HomeMy WebLinkAboutItem 6a. Strategic Planning for Homelessness Response Item 6a
Department: Community Development
Cost Center: 4006
For Agenda of: 11/16/2021
Placement: Business
Estimated Time: 60 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Kelsey Nocket, Homelessness Response Manager
SUBJECT: STRATEGIC PLANNING FOR HOMELESSNESS RESPONSE
RECOMMENDATION
1. Receive a presentation about activities to date for the Homelessness Response
Manager and discuss the proposed components of a future strategic plan to guide the
City’s approach for addressing homelessness; and
2. Provide staff feedback on the strategic approach outlined in this report, and the public
process proposed to formally develop a Strategic Plan for Homelessness Response.
REPORT-IN-BRIEF
The purpose of this Council agenda item is for the Council and community to receive a
presentation about the activities of the City’s Homelessness Response Manager to date
and discuss potential components of a future strategic plan. The Council is also being
asked to provide staff with feedback on the public process proposed to develop the City’s
first Strategic Plan for Homelessness Response.
DISCUSSION
Background
The City of San Luis Obispo has traditionally worked collaboratively with the County of
San Luis Obispo and other cities in the region to address homelessness in the community.
For example, on an annual basis, the City works with non -profit partners, allocating
funding to help provide shelter and deliver needed services. This effort happens through
the City’s Grants-in-Aid program, and its financial and logistical support for CAPSLO’s
Prado Day Center, Prado Safe Parking Program, and Prado Warming Station.
The City of San Luis Obispo does not have a Public Health Department and does not
receive any funding from the State of California to provide mental health, behavioral
health services, or other public health or social services needed by the homeless
population. However, the City does provide funding from its discretionary General Fund
to non-profit partners that provide these and other services. In addition, the City
advocates at the State, County, and regional level for appropriate services and resources
to be allocated for support of the homeless population in the City. This work occurs
through the City’s participation on the Homeless Services Oversight Council (HSOC), as
well as through direct advocacy efforts.
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Item 6a
Going into 2021, the City Council advanced a more pro-active strategy to address issues
related to homelessness. This began in December 2020 when the City allocated funding
for the City’s first Homeless Services Manager who started work for the City in April 2021.
Following the creation of the new position, the City Council adopted the 2021-2023 Major
City Goal for Housing and Homelessness. Central to the work program is the creation of
the City’s first Strategic Plan for Homelessness Response.
Summary of Homelessness Major City Goal Work Program
The work associated with the Major City Goal is organized and coordinated under the
broad goal statement to Collaborate with local non-profit partners and the county, the
state, and federal governments to discover and implement comprehensive and effective
strategies to reduce chronic homelessness. The following are the five major strategies
approved by Council in support of the Goal each supported by tasks.
1. City Homelessness Team Coordination
2. Environmental Protection and Water Quality
3. Regional Engagement and Grant Management
4. Community Action Team (CAT) Resources and Downtown Bike Team Resources
5. Mobile Crisis Unit Pilot Program Implementation
6. Nonprofit Partner Funding Support
Activities of the Homelessness Response Manager
The City Council’s decision to hire a manager to coordinate overall City response to
homelessness has been a successful strategy so far. The City hired the Homelessness
Response Manager to lead the implementation of the Housing and Homelessness Major
City Goal. As noted above, one of the key tasks in the Major City Goal work program is
the development of a strategic plan.
The work of the Homelessness Response Manager to date has included a substantial
amount of engagement with the County of San Luis Obispo, non -profit partners, direct
service providers, City staff across all departments who interface with this issue, and City
residents who are engaged on this topic. Through this process of engagement, the
Homelessness Response Manager has identified gaps in services needed to fully
address the challenge of homelessness in the City and on a regional level.
Identifying a public process to illuminate the gaps, identifying strategies and other
approaches to close these service gaps, and engaging with stakeholders across the
spectrum is the current focus of the Manager’s work. This focused effort is expected to
conclude with the adoption and implementation of the City’s first Strategic Plan for
Homelessness Response.
Notably, the Plan is anticipated to complement the County’s renewed 10-Year Strategic
Plan so that the City Council can make informed strategic and selective decisions about
its role in addressing gaps and implementing strategies given the particular role of the
City of San Luis Obispo (one of several municipal agencies in the County that does not
receive direct funding from the State of California for the provision of social services).
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Item 6a
Meetings Across All Stakeholder Groups
The Homelessness Response Manager has been engaged in an ongoing information
gathering and relationship building process. This process began with initial introduction
meetings across all stakeholder groups including the following:
1. Residents of the City of San Luis Obispo including those currently experiencing
homelessness.
2. Elected Officials (City Council and Board of Supervisor Members)
3. City Departments (Ranger Service, Public Works, etc.)
4. Emergency Services providers (SLOPD/Community Action Team and SLO Fire
Department)
5. County Departments (Social Services, Behavioral Health, Public Health)
6. Continuum of care organizations (5 Cities Homeless Coalition, ECHO, CAPSLO)
7. State services (CalTrans District 5)
8. Local nonprofits (Downtown SLO, Family Care Network, Habitat for Humanity,
Transitional Food and Shelter, T -MHA, Hopes Village)
9. Healthcare providers (Dignity Health and French Hospital)
10. Local activists (Tim Waag, Sam Blakeslee)
Many of these introductory meetings have evolved into regular bi-weekly or monthly
meetings and/or site visits, where the Homelessness Response Manager joins field staff
in visiting encampment sites. These meetings serve a dual purpose: they enable the
Homelessness Response Manager to maintain an up-to-date understanding of evolving
needs, as well as provide an opportunity to identify “low hanging fruit” (e.g. actions that
address an acute problem immediately). Some examples of immediately addressed
problems include the expansion of the Railroad Square Safe Parking site to incorporate
space for oversized vehicles, as well as the installation of porta potties throughout the
City to reduce instances of open defecation when park and other public facilities are
closed.
Moving forward, the role of the Homelessness Response Manager will be to continue
internal coordination of City staff and resources on these matters, facilitate community
engagement in the strategic planning process, develop and implement strategic plan
deliverables, and ensure regional coordination and collaboration on strategic objectives.
Strategic Planning Methodology
The strategic planning process will leverage the work conducted by the Homelessness
Response Manager. The methodology proposed for this strategic planning effort is not
traditional or linear. Instead, it recognizes the need for continuous assessment and
troubleshooting to address immediate needs, which will in turn inform a broader, long-
term strategy that is designed to evolve as needs shift within our local community. With
this continuous implementation model, staff’s intent is to return to Council with an action-
oriented strategic plan that includes key program indicators to track progress toward the
City’s vision of success in preventing and addressing homelessness.
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Item 6a
Proposed Key Components for the City’s Strategic Plan
The following topical areas have been identified to have the greatest potential for positive,
lasting impact on homelessness in San Luis Obispo and are likely to be key components
for the Plan. Attachment A includes more information about each, including examples of
deliverables (understanding that the public process ahead will allow staff to refine these
components and strategies and identify additional tactics and actions to pursue).
1. Data: Nearly every stakeholder group communicated with has identified either a
lack of data, or data sharing, as a key gap in existing services. How and by whom
this data is gathered and maintained will be a key component of the Plan.
2. Communications: Clear, timely and consistent communication, about the
Strategic Plan vision, components, strategies, and tactics is needed. Specifically,
information should be readily available amongst all collaborative partners, as well
as internally to achieve interdepartmental staff effectiveness and City Council
member benefit. Communication is needed externally to support unsheltered
community members and their advocates, as well as people and neighborhoods
directly affected by homeless encampments.
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3. Pilot Programs: The City’s adoption of pilot programs (CAT, MCU) is recognized
as a key component to show “proof of concept” for programs that can be scaled
up and implemented across the region.
4. Regional Collaboration and Engagement: The challenges associated with
addressing homelessness do not always follow jurisdictional lines. This is
particularly true with respect to the “continuum of shelter.” Every community cannot
provide every type of shelter that may be needed in the region. Resources are not
equally available to the jurisdictions in the region to provide the full range of
services needed. As a result, regional collaboration, advocacy work, and ongoing
engagement with partners across the region should be an important aspect of the
City’s strategic approach.
5. Funding Opportunities: As the Federal Government and State of California have
recognized the urgency of the homeless crisis, more funding has become available
and should be pursued to the extent that grant funded activities can be effectively
implemented.
The first six months of the Homelessness Response Manager’s work have been focused
on assessing and understanding current conditions and opportunities and making quick
changes where possible. The next phase of the strategic planning process will focus on
community, stakeholder, and unhoused/unsheltered engagement to delve deeper into
vision and components for the Plan. The November 16th City Council meeting is the first
step in this phase, which will allow City staff to hear from the community and receive
Council direction on key questions as we prepare to launch the process of creating the
Strategic Plan for Homelessness Response.
Public Engagement and Notification Manual
The City of San Luis Obispo maintains a Public Engagement and Notification Manual
(PEN) that allows the City Council to set clear expectations for the level of engagement
that will occur in the implementation of a project (Attachment C). In this case, staff is
proposing to use an “Inform” level of engagement with the general public, and a “Consult”
level of engagement with stakeholder groups, such as the County, Continuum of Care
Providers, and Local Non-Profits who have specialized knowledge and experience
working on the myriad issues that surround the issue of homelessness. In both cases,
City staff will meet the expectation identified in the PEN, and will perform additional
outreach such as social media posts, informational materials, website posting, awareness
walks, neighborhood meetings, and media notification.
Timing and Coordination with Other Efforts
The timing of the City’s Strategic Plan will need to be coordinated with other efforts that
are occurring in the same timeframe. Specifically, the Homelessness Response Manager
has been asked to serve on the Steering Committee for the update of the County ’s 10-
Year Plan to End Homelessness. It is important that the City’s Strategic Plan is
coordinated with this work so that it leverages the regional focus identified in the 10-Year
Plan. The City should time the adoption of its proposed strategic plan to fo llow the 10-
Year Plan to ensure that it is supportive and reinforces that regional effort.
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State and National efforts will also inform the Strategic Planning effort: The Federal Point
in Time (PIT) Count1, will provide renewed data after a 2-year hiatus due to the COVID-
19 pandemic, and the second round of the State’s HomeKey project funding may provide
greater shelter/permanent housing opportunities within SLO County. Both the PIT and the
first round of HomeKey application submissions are set to take place in late January 2022.
As part of our continuous implementation methodology, City staff are coordinating with
both the County, HASLO, and our local nonprofit partners to ensure that these initiatives
are sufficiently supported.
Questions for Discussion
The following questions are provided to guide the City Council’s discussion and ensure
that staff is on the right track.
1. Does the Council support the proposed approach to develop the Strategic Plan for
Homelessness Response?
2. Does Council agree with the proposed uses for the $35,000 of funding already
allocated to this project?
a. The funding is proposed to be used in three main areas – facilitation for public
meetings, the creation of materials and resources for the community,
implementation costs for strategies.
3. Does the Council support staff’s proposed level of public engagement (“Inform” for
the general public and “Consult” for stakeholders with specialized knowledge, with
additional outreach tools implemented for each)? Does the City support the
allocation of $35,000 in funding as generally proposed to be used below?:
a. Facilitation for public meetings – professional facilitation is expected to help
ensure a high level of discourse on this challenging topic.
b. Communications materials and resources for the community – there is an
ongoing need to create and publish documents that help members of the
community connect with available resources to address their needs.
c. Implementation costs for strategies – the final strategic plan is likely to have
strategies that will require funding for implementation. While some strategies
may be long-term and require consideration for funding as part of a future
budget process, it is likely that some items can be accomplished more quickly.
Point in Time Count - County of San Luis Obispo (ca.gov). The PIT count is a national count conducted by counties every two-
years of sheltered and unsheltered homeless persons on a single night during the last 10 days of January including clients in
Emergency Shelter, Transitional Housing and Safe Haven projects. The PIT count for San Luis Obispo County is led by county
personnel who utilize a social research firm. The last PIT count was in 2019 as there was no count conducted in 2021 due to
the Covid-19 Pandemic.
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Item 6a
CONCURRENCE
Homelessness response is an activity that involves all City departments. The approach
to creating a strategic plan for homelessness response, and the actions recommended in
this report, were developed in concurrence with City departments, including Police, Fire,
Public Works, and Parks and Recreation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
actions in this report because the actions do not constitute a “Proj ect” under CEQA
Guidelines Section 15378. Once a draft Strategic Plan is created, it will be evaluated to
determine if the plan or any of its components require environmental review under CEQA
prior to adoption.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-2022
Funding Identified: Yes
Fiscal Analysis:
Through the adoption of the 2021-23 Financial Plan, the City Council appropriated
$35,000 in FY2021-22 to establish a homelessness strategic plan (2021-23 Financial
Plan, page 68 – Action Item 42).
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $35,000 $0 $35,000 $0
State
Federal
Fees
Other:
Total $35,000 $0 $35,000 $0
ALTERNATIVES
If the City Council does not have sufficient information to provide direction to staff, or if
additional time is needed for discussion, the Council can continue consideration of the
item to a future meeting. If the City Council decides to continue the meet ing, direction
should be provided to staff on any additional information needed to complete the
discussion.
ATTACHMENTS
A – Proposed Strategic Direction Table
B – Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts approved
by SLO County Board of Supervisors
C – PEN Manual Outreach Tools
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Attachment A: Homelessness Response Proposed Strategic Direction Table
Focus Area 1. Data
Gaps Summary Current Status Strategic
Direction
Deliverable Examples
All stakeholder groups
identified key issues
regarding data
availability. The absence
of real-time information
impacts multiple
stakeholders’ ability to
enforce laws, conduct
effective outreach, and
provide services. This
also impacts the City’s
ability to assess impact
of existing programs and
diagnose areas that
require improvement.
In addition, there is no
shared best practice to
have GIS incorporated
into data management
systems that address
homelessness.
Coordination with 40
Prado and ECHO to
understand nightly
intake/check-in
procedures.
GIS build out of
Public Works map in
ArcGIS system for
streamlined data
collection and
storage consistent
with Ranger Service.
Easy access to
important data
relevant to the
unhoused
population that
will support day-
to-day service
provision, as
well as
decision-making
related to
allocation of
resources and
services.
a. A dashboard that identifies
capacity at regional overnight
shelters, forecasted hazardous
weather events, and
scheduled clean-outs.
b. Maps that identify location
and status of homeless
encampments in the region for
internal coordination and
individual outreach purposes.
c. A collaborative resource
that identifies specific activities
underway in the region that
support the unhoused
population.
d. Measure outcomes from the
City’s strategic efforts and
share this data publicly.
Focus Area 2. Communications
Gaps Summary Current Status Strategic
Direction
Deliverable Examples
At an April 16, 2021,
Leadership Discussion
on Homeless Efforts,
City Managers,
CalTrans, and County
Behavioral Health staff
expressed a need for
greater transparency and
public awareness of
existing programs and
services available to
people experiencing
homelessness. This
sentiment has been
reflected at the City level
as a result of recent
state policy and federal
court decisions.
Improved
communications are
Shared talking points
for City staff and
Council Members.
Updated
“Homelessness
Response” webpage
on City website with
direct access to
resource information
on homelessness
prevention and
assistance.
Regular/recurring
meetings with
CalTrans, Chamber
of Commerce, and
Law Enforcement
entities.
Coordination with City
Attorney’s Office to
Consistent
internal and
external
communications
that support
staff and public
understanding
of current
status,
collaborations
underway,
pathways for
advocacy,
success stories,
and lessons
learned with
regard to the
City’s homeless
response
efforts.
a. Create shared talking points
that ensure leaders across the
region have access to current,
accurate information to share
with community members.
b. Communicate with the
public about the specific
challenges and gaps in service
that exist in our region and
provide the tools for
individuals to advocate for
services that fill those gaps
(i.e. address the problem with
the appropriate agency – right
time/right place).
c. Identify and share stories of
success that will help the
community have a clear vision
of what is possible.
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necessary to align
business
owners/community
members expectations of
services with available
resources.
develop central
repository/summary
of legal decision
pertinent to
homelessness.
d. Increase public awareness
of and access to resources
that may prevent
homelessness by publishing
up-to-date information via City
website and newsletters.
Focus Area 3. Lead By Example “Pilot Programs”
Gaps Summary Current Status Strategic
Direction
Deliverable Examples
While the City has
supported the County’s
past and present 10-
Year Plan, the City
recognizes the need for
more immediate action.
As such, the City has
identified opportunities to
expand upon existing
SLOPD and Fire
services to include a
Community Action Team
and Mobile Crisis Unit.
To the extent that these
programs are shown to
be effective, they can be
scaled up and
implemented regionally.
Recruitment of
additional City-
funded, Mental
Health Clinician to
expand CAT.
Recruitment of
Mental Health
Clinician for City’s
first Mobile Crisis
Unit.
Research alternative
shelter solutions
including
temporary/emergency
shelter, tiny homes,
etc.
Continue to
implement and
evaluate pilot
programs as
needed to show
efficacy so that
the programs
can be funded
and replicated
on a regional
basis.
a. CAT – continue to
encourage County to provide
funding for and expand CAT
effort to regional scale.
b. MCU – implement an MCU,
track and report out on results.
c. Assess City’s continued
participation in regional
continuum of shelter strategy.
Focus Area 4. Regional Collaboration and Engagement
Gaps Summary Current Status Strategic
Direction
Deliverable Examples
SLO County has
approved a “Framework
for Regional Homeless
Action” (Attachment A),
and the City should
continue to engage in
the implementation of
this framework.
Lack of streamlined
communication between
agencies, departments,
and stakeholders inhibits
efforts to connect
unhoused/unsheltered
individuals with available
services.
Homelessness
Response Manager
appointed to County
10-Year Plan
Steering Committee.
The County of San
Luis Obispo is
currently hiring its
own Homelessness
Response Manager
who will be an
important point of
contact for City staff.
1st Steering
Committee meeting
held 9/30/21 with
Continue to
work closely
with the County
and other
agencies to
promote
coordinated
services and
further program
development to
assist those
vulnerable to or
currently
experiencing
homelessness.
Influence regional strategic
direction via County 10-year
plan steering committee in the
following areas:
a. Implement the Regional
Framework adopted by the
County Board of Supervisors
(see Attachment A).
b. Encourage regional
conversations around the
“continuum of shelter” (50
Now, congregate shelter
beds, palette housing, tiny
homes etc.) to expand
shelter resources across the
spectrum of housing
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Likewise, while the
county and cities take
independent initiative to
address key issues via
pilot programs like safe
parking, these pilot
programs are currently
being implemented
without a regional
strategy to ensure gaps
are met without a
duplication of effort.
Our system for
coordinated entry also
needs to be expanded to
include recently
implemented programs
such as safe parking.
monthly meetings
scheduled.
Continue to
advocate for
County’s role in
provision of
services and
support to local
agencies.
opportunities and across the
region
Streamline intake/referral
pathways among regional
partners including
medical/mental health, and
emergency shelter providers.
Focus Area 5. County, State and Federal Funding Opportunities
Gaps Summary Current Status Strategic
Direction
Deliverable Examples
Homelessness has been
identified as a priority to
address at the national
and state levels,
especially in light of the
COVID-19 pandemic.
This has opened several
funding opportunities
that the City has not yet
been able to take
advantage of due to lack
of available resources
and extremely quick
turn-around times tied to
emergency funding.
Collaboration with
HASLO and People’s
Self-Help Housing to
identify potential
properties for
HomeKey funding.
Utilization of
consulting resources
to assess one-time
emergency funding
versus long term
affordable housing
funding potential.
Identify funding
components for
all city
strategies and
work towards
aligning these
activities with
available
funding
sources.
a. Identify specific funding
opportunities
b. Research State and Federal
grant opportunities to ensure
that the City and region are
aggressively pursuing
opportunities for resources
that could positively impact
outcomes for the unhoused
community locally.
c. Review City’s existing grant
guidelines to determine more
efficient pathway to securing
grant funding for
homelessness response.
d. Identify through the County
10-yr Strategic Plan process,
how discretionary dollars are
allocated, the outcomes from
those investments, and
opportunities to close gaps in
service through more strategic
resource allocation.
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April 2021 Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts – Page 1
Attachment 2
Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts
as of April 2021
Vision Statement
Our Region supports policies and actions that increase shelter options, reduce homelessness, provide
services to those experiencing or at critical risk for becoming homeless, and expand services with a focus on
those strongly connected to SLO County in order to create secure, stable and sanitary conditions, to guide
homeless individuals towards key resources, and to promote health and safety of those individuals and the
surrounding community/ecosystems.
Mission Statement
The Countywide Homeless Action Team will build regional collaborative relationships that are focused on
actions to prevent and address homelessness. The Team will champion immediate implementation of
proven, feasible strategies. The Team will concurrently participate in the update of the 10 Year Plan to End
Homelessness, in order to identify a multi-year action plan to prevent homelessness and to increase shelter,
housing capacity, and build supportive services capacity for individuals that are currently unhoused.
Framework for Strategic Regional Action
Addressing the challenges surrounding homelessness will require focused and collaborative actions by the
County, seven Cities, San Luis Obispo Council of Governments (SLOCOG), nonprofits/organizations and
communities. The intent is to initiate a Regional Homeless Pilot Program, which begins with establishing the
County Administrative Office as the lead in the effort and seeking to support action through a collaboration
framework among County, Cities, SLOCOG, nonprofit organizations and other key stakeholders. This
framework is intended to create new pathways to action that will leverage the substantial existing
homeless services and resources dedicated by regional partners. This framework will be refined and
adapted by a newly formed Countywide Homeless Action Team and, following the pilot phase, will be
replaced by a collaboratively agreed upon Regional Homeless Strategic Action Plan to be implemented by
the County with support from its partners.
Attachment 2
Page 1 of 5 Page 117 of 405
April 2021 Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts – Page 2
Outcomes for Success
It is critical to define a regional set of Outcomes for Success, so our regional efforts lead towards highest
positive impacts and so we know if this effort achieves its purpose. The Countywide Homeless Action
Team will develop a list of specific and measurable outcomes that the regional partners can collaborate
towards. [to be created as part of the strategic Ten Year Plan update process]
Goals
The following are the goals of the proposed framework:
Goals for Remainder of FY 2020-21
1. County Administrative Office takes leadership role related to strategic planning and
administrative oversight of the development and implementation of regional homelessness
services, in order to ensure that programs, activities and resources across all departments
and with external partners are aligned with the County’s goals to address key challenges
surrounding homelessness.
2. Establish a Countywide Homeless Action Team, which includes committed leadership
and/or staff dedicated to achieving the Team’s mission and vision. It is envisioned that this
Team, would include two separate sub-working groups: a policy/leadership working group
and an operations working group. During initial meetings, clearly delineate individual
agencies’ roles and authorities and identify resources and services currently available
(working in coordination with the Whole Care Program Manager). Consider and refine the
following framework as needed to set the best trajectory forward for regionally coordinated
action to accomplish the Team’s mission and vision.
3. Establish a Regional Homeless Pilot Program mission and framework and seek endorsement
from key partners, including the County, HSOC, SLOCOG and seven Cities. [this document]
4. Commit and allocate funding and staff resources to accomplish initial Pilot Programs and
other efforts identified below in FY 2021-22. Partners may also consider approving
additional contributions to other key homeless supportive services or facilities happening
throughout the region, to the extent feasible (e.g. Medically Assisted Withdrawal Treatment
Center Capital Project).
5. Collaboratively identify and map unsanctioned encampments to the extent feasible and
develop assessment criteria for determining priority sites for pilot program actions in FY
2021-22. As a part of this, consider streamlined ways of information sharing between
agencies and service providers, where feasible.
6. Collaboratively develop a communication/community engagement strategy for initial buy-in
of partner agencies and community members (e.g. describing the issue, why it’s important,
and letting the communities know this is under development and takes multiagency
approach).
FY 2020-21 Deliverables
Countywide Homeless Action Team roster
Matrix of multiagencies’ homeless services roles and programs, as well as gaps
Multiagency endorsement of this Framework
Adopted FY 2021-22 Budget with necessary, multiagency funding allocations
Initial encampment mapping tool
Attachment 2
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April 2021 Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts – Page 3
The following goals assume that annual budget approval includes necessary allocations for efforts
outlined below.
Goals for FY 2021-22
1. Collaboratively develop and implement a clear and coordinated Engagement and
Communication Strategy pertaining to a regional approach to preventing and addressing
homelessness.
2. Identify priority existing encampments to establish pilot Blue Bag programs (including trash
collection services, basic hygiene services, sharps collection services and outreach services).
This includes determining the appropriate roles of partner agencies and establishing
sufficient funding to conduct pilot efforts.
3. Identify priority locations and create pilot safe parking programs in effective and feasible
locations with security and limited services, such as basic hygiene services and to the extent
feasible, conduct outreach to connect users to resources and services (e.g. shelter or
housing opportunities). This includes determining the appropriate roles of partner agencies
and establishing sufficient funding to conduct pilot efforts.
4. To the extent efforts proceed and are funded, support partner agencies in creating new
sources of housing, shelter or sanctioned encampment(s) with access to services and
resources in order to improve health, safety and quality of life for unsheltered individuals
and restore healthy and safe neighborhoods/ ecosystems onsite and in surrounding area
(e.g. Five Cities Homeless Coalition) to the extent projects are feasible and supported.
5. Initiate the HUD-required update to the 10 Year Plan in order to maintain Federal funding
and ensure that planning effort is focused on setting actionable and feasible paths forward.
To maximize efficacy of the plan update, work with City Managers and CAO to develop a list
of priority needs from the plan. This may include laying out a set of multi-year regional
strategic actions for increasing shelter and housing capacity, as well as capacity of homeless
supportive services to support unhoused individuals and families in seeking secure, stable
and sanitary shelter, with a long term goal of finding permanent and as needed supportive
affordable housing. The plan should consider various populations’ needs and determine
most appropriate strategies for supporting the population. When exploring the possible
alternative shelter and housing options and potential locations for implementation, the
Countywide Homeless Action Team should consider public policy implications, cost/benefits
and feasibility of the various options before outlining recommended implementation
strategies, as well as other potential related issues such as fire mitigation and/or water
quality implications at implementation locations. The plan should consider how to leverage
and expedite the affordable housing identified in the eight local agencies’ Housing Elements,
particularly very low income and permanent, supportive housing, in areas that are most
appropriate and feasible in the near-term. The plan should also consider and align priorities
for policies, actions and funding to the extent feasible with the recently updated 5-year
Consolidated Plan, as it also guides Federal funding priorities.
6. Develop key metrics for assessing funding and program level effectiveness in addressing and
preventing homelessness. As a part of this, consider streamlined ways of data sharing
between agencies and service providers where feasible.
Attachment 2
Page 3 of 5 Page 119 of 405
April 2021 Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts – Page 4
7. Develop a collaborative legislative and funding strategy in order to advocate for, pursue and
leverage State and Federal policies and funding towards homelessness prevention and
addressing the highest priority, regional homeless services and resources.
8. Commit and allocate funding and staff resources to accomplish initial Pilot Program efforts
in FY 2022-23.
FY 2021-22 Deliverables
Engagement and Communication Strategy
Completion of Blue Bag Program implementation at priority encampment(s)
Completion of Safe Parking Program implementation at priority site(s)
Initiate update to the 10 Year Plan (as required by HUD)
Regional strategies for State and Federal advocacy (for legislation and funding)
Adopted FY 2022-23 Budget with necessary, multiagency funding allocations
Goals for FY 2022-23
1. Consider lessons learned in FY 2021-22 and associated refinements needed, and continue
development of update to the 10 Year Plan or initiate the plan’s implementation, if it is
complete. This may include implementation of homeless prevention and strategies to
address current homelessness such as cleaning up and moving individuals in priority
unsanctioned encampments to alternative shelter or site options with access to services and
resources in order to improve health, safety and quality of life for unsheltered individuals
and restore healthy and safe neighborhoods/ecosystems onsite and in surrounding area.
2. Develop a plan to increase shelter space in priority locations throughout the region,
especially in South County as no permanent shelter exists.
3. Commit and allocate funding and staff resources to accomplish initial Pilot Program efforts
in FY 2023-24.
FY 2022-23 Deliverables
TBD (determined during update to the 10 Year Plan development)
Goals for FY 2023-24
1. Consider lessons learned in FY 2022-23 and associated refinements needed, and continue to
implement of the update to the 10 Year Plan.
2. Implement plan for increasing shelter space and permanent supportive / affordable housing
options to the greatest extent feasible.
FY 2023-24 Deliverables
TBD (determined during update to the 10 Year Plan development)
Attachment 2
Page 4 of 5 Page 120 of 405
April 2021 Adaptive Framework for Regional Homeless Action Plan & Multiyear Efforts – Page 5
Milestone Schedule for FY 2020-21
Tentative Date Task
January – February 2021 Develop Framework with City/County Managers
February 17, 2021 Present to HSOC Executive Committee:
Framework (and relationship to Encampment
Committee recommendations)
March 17, 2021 Present to HSOC: Framework (and relationship to
Encampment Committee recommendations)
May 4, 2021 Presentation to County Board: Framework
Spring 2021 Establish Countywide Homeless Action Team(s)
and begin initial work products (e.g. roles and
existing resources inventory)
Summer 2021 Pending Board direction, develop
communication/community engagement strategy
Spring 2021 Execute contract for 10 Year Plan Update and
initiate work effort with consultant
June 2021/Summer 2021 Local agencies’ adopt FY 2021-22 Budgets and
depending on County Board direction, return
with mid-year budget adjustment request(s) to
pursue additional initiatives
[future FY schedules to be created with Action Team]
Attachment 2
Page 5 of 5 Page 121 of 405
Page 122 of 405
INFORM
CONSULT
COLLABORATE
EXPECTATION ADDITIONAL
Official notice (if legally required)
• Legal ad in newspaper
• Postcards to neighboring owners/tenants
• On-site signage
E-notification (including affected neighbors)
Website posting
Applicable advisory bodies
Key contacts, liaisons
Social media (if applicable and available)
Utilities billing insert – flyer
Community Calendar
Signage
Paid media (newspaper, radio, TV, social media,
digital, outdoor/transit)
Informational materials (should also be available
digitally on website, e.g. flyer, fact sheet, PowerPoint,
postcard, door hanger, banner, poster)
City website posting
Awareness Walk
Press release/Media notification
Neighborhood meetings
EXPECTATION ADDITIONAL
All of the “Inform” expectations listed above
Hearing (if legally required)
Social media (if applicable and available)
Utilities billing insert – survey
Mailed survey
Telephone survey
Study session
Focus group
Special events with opportunities for interaction
Awareness walk
Open City Hall (web based)
Neighborhood meetings
EXPECTATION ADDITONAL
All of the “Inform” and “Consult” expectations listed above
Open City Hall (web based)
Community Outreach Event (workshop, open house,
neighborhood meeting, etc.)
Utilities billing insert – survey
Mailed survey
Telephone survey
Study session
Focus group
Special events with opportunities for interaction
Awareness walk
Committee formation
Refer to glossary for tools descriptions
*Bold indicates detailed descriptions available on page 11.
OUTREACH TOOLS
6
Page 123 of 405
Page 124 of 405
11/17/2021
1
Strategic Planning for Homelessness Response
November 16, 2021
Recommendations
2
1. Receive a presentation about activities to date for the Homelessness Response
Manager and discuss the proposed components of a future strategic plan to
guide the City’s approach for addressing homelessness; and
2. Provide staff feedback on the strategic approach outlined in this report, and
the public process proposed to formally develop a Strategic Plan for
Homelessness Response.
1
2
11/17/2021
2
Strategic Planning Methodology
3
Homelessness Response Manager Workflow
4
Weekly Check-In Monthly Engagement
Homeless Services
Oversight Council
(HSOC)
Biweekly Site Visits
SLO City Parks Maintenance
3
4
11/17/2021
3
5
Proposed Key Components: Data
6
Current Status Strategic Direction
5
6
11/17/2021
4
Proposed Key Components: Communications
7
https://www.slocity.org/homelessness
Proposed Key Components: Pilot Programs
8
Mobile Crisis Unit Community Action Team Safe Parking Program
7
8
11/17/2021
5
Proposed Key Components:
Regional Collaboration & Engagement
9
Development Timeline: Regional 10 Year Strategic Plan
Nov. 2021– Jan. 2022 Jan. – Feb. 2022 Feb. – May 2022 May – July 2022
Planning Meeting with
Steering Committee
Development of
Strategic Vision
Plan for community
engagement
Approval of plan for
proposed process,
stakeholder
engagement plan, and
timeline
Gather input from
stakeholders
Host online community
summit
Conduct ≥ two online
focus groups of persons
with lived experience
Analysis of capacity,
resources, and
demographic trends
across homelessness
response system and
populations
experiencing
homelessness
Develop strategic
vision – goals &
priorities
Monthly meetings of
Steering Committee
Iterative drafting of
plan informed by
stakeholder
engagement processes,
and community needs
assessment findings
Identification of initial
actions to pilot
Additional community
outreach, information
gathering, research and
analysis as needed
Update and finalize
plan based on
stakeholder input
Presentation of
materials for Steering
Committee members to
present final plan to
HSOC and its
committees
Presentation of plan to
HSOC and Board of
Supervisors
Proposed Key Components:
Funding Opportunities
10
9
10
11/17/2021
6
Plan for Public Engagement
11
Questions for Council
12
1. Does the Council support the proposed approach to develop the Strategic Plan for
Homelessness Response?
2. Does the Council support staff’s proposed level of public engagement (“Inform” for the
general public and “Consult” for stakeholders with specialized knowledge, with additional
outreach tools implemented for each)?
3. Does the City support the allocation of $35,000 in funding as generally proposed to be used
below?:
a. Facilitation for public meetings
b. Communications materials and resources
c. Implementation costs for strategies
11
12
11/17/2021
7
Recommendations
13
1. Receive a presentation about activities to date for the Homelessness Response
Manager and discuss the proposed components of a future strategic plan to
guide the City’s approach for addressing homelessness; and
2. Provide staff feedback on the strategic approach outlined in this report, and
the public process proposed to formally develop a Strategic Plan for
Homelessness Response.
Questions/Comments
14
13
14
11/17/2021
8
Questions for Council
15
1. Does the Council support the proposed approach to develop the Strategic Plan for
Homelessness Response?
2. Does the Council support staff’s proposed level of public engagement (“Inform” for the
general public and “Consult” for stakeholders with specialized knowledge, with additional
outreach tools implemented for each)?
3. Does the City support the allocation of $35,000 in funding as generally proposed to be used
below?:
a. Facilitation for public meetings
b. Communications materials and resources
c. Implementation costs for strategies
Sample Deliverables (Attachment A)
16
DATA
Strategic Direction:
Easy access to important data relevant to
the unhoused population that will support
day-to-day service provision, as well as
decision-making related to allocation of
resources and services.
Deliverable Examples:
a. Data Dashboard
b. Maps that identify status of
encampments
c. Measure outcomes and share publicly
COMMUNICATIONS
Strategic Direction:
Consistent internal and external
communications that support staff and
public understanding of current status,
collaborations underway, pathways for
advocacy, success stories, and lessons
learned.
Deliverable Examples:
a. Shared talking points to ensure
accuracy
b. Regularly scheduled panel discussions
c. Share success stories & lessons learned
MT3
15
16
Slide 16
MT3 can check with MC - may put these as extra slides if needed in discussion
McClish, Teresa, 11/16/2021
11/17/2021
9
Sample Deliverables (Attachment A)
17
PILOT PROGRAMS
Strategic Direction:
Continue to implement and evaluate pilot programs
as needed to show efficacy so that the programs can
be funded and replicated on a regional basis.
Deliverable Examples:
a. CAT – encourage County funding for expansion.
b. MCU – implement, track, and report out results.
c. Assess City’s continued participation in regional
continuum of shelter strategy
REGIONAL COLLABORATION & ENGAGEMENT
Strategic Direction:
Continue to work closely with the County and other
agencies to promote coordinated services and further
program development to assist those vulnerable to or
currently experiencing homelessness
Deliverable Examples:
Influence regional strategic direction through:
a. Implement regional framework approved by BoS
b. Encourage regional “continuum of shelter”
FUNDING OPPORTUNITIES
Strategic Direction:
Identify funding components for all city strategies
and work towards aligning these activities with
available funding sources.
Deliverable Examples:
a. Review existing grant guidelines and determine
more efficient pathway to secure funding
b. Identify how discretionary funds allocated,
outcomes, and opportunities to close gaps.
17