. This is one of the reasons that Vista HOT maintains contact a�er they are housed. Both Vista HOT Case Managers and Housing Navigators provide support and services to help the person maintain housing and con�nue to progress toward their personalized goals.

Services may include crea�ng a housing stability plan, budge�ng, early interven�on for behaviors that jeopardize housing, training on tenant/landlord rights and responsibili�es, assis�ng in resolving disputes with landlords / neighbors and support related to lease compliance and household management.

In July 2022, John presented with worsening cogni�ve decline and re-established care with his primary care physician with the assistance of the outreach team resul�ng in referrals to neurology, cardiology, gastroenterology, and a general surgeon. Now that John had stable shelter, it was easier to locate him and address his medical condi�ons knowing that he would have a safe place to recuperate and manage those condi�ons with appropriate follow-up care. Unlike a treatment first approach, the Housing First model is a person-centered approach that does not enforce con�ngencies such as treatment or sobriety in order to access housing and has been atributed to a significant decrease in the amount of �me spent homeless and a stark improvement in long-term housing stability (HUD, 2023). In John’ case, he was able to maintain all of his medical appointments over the next two months and his condi�on steadily improved.

While John’ physical and mental baselines improved, he s�ll struggled with memory issues as evidenced by litle to no recollec�on of how his monthly SSDI benefits were being spent. This had a nega�ve effect on his housing status when he was unable to pay his rent in full in July and August of 2022. The City of Vista Homeless Outreach Team program provided short-term rental assistance as a temporary solu�on to prevent John from returning to homelessness. In August 2022, the outreach team helped connect John to a payee service to manage his monthly income that would mi�gate future concerns over how his funds were being spent and not having enough funds to pay for rent. A�er three months of residing in the ILF, John shared with his case manager that he finally felt at home and did not feel compelled to return to living in the jungle. The outreach team con�nued to assist John in purchasing basic need items such as clothing, food, and hygiene supplies as needed due to the majority of his 12/07/2023 D1 Page 52 of 54

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monthly income going towards his rent, leaving him with litle discre�onary funds. Securing housing was merely the beginning of John’ journey and the outreach team con�nued to provide case management services including support with medical appointments, transporta�on as needed to appointments, procurement of basic needs, and assistance with obtaining forms of personal iden�fica�on.

In January 2023, the outreach team reassessed John’ needs and discussed a referral to PACE which is a Program for All-Inclusive Care for the Elderly. The PACE model focuses on providing comprehensive care at all levels including preventa�ve, primary, acute and long-term to help older adults maintain their independence and remain in their homes as long as possible. During the 36-days from when the PACE referral was submited to his official service enrollment, the outreach team con�nued to provide case management services including coordina�ng care with medical providers, transporta�on to medical appointments, and transporta�on to the pharmacy to pick up prescrip�on medica�ons. In March 2023, John began working with PACE and they helped relocate him to an Assisted- Living Facility (ALF) in May 2023 to meet the level of care needed for improving his quality of life.

In the span of one year and nine months from ini�al engagement in February 2021 in the Hacienda Biological Preserve Overlay Zone to the May 2023 admission to the ALF where John con�nues to successfully reside with no financial assistance from the city of Vista, the outreach team recorded 112 direct client contacts totaling 84 contact hours to assist John to leave the cycle of homelessness. In addi�on, the outreach team made 76 collateral contacts totaling 21 collateral hours and 23 referrals to services (48% successful). The homeless outreach program paid $4,035.00 to fund bridge housing and rental assistance to assist John to atain successful, permanent housing.

The amount of people experiencing homelessness has substan�ally increased all across the na�on with a 7% increase from 2021 to 2022 and a 6.2% increase in California along between 2020 and 2022. John was a part of the 30% of people experiencing homelessness (PEH) with chronic paterns of homelessness (HUD, 2022). Sta�s�cs discussed in the 2022 Data Performance Report by Regional Task Force on Homelessness (RTFH, 2022) show a high percentage of PEH returning to homelessness within 6- months of exi�ng the system into permanent housing between 2020 and 2022. John overcame barriers at the micro and macro levels to defy sta�s�cs and has been able to maintain his permanent housing status since June of 2022; and while he has expressed his gra�tude for the support of PACE and the City of Vista Homeless Outreach Team, it is John’ inten�onal decision-making and perseverance that deserves the spotlight.

*A pseudonym has been used to protect client anonymity. 12/07/2023 D1 Page 53 of 54

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References
Canham, S. L., Rose, J. N., Weldrick, R., Siantz, E., Casucci, T., & McFarland, M. M. (2022).

Understanding discrimination towards persons experiencing homelessness: A scoping review protocol. BMJ open. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9756145/ Mantell, R., Hwang, Y. I., Radford, K., Perkovic, S., Cullen, P., & Withall, A. (2023). Accelerated aging in people experiencing homelessness: A rapid review of frailty prevalence and determinants. Frontiers in Public Health, 11.
https://doi.org/10.3389/fpubh.2023.1086215
National Association of Social Workers (NASW). (2021). About. NASW, National Association of Social Workers. https://www.socialworkers.org/About/Ethics/Code-of-Ethics/Code-of- Ethics-English
National Health Care for the Homeless Council (NHCHC). (2014). Tip sheet: Strategies for building client engagement - NHCHC. National Health Care for the Homeless Council. https://nhchc.org/wp-content/uploads/2019/08/Client-Engagement-Tip-Sheet.pdf NIDA. (2019). Substance Use and Military Life DrugFacts. Retrieved from https://nida.nih.gov/publications/drugfacts/substance-use-military-life on 2023, November 20
Regional Task Force on Homelessness (RTFH). (2023). Homelessness crisis response system 2022 data and performance report. San Diego Regional Task Force on Homelessness. https://www.rtfhsd.org/wp-content/uploads/2022-Data-Performance-Report_FINAL.pdf U.S. Department of Housing and Urban Development (HUD). (2023). Housing first: A review of the evidence. Housing First: A Review of the Evidence | HUD USER. https://www.huduser.gov/portal/periodicals/em/spring-summer-23/highlight2.html US Department of Veterans Affairs. (2015). PTSD and Vietnam veterans: A lasting issue 40 years later. Public Health. https://www.publichealth.va.gov/exposures/publications/agent- orange/agent-orange-summer-2015/nvvls.asp

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CITY OF VISTA

HOMELESS SERVICES

PROGRAM
FY 2022-2023 Annual Report and Recommendations

ABSTRACT
A review of the third year of outreach efforts by
Exodus Recovery City of Vista Homeless Services
Program as part of the City of Vista’s Strategic Plan to Address Homelessness
Prepared by: Elizabeth Galorio

ADD TO PACKET

REVISED
D1

Annual Report: October 2022 thru September 2023
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Table of Contents
List of Operational Definitions .......................................................................................................................... 3 Program Overview and Updates .......................................................................................................................... 4 What’s Working ............................................................................................................................................... 5 Staffing and Training .................................................................................................................................... 6 Housing Trainings ......................................................................................................................................... 6 Additional Trainings ..................................................................................................................................... 6 Motel/Hotel Voucher Program ......................................................................................................................... 6 Who We Served ................................................................................................................................................... 8 Common Reasons for Homelessness ................................................................................................................ 9 Program Activities ............................................................................................................................................... 9 Case Management ........................................................................................................................................... 9 Referrals to Community-Based Services ....................................................................................................... 9 Benefit Assistance ........................................................................................................................................ 9 Shelter Utilization ...................................................................................................................................... 10 Housing Navigation ........................................................................................................................................ 11 Housing Placements ................................................................................................................................... 12 Rental Assistance ....................................................................................................................................... 13 Challenges and Barriers ..................................................................................................................................... 14 Recommendations ............................................................................................................................................. 14

Annual Report: October 2022 thru September 2023
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List of Operational Definitions

Over the program years, Exodus has adjusted our language to provide a more complete picture of the work the City of Vista is doing through the HOT program. This has included changes in operational definitions meant to provide more specificity and transparency to the complex innerworkings of a HOT program. However, it should be noted that changes in operational definitions can introduce inconsistencies in the dataset, making it challenging to compare data collected before and after the changes. Additionally, newer data points will have a higher percentage of unknown/blanks when looking at data since inception. This year, Exodus has worked consistently with the City of Vista Homeless Services team to further define the program and its definitions. This process will continue not only with the city but also other homeless service providers in the county.

Outreach and Engagement (O&E) vs. Enrollment
• Outreach and Engagement (O&E): The O&E phase is initiated from the date that the outreach team first attempts contact with the client. A contact is defined as an interaction through in-person, telephone, or email between the outreach worker and the client. The outreach worker may also work with the community service providers to link clients to services or refer clients to more appropriate resources. These interactions may be conducted during street outreach, at a clinic, hospital, office, or residence. In O&E, HOT works to connect clients to needed services and resources. Case Management may begin in O&E phase and will continue once the client consents to enrollment.
• Enrollment: The enrollment date reflects the date a client deliberately provides consent to participate in ongoing case management services. Once enrolled into services, a case plan is created based on the client’s individual service needs. Note: Only in the enrollment phase can a client be referred to the housing navigation team for housing services and rental assistance.

Disengagement
Disengagement is the date that directly correlates with a client exiting outreach and engagement (O&E) phase.

This may occur due to inability to locate the client within 30-days of the date of first contact, successful or unsuccessful, or if the client declines services.

Disenrollment
Disenrollment date directly correlates with a client in the enrollment phase exiting the program. This may occur due to accomplishing goals in the case plan (graduation), inability to locate the client within 90 days of last contact, incarceration lasting 30 days or more, Institution for Mental Disease (IMD) stays lasting 30 days or more, transition to long-term care facility, enrollment in duplicative program, exit by client request, or death.

Household
A household consists of one or more adult individuals (for the purposes of this program, the terms “household” and “family” with minors are used interchangeably)

Affordable Housing
The U.S. Department of Housing and Urban Development (HUD) defines "affordable" as housing that costs no more than 30 percent of a household's monthly income. That means rent and utilities in an apartment or the monthly mortgage payment and housing expenses for a homeowner should be less than 30 percent of a household's monthly net income to be considered affordable.

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Program Overview and Updates
The City of Vista Homeless Outreach Team (HOT) has been operational since October of 2020. It has expanded with the Encampment Resolution Funding grant which was awarded in May of 2022.

The Program uses a 4-prong approach to services delivery to Vista’s unsheltered population. This includes outreach and assessment, case management and housing navigation. The program provides outreach and assessments to the unsheltered population within the city limits of Vista. Vista HOT members support eligible individuals in navigating complex issues and barriers to stability through case management and housing navigation services.

Case Management services include support with basic needs, coordination of care, community and benefits referrals, and shelter referrals. Housing Navigation services include support with identifying, searching, obtaining, and maintaining stable housing opportunities. Both Case Management and Housing Navigation teams use a trauma-informed and person-centered approach to engage with unsheltered Vista residents.

The program’s eligibility requirements are as follows: Individuals 18 and over that are homeless or at imminent risk of homelessness (within 14 days), families with children 0-17 that are homeless or at imminent risk of homelessness (within 14 days), and must have ties to Vista with at least 50% of residency and/or employment within the Vista City limits, or became homeless in Vista.

When combining individuals in Enrolled as well as Outreach and Engagement (O&E) phases, the program has served 692 adult individuals since its inception with 289 referrals received during this reporting period.

Figure 1 shows number of clients that were contacted for the first time during each program year.

Figure 2 shows number of clients that were contacted for the first time during each program year (left) and a breakdown of how clients were referred to Vista HOT during program year three (right).

Since inception, the program has received 692 referrals

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In addition to serving individuals, the HOT team also provides an array of services to families with minor children. During the bi-annual program report, the city was informed of the observation that the HOT program was receiving more referrals for families with minor children. In a response to the increase in families with minor children seeking services, HOT began to track families in more detail. In the last six months, HOT has continued to see an increase of referrals for families with minor children (43 families with children). During this reporting period, Vista HOT supported 27 households, a total of 36 adults and 35 minor children, exit homelessness and transition into stable housing.

What’s Working
• Modification to the Exodus database has been essential for the program and data collection (i.e., merging databases instead of separating two programs, tracking locations and cross streets, tracking minors within households, shelter tracking, and streamlining language overall). • City Homeless Services team and Exodus HOT have increased communication about referrals coming through the Vista HOT email address. As a result, the improvement in the screening process and implementation has shown an increase in successful enrollments during the past quarter. • Vista HOT has a more established presence in the community as indicated by client feedback and increased enrollments this year (including self-referrals by clients). • Exodus is making connections with other community partners which resulted in increased number of referrals from other agencies/programs.
• Rental Assistance has helped sustain housing to persons served, thus preventing homelessness or returns to homelessness. Its capabilities have helped increase housing placements. Rental assistance is available to households (only enrolled individuals and families) who are having trouble paying rent, needing rental subsidy, or are at imminent risk of homelessness. Rental assistance may also cover reasonable moving expenses and other rental and housing-related fees (such as security deposits, application fees, or screening fees).
• Connections with Property Managers have contributed to the extension of existing vouchers and prevented evictions. There were 6 households rescued from potential eviction in the last 12 months through rental assistance and landlord mediation.

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• Although the housing first model is our approach, it is not the approach of most landlords. Ongoing and meaningful case management and housing navigation services to our housed individuals offer basic skills building and knowledge to sustain housing.
• The Hotel/Motel Voucher Program has resulted in 100% transition to stable housing.

Staffing and Training
Transitions and workforce changes have been brought about by factors outside of the organization’s control.

Despite general turnover, the staff have demonstrated the values necessary to provide ongoing services to all persons served. The program continues to operate despite changes in staffing. Currently, the HOT program is able to provide one Program Director, three Care Managers, two Housing Navigators, two Community Health Workers, and one Administrative Assistant with a focus on Data Collection/Reporting to support the City’s ongoing Strategic Plan to address homelessness.

Housing Trainings
All staff have completed and have access to the Homeless Management Information System (HMIS). Housing Navigators have completed the Shared Housing Collaborative Landlord Engagement Workshops.

Additional Trainings
All staff have attended training and education on Immigration Services with the Legal Aid Society of San Diego.

All staff have completed the CIE/211 training and have access to the CIE database. The CIE system has transformed social services through information sharing and coordinated care by integrating data from multiple sources and allowing our team to make direct referrals to services (Multi-Party Authorization required from clients).

Other Staff Trainings:
• Crisis Intervention (Harm to Self/Others)
• Narcan Certification Training
• Fentanyl Education
• Domestic Violence
• Motivational Interviewing
• The Niche Academy (Homeless Training Institute)
Note: HMIS and CIE-211 are managed by the Regional Task Form on Homelessness (RTFH) Motel/Hotel Voucher Program
To date, the motel/hotel voucher program has been particularly significant in contributing to client success. Its goal is to provide temporary housing to individuals who are homeless with an existing housing voucher, employed, or waiting to move in to a habitable dwelling. To be eligible for the motel/hotel voucher program, clients must consent to enrollment and provide or develop a verifiable housing plan. Case management and housing navigation teams collaborate to set the client up for success.

During this reporting period, the average cost per household (which may include a single individual) utilizing motel/hotel vouchers was $3,100. The median cost per night is $150.00 (including tax & fees). A total of $55,808.33 was spent for motel/hotel stays during this reporting period: 14 households including 20 adults and 7 children utilized a total of 524 nights of the motel/hotel voucher program with 11.5 nights average per household.

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14 out of 14 households exited homelessness and obtained stable housing. Based on current trends, and should the motel/hotel voucher program be extended citywide during the next reporting period, HOT has projected a total of $180,000 to be utilized by an additional 45 households who are currently enrolled.

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Who We Served

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Common Reasons for Homelessness
Loss of, or reduction in, income or lack of sufficient income remains the primary reasons for homelessness. This is compounded by high housing costs. When asking our unsheltered neighbors about their reasons for homelessness, most name multiple factors but economic instability remain consistent. This is consistent with reports from other homeless outreach service providers. Additional common reasons reported as either leading to homelessness or for remaining homeless include lack of affordable housing, financial hardship due to the COVID-19 outbreak, unemployment, poverty, low wages, mental illness and the lack of appropriate services, and substance abuse and the lack of appropriate services.

Program Activities
Case Management
Case management is conducted by Care Managers (CM) and Community Health Workers (CHW) to accomplish clients’ care by assessing needs, developing goals, and facilitating an interdisciplinary approach to set the clients up for success. Case Management includes initial and subsequent outreach with potential clients and ongoing engagement with currently enrolled clients through scheduled and street outreach with community improvement and code enforcement teams, law enforcement, Caltrans; Unaccompanied street outreach in an attempt to locate or engage with clients who are in O&E or Enrolled phase; Responding to the Homeless Outreach emails, City referrals, and referrals from community partners; Connecting clients to needed resources/services including handing out hygiene kits, Narcan, and making referrals to shelters; Benefits advocacy such as connecting clients to legal aid and Social Security Administration; Assisting clients with gathering all necessary documents to work with the housing navigation team (i.e., birth certificate, ID, social security card, benefit award letter or verification of income, list of expenses); Obtaining written consents for release of information and HMIS enrollment; Connecting clients to medical, SUD, or behavioral health providers; Making crisis intervention referrals as needed (i.e., Psychiatric Emergency Response Team, Mobile Crisis Response Team, Crisis Stabilization Unit, and ACCESS and Crisis Hotline).

Referrals to Community-Based Services
(All Clients Served – O&E and Enrolled)
Categories: Transition, Benefit Assistance, Housing Navigation, Personal Identification, Transportation, Mental Health Center, Rental Assistance, Case Management/Specialty Services, Substance Use, Physical Health, Safe Parking, Mail Services, Domestic Violence Services, Children, Youth, and Family Services, Pet Services, Regional Center, Veteran Services

For the purpose of this presentation, we will highlight the top 2 most utilized referrals: Benefit Assistance and [Shelter] Transition.

Benefit Assistance
Behind the scenes efforts to prepare individuals for housing sustainability – a large portion of outreach is putting forth advocacy efforts to ensure that clients have access to resources and opportunities that allow them to establish self-sufficiency. HOT has helped connect individuals to needed services and empowered them to explore and navigate community resources on their own; this is typically accomplished more efficiently by HOT

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on the client’s behalf. Needs assessment, linkage to County benefits, are some of the most highly utilized benefits.

Shelter Utilization
(Shelters include La Posada, Haven House, Operation Hope) HOT primarily submits referrals for emergency shelter to Haven House, La Posada, and Operation Hope based on proximity to Vista. However, HOT will utilize any and every available shelter within the network in order to support those who are interested in shelter. The referral process begins with the homeless outreach team making the shelter bed offer to the client(s) during an outreach encounter. If the client accepts, the team makes contact with the shelters to inquire about bed availability and subsequently follow through with the desired referral protocol for individual shelter locations. For example, Haven House prefers that our team sends referrals via email. La Posada accepts referrals by phone. Operation Hope requires clients to complete an application online. Once a shelter bed is available, HOT will take the necessary steps to assist the client with immediate placement. This includes transportation to the shelter, and most recently, transporting clients to clinics and testing sites to meet TB testing requirements for Haven House. When a shelter bed is not available, HOT will still submit a referral to the shelter in order to have it on file for the future. HOT will follow up with the shelters for availability on a regular basis; however, information regarding outcomes of referrals may not always be readily available due to not having access to shelter data. In addition, there is a lack of shelter bed capacity for families with more than five members, and those who do, can be at capacity.

During this reporting period, there were 179 shelter referrals made to a total of 104 clients. Clients accepted 70% of the referrals and declined 30% of the referrals. Referrals were offered anywhere from 1 time to as many

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as 9 times (for one client) with an average of 2 referrals per client. Fifteen clients were offered shelter 3 or more times in the past year. Clients who declined shelter did so an average of 1.5 times.

Reasons for Declining Shelter
(Most Common Reasons)
These are the most common reasons given for declining shelter. Ranking was not completed because m ultiple offers may be given to a client at any point during outreach and engagement, or within the enrollment period. A client may be given 5 offers to shelters and may provide multiple reasons for declining. • New tuberculosis screening and testing requirement for shelter placement • Proximity to service providers and support systems
• Separation from household members
• Separation from pets
• Access to transportation to and from providers and support system • Unpleasant past experience in shelters
• Clients refused to abandon their belongings and having no place for appropriate storage Housing Navigation
Housing navigation is provided by Housing Navigators (HN) who focus on all aspects of connecting clients to appropriate housing. When CM and CHW identify clients who are interested in housing navigation services, the HN will meet with the client to assess housing readiness. This includes reviewing documents necessary to obtain and sustain housing, enrolling clients into HMIS/Clarity, completing VI -SPDAT (Vulnerability Index – Service Prioritization Decision Assistance Tool) to determine housing voucher eligibility and prioritize clients who need

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assistance first; Developing relationships with landlords to advocate for clients to obtain housing and/or prevent evictions; Establishing rental assistance agreement and developing contracts for payment plans to assist clients with accountability including money management and budgeting; Providing basic skills training such as conflict resolution, basic housekeeping, how to be a good neighbor and tenant, and practicing safety; Documenting client interactions in the Exodus database and/or HMIS; Completing and submitting invoices for rental payments; Assisting with housing search and following up on housing leads; Providing client support during lease signing and inspection of the units; Working with the county and the Housing Authority to set up housing vouchers and advocating on the clients’ behalf for voucher extension; Networking with community partners and organizations to obtain donated household items; Conducting check-ins with housed clients as needed.

Housing Placements

Since inception, the Homeless Outreach Team (HOT) has housed 124 individuals. Within this reporting period, the Homeless Outreach Team has helped 27 households with a total of 36 adults and 35 minor children obtain and maintain stable housing. These 27 households have successfully exited homelessness within this reporting period.

EMERGENCY HOUSING VOUCHER: 8 Households (13 adults)
RAPID RE-HOUSING VOUCHER: 3 Households (4 adults)
LOCAL RENT SUPPLEMENT VOUCHER: 1 (NEW TYPE OF VOUCHER/ 2-YR CONDITIONAL VOUCHER) FAMILY UNIFICATION PROGRAM (FUP) VOUCHER: 1 (1 Adult with 5 children) RENTAL ASSISTANCE: 14 Households (17 adults)

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Rental Assistance
Rental assistance provides financial assistance to eligible individuals to reduce rental burdens and effectively prevent homelessness or returns to homelessness with a goal toward self-sufficiency and stabilization. Rental assistance is available to households at risk of homelessness or those who are experiencing homelessness.

1. Individuals must have consented to be enrolled in the program and have provided the necessary documents for housing navigation.

2. One or more individuals in the household are obligated to pay rent on a residential dwelling.

3. One or more individuals within the household can demonstrate a risk of experiencing homelessness or housing instability, which may include a past due rent notice, or eviction notice, and unsafe or unhealthy living conditions.

4. One or more individuals within the household has experienced a reduction in household income, incurred significant costs, or experienced other financial hardship due to, directly or indirectly, the novel coronavirus disease (COVID–19) outbreak, which the client/household shall attest in writing.

5. Individuals within the household must agree to a written payment and budget plan.

Rental assistance includes housing application fees, credit checks, holding fees, deposits, first and last month’s rent and utility costs. PLHA does require a minimum of 6-month rental assistance with re-evaluation for ongoing assistance thereafter. PLHA rental assistance does not allow for the coverage of items such as cleaning supplies, basic furniture, household items (e.g., kitchen supplies) and toiletry expenses. Other funding sources may all ow these expenses immediately after move-in. During this reporting period, a total of $171,000 was spent on rental assistance (move-in costs, household expenses, utilities, rent, deposits). Based on upward spending trend, we project an increase in budgetary rental assistance needs to estimate $365,000 in the next reporting year.

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Challenges and Barriers

1. Increasing cost of living and lack of income - the average monthly income including benefits for unsheltered clients is $1,200. The average rent for a one-bedroom apartment is $2,449. The vast majority of the clients we serve do not have sufficient income to make housing sustainable. Typical sources of income for this population include SSI, SSDI, SSI/SSDI, General Relief, and/or retirement. These sources of income are generally fixed and any increases are largely dependent upon changes at the federal level. Unexpected expenses such as vehicle repairs and costly medical care may put people at risk of losing housing.

2. Limitations of PLHA (minimum of 6 months rental assistance) and inability to pay rental arrears. There were 5 new households referred to Vista HOT who owed back rent and were at risk of eviction in the last quarter.

Although Exodus was able to provide rental assistance to prevent eviction, rental arrears are the responsibility of the individuals. Additional case management services are provided to help client secure or maintain gainful employment as well as develop a money management plan.

3. Multiple changes in the Exodus database in response to data requests have made it challenging for staff to balance data collection and entry with service provision.

4. The lack of standardized data across ALL providers within Vista and throughout the County to access shelter bed availability has been particularly challenging.

Recommendations

1. Increase affordable housing inventory with a focus on low-income housing for those receiving fixed income.

2. Research and discuss feasibility of developing affordable low-income mobile home community similar to Butterfield Manufactured Home and RV Community in Julian, CA which provides affordable manufactured homes for sale and long-term space rent for trailers, RV’s and tiny homes.

3. Develop partnership with program(s) that specialize in employment and job skills training to support clients who want to return to the work force or are currently in the work force in an effort to increase net income.

4. Consider alternative funding source that will allow funding for back rents.

5. Expanding motel/hotel voucher program city wide so that it is not exclusive to Encampment Resolution Funded Program.

6. Vista HOT would like to work with the City’s homeless services to create a data plan for the next reporting year; work with the city to identify data priorities and parameters for programs to operate within and to stick with those parameters for at least one year at a time.

7. Create standardized data across all providers and develop a tool to streamline shelter referrals to match current shelter bed availability.

Vista City CouncilDecember 7, 2023

Vista City Council
December 7, 2023