HomeMy WebLinkAboutItem 6a. Homelessness Response Update and Regional Collaboration Presentation Item 6a
Department: Community Development
Cost Center: 4006
For Agenda of: 6/21/2022
Placement: Business
Estimated Time: 90 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Kelsey Nocket, Homelessness Response Manager
SUBJECT: HOMELESSNESS RESPONSE UPDATE REGIONAL COLLABORATION
RECOMMENDATION
Receive an update from County staff on the County’s effort to lead and develop a draft
San Luis Obispo Countywide Strategic Plan to Address Homelessness (Attachments A
and B).
DISCUSSION
Background
On June 1, 2021, San Luis Obispo’s City Council adopted the 2021 -2023 Major City Goals
for Housing and Homelessness. Part of this work program includes the preparation of a
city-level Strategic Plan to Prevent and Address Homelessness.
On November 16, 2021, Council held a study session on a strategic approach to prevent
and address homelessness within the city. Staff presented a continuous implementation
methodology that featured five key components: 1) Data, 2) Communications, 3) Pilot
Programs, 4) Regional Collaboration and Engagement, and 5) Funding Opportunities.
While the five strategic plan components are not prioritized, Regional Collaboration is a
foundational step as the County of San Luis Obispo is the lead on addressing these issues
in terms of organizational capacity, access to Federal and State funding streams, and
professional expertise.
Currently, the County is in the process of developing a Countywide Strategic Plan to
Address Homelessness. This effort will create the successor plan to the 10-Year Plan to
End Chronic Homelessness and will establish concrete actions that all jurisdictions within
SLO County can take to help ensure effective implementation. Given the importance of
this effort, the City’s Homelessness Response Manager is a regular p articipant on the
Steering Committee for the Countywide Strategic Plan to Address Homelessness.
On April 19, 2022, the Board of Supervisors received a presentation from Joe Dzvonik,
San Luis Obispo County Homeless Manager, and Steering Committee Member and
Atascadero City Council Member, Susan Funk, on the Draft Countywide Strategic Plan
to Address Homelessness (Attachment B). The purpose of this agenda item is for the City
Council to hear the same presentation from Mr. Dzvonik and receive an update on the
City’s efforts to put a strategic plan in place once the County’s process is concluded.
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Item 6a
City and County Strategic Planning Effort Updates
1. City-Level Strategic Plan Update
A key element of the City’s strategy is to leverage and build upon the County’s regional
leadership and comprehensive strategy to maximize the effectiveness of County, City,
and nonprofit partner efforts.
The Countywide Strategic Plan is expected to be finalized in August 2022, with the
city-level Strategic Plan to follow in January 2023. That said, the City’s continuous
implementation methodology (depicted below) enables staff to take action while these
plans are being drafted.
The following are recent highlights in each of the five key component areas of the
city-level Strategic Plan to Prevent and Address Homelessness:
Data: Staff are currently developing a new data collection app concurrent with an
expanded document that articulates how encampments are addressed titled
Compassionate Assistance, Mitigation, and Protection (CAMP) Standards.
Estimated completion in July 2022.
Communications: The Homelessness Response Manager is gathering final input
on a “SLO City Resource Pocket Guide” which will provide the public information
on how to obtain an ID and where to access services. Please see prototype
included in Attachment C. Internal city communication efforts have focused on
structuring the internal Homelessness Response Steering Committee and
Technical Committee concurrent with CAMP standards.
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Pilot Programs: Contracts are in place with Transitions-Mental Health Association
for both the Community Action Team and Mobile Crisis Unit. T -MHA is currently
recruiting Case Managers for each program.
Funding Opportunities: Staff are currently working with local service providers
and private non-profit organizations to leverage upcoming State and Federal
grants including Home Key and Emergency Services Grant – Cares Act.
Regional Collaboration and Engagement: As noted the County is making
progress on a Regional Strategic Plan to Address Homelessness which will help
guide the direction for the City’s development of its City-Level Strategic Plan to
Prevent and Address Homelessness.
The remainder of this report will focus on Regional Collaboration and Engagement
through the Countywide Strategic Planning Effort.
2. Draft Countywide Strategic Plan to Address Homelessness
The County has assembled a Steering Committee to advise on the development of a
Countywide Strategic Plan to Address Homelessness. Members of the committee
represent formerly homeless, municipal government, non-profit service providers, and
County departments including Public Health and Social Services.
The Steering Committee has opted for a more actionable five -year plan that focuses
on the following six areas.
1. Building shelter/housing,
2. Expanding services and service navigation,
3. Improving data systems,
4. Streamlining funding resources,
5. Strengthening regional collaboration, and
6. Building public communications platforms.
In order to ensure that this plan is responsive to evolving needs, it sets forth a
recommendation to establish a Regional Homeless Action Committee comprised of
County staff, City Managers and/or City staff dedicated to homelessness response.
Please see Attachments A and B for further summary of the Draft Countywide
Strategic Plan to Address Homelessness.
Questions for Council Consideration
As Council reviews the Draft Countywide Strategic Plan to Address Homelessness, staff
recommends consideration of the following questions:
Is there any specific feedback for the County on the proposed six areas of
the County’s plan?
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Item 6a
How will the Countywide plan address challenges to meet the regional and
City specific needs as it relates to mental health, drug and alcohol, housing
and other related services?
How will the Countywide plan equitably distribute services throughout the
region?
What additional funds (i.e state, federal, County general funds) are proposed
to implement the Countywide plan?
How will the Action Committee be different from the Homeless Services
Oversight Council (HSOC)?
Previous Council or Advisory Body Action
On November 16, 2021, Council held a study session regarding the Homelessness
Response Manager’s strategic approach to preventing and addressing homelessness at
the city-level.
Policy Context
On June 1, 2021, San Luis Obispo’s City Council adopted the 202 1-2023 Major City Goals
for Housing and Homelessness. 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.
Public Engagement
This meeting is part of a broader public engagement strategy for regional collaboration.
County staff has presented to various community groups including other City Councils
and HSOC.
CONCURRENCE
The City’s homelessness response activities are continuously developed in concurrence
with multiple city departments, including Police, Fire, Public Works, and Parks and
Recreation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to informational actions
in this report because the actions do not constitute a “Project” 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: No Budget Year: N/A
Funding Identified: No
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Item 6a
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ N/A $ $ $
State
Federal
Fees
Other:
Total $ $ $ $
This item is informational and intended to provide Council with an opportunity to comment
on the SLO Countywide Strategic Plan to Address Homelessness and has no fiscal
impact at this time.
ALTERNATIVES
No action is required on this item. The recommendation is to receive an update on the
San Luis Obispo County Draft Countywide Strategic Plan to Address Homelessness. As
an alternative, the City Council may provide specific direction to staff regarding its efforts
to address homelessness in the city.
ATTACHMENTS
A. SLO County Presentation Slides
B. Draft SLO County-Wide Strategic Plan to Address Homelessness
C. SLO City Resource Pocket Guide Prototype
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We Are Here: The confluence of urgency and opportunitySSan Luis ObispoCountywide Strategic Planto Address HomelessnessA Zero to Five-Year ApproachPage 1 of 12Page 341 of 488
VisionGoalThe San Luis Obispo region will reduce homelessness by ensuringthat people at risk of losing housing can retain it, and thoseexperiencing homelessness can equitably secure safe housing with appropriate supports, minimizing trauma to the individual, the community and the environment.Within 5 years, reduce the number of people experiencing homelessness countywide to 50% of the current levelSSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!Page 2 of 12Page 342 of 488
•Elaine ArcherDir of Housing Management, HASLO•Janna Nichols Executive Director, 5 Cities Homeless Coalition•Brenda Mack Lived Experience, Atascadero Resident•Anne Robin Behavioral Health Administrator•Kelsey Nocket Homeless Manager, City of SLO•John Peters Police Chief, Grover Beach•Scott Collins City Manager, Morro Bay•Susan Funk Council Member, Atascadero Chair of HSOCSSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!Steering Committee MembersPage 3 of 12Page 343 of 488
Situation AssessmentSSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!Current StateWhere are hereHow did we get here?Past ConditionsWe were here20192022Page 4 of 12Page 344 of 488
SSLOCo Trends in Homelessness 2019-2022Shelter & Service Capacity Expanded but Homelessness Is Growing Faster•ECHO Paso - 50 new beds•ECHO Atascadero -10 new beds (60 total now)•CAPSLO – 20 new Safe Parking spaces in SLO (27 total)•CAPSLO – New Medical Detox at Prado built in SLO (services pending)•County – New Kansas Ave Safe Parking in SLO (90 people)•5CHC – New Navigation Center in Grover Beach•5CHC – 20 new Cabins for Change in Grover Beach•Street outreach ↑ across the county with COVID & CESH $$•COVID Isolation trailers for homeless in 3 places•Hotel vouchers during COVID (temp)•Homelessnessinflow> outflowby ~200 /year*•2018-2021: 6900 people received homeless services (2.4% of our population)*•2019 PIT Count found 1483 homeless, 1172 unsheltered (%)•2022 PIT Count (Feb 23) data being developed•20+ open positions in County Behavioral Health•Non-Profits all experiencing staffing issues, concern about support to sustain expanded services- ECHO closed winter shelter 2 months early this year- ECHO capacity limited to 30 in Atascadero and 45 in Paso- CAPSLO support to Kansas avenue delayedSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!Staffing / sustainability is challengedPage 5 of 12Page 345 of 488
SSLO County Regional Trends in Housing 2019-2022More Vouchers and Support butHousing Market Tightens•Paso Motel 6 Conversion: 60 new units of Permanent Supportive Housing (PSH)•156 new Emergency Vouchers (Summer 2021)(600 applicants)•50 new units under construction in Pismo Beach- All units dedicated to work-force, low-income, transitional youth and the formerly homeless•New affordable units approved in SLO, Templeton, Atascadero, AG, GB over the next 5 years•50 Now at 65 Now (called “Housing NOW” moving forward)•SLO ranks as the nation’s 6thmost expensive county•Ave rent from $1027 (2018) to $1800 in (2021)*•Deposit requirements ↑ 86% to $2130*•HUD Fair Market Rents ↑ 13.5% (2020 to 2021) and ↑ 46.1% since 2016*•Median rental HH spends 38% of income on housing*>50% of all rental households are at ↑ risk of homelessness•Eviction moratorium ending•Cost per unit of new affordable housing >$550kSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!↑Page 6 of 12Page 346 of 488
•Year-round emergency capacity increased 73% •Total maximum capacity doubled27345014831582250200400600800100012001400160018002000# Observed HomelessPersons (Point in TimeCount)Hard capacity (year-round) Maximum shelteringcapacity, including weather-dependentSLO County Homelessness vs Shelter Capacity*20222019Conducted Feb 2022San Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!Capacity vs. Need# HomelessDespite capacity increases, on any given night, the County has the capacity to shelter only 20-30% of the number of people observed as homeless in 2019*NOTE: These numbers are best-case scenario. They assume COVID-related restrictions are lifted and added services are still funded and staffedPage 7 of 12Page 347 of 488
First Year• Sheltering Capacity•Prevention•DataYear 2-3•Service Capacity• Regional CompactYear 4-5•Housing Capacity• Data-driven refinementsSan Luis Obispo Countywide Strategy to Address HomelessnessWe AreHere!5-Year Strategic Plan (by implementation phase) DraftPage 8 of 12Page 348 of 488
•Rapid implementation of more non-congregate sheltering/temporary housing capacity of all types- pallet shelter, cabins, tiny homes, safe parking•Seek funding to staff/expand services for mental health and substance abuse disorders; strengthen training in outreach and case management; actively engage persons with lived experience of homelessness into all phases of planning•Improve and expand HMIS and Coordinated Entry, for data-driven strategic oversight capabilities & operational guidance•Lay groundwork for a Regional Compact on homelessness. Deeper analysis quantifying needs and resources with specific housing needs of our homeless and inventory tools. Conduct focused planning efforts as needed on mental health, addiction (especially opioids), medically vulnerable individuals with complex needs, and expedited housingFirst 12 Months: Expand shelter/temp housing capacity and homeless prevention; improve data •Expand mental health, substance abuse disorder, and other supportive services & Permanent Supportive Housing (PSH) •Build and staff a Regional Homeless Operations Center to support navigation, reduce admin barriers and time to housing•Review and learn from rapid expansion of non-congregate sheltering capacity phase; fill in gaps, make improvements•Complete a Regional Compact on homelessness with jurisdiction-specific targets overall and for special needs populations •Expand data tracking and coordination with jail/probation/parole, hospitals, and sober living environmentsYear 2-3: Grow services and supportive housing capacity; formalize a data-driven Regional Compact•Complete more affordable housing projects, both traditional and non-traditional: Meet RHNA targets everywhere•Systematically work on speeding the path from homelessness to housing•Simplify the funding stream: Seek options for the County/CoC to get more grant funding and more flexibility•Solidify the gains with sustainable ongoing funding•Implement positive and negative incentives the Regional CompactYear 4-5: Grow affordable and appropriate housing; implement data-driven refinementsWe AreHere!5-Year Strategic Plan Focus Points (by Phase) -DraftPage 9 of 12Page 349 of 488
COUNTY OF SAN LUIS OBISPOWe AreHere!SSan Luis Obispo Countywide Strategy to Address HomelessnessHomeless Action CommitteePage 10 of 12Page 350 of 488
COUNTY OF SAN LUIS OBISPOIntent: Develop Countywide Regional Collaboration that: guides rapidly-expanding shelter, service, navigation and housing capacity; improves data and outreach systems; creates, identifies and streamlines funding while generating support from citizens through communication, education and accessible venues of action.Critical EventsObjectivesKey Dates1. Open 5CHC Pallet Shelter2. Open 2ndSafe Parking site3. Open 40 Prado Pallet shelters4. 5. 6. 7. 8. 9. 10. LOE 1: Expand Capacity1.1 Open 5CHC Pallet Shelter (20)1.2 Open second safe parking site (40)1.3 PSSH Pismo (24)1.4 HASLO AG site (65)1.5 Expand Kansas Ave SF (20)1.6 Est. Nav Center location1.7 Build Nav Team1.8 BUILD ADDICTION CAPACITY1.9 BUILD LEGAL CAPACITYLOE 2: Data2.1 Assess HMIS systems2.2 Update user certification process2.2.1 Individual Training2.2.2 Inspection Processes2.3 2.4 2.52.62.7LOE 3: Funding3.1 Release ARPA funding3.2 Housing & Homeless Bonds3.3 DSS / Planning Grant Conf3.43.53.63.73.85. Communicate5.1 Develop communication plan5.2 Housing inventory / history5.3 5.4 5.5 5.65.75.85.95.10Lines of EffortLOE 1 (Main Effort): Build Shelter/Housing -Affordable and AppropriateLOE 2 (Sup Effort 1): Expand Servicesand NavigationLOE 3 (SE2):Improve HMIS & CESLOE 5 (SE4):Strengthen Regional Collaboration and Public CommunicationsLOE 4 (SE3):Streamline FundingEnd StateLOE 1: A mix of safe parking, emergency/transitional shelters, low-income, permanent supportive, and special-needs housing exist to reduce unsheltered living.LOE 2: BH, medical, financial assistance, identity-rebuilding, jail and hospital release services are robust and centralized.LOE 3: Standardized and efficient coordinated entry system employed by highly-trained and disciplined outreach workers feed an improved HMIS.LOE 5: Community leaders and citizens are better informed and willing to participate positively in addressing homeless issues.LOE 4: Synchronized planning and funding for homelessness exists across the region.202320225.12.12.22.72.7.22.102.42.52.62.92.7.12.85.85.95.115.25.45.55.105.35.65.75.123.13.23.33.63.43.73.83.92.31.2.14.14.24.54.34.44.64.74.81.11.21.2.21.31.41.51.61.73.5123We AreHere!1. CM Meeting March 112. Full HSOC March 163. Mayor’s Briefing Apr 154. BOS Brief Apr 195. 6. 7.8. 9. 4. Regional Collaboration4.1 Compact Planning Conf #14.2 Brief to City Managers4.3 Compact Planning Conf #24.4 Brief to CMs4.5 Brief to Mayors4.6. 4.7 4.85-Year Operational Approach -DraftObjectivesE 1:ExpanpananpanpanpanpananpannnnpapaanannpanpanapapanapapaaapaapaapapaaaapapaaaapapppppppppppppdCdCd Cddddd CCapaapcitypppppppyOpOpOpppOpppppOppOpppOpOppppppOpOpppOpOpppOOOOOOeeeneneneeeeeeeeeeeeneneeeeeeee5C5C5C5CHCHC Pallet Sheeelteltelteltetelteltlteteteetetetelteteeeteteteteteeeeteeeteeeeeeeeeerrr(r((r(r(r(r(r((rr(r(r(r(r(r((r(r(r(((r(r(r(rr((((((((((((rrrr(((r ((rrrr((r (rrrr (r (rr r r r rrrr rrrr r222222202020)222022222220202022222222222222222222222222222OOOOOpOpOpOpOpOpOpOOOOOOOOpOOOOOOpOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOppen secondsasfe fe fe e e ee e ee eee eppppapapapapapapapaapaparpararpapaaaparpaaaarpararparrparparapaparrpaarrparparparparppaaaaaaaaaarpaaapppaapaaaapaaaaappaaapappaaapppppapppppppppppppppppppkkkinkkkkkkkkkkkkkkkkkkg site (40)PSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSHSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSPismo momo o o ooo oo ooo(2(2(24(2424(244(24(24(24(24(24(24(24(24(24(24(24(24(24(24(24(24(24(244224424(244242(2424(242444(224(242444242422222442444(24(2422424244424(242444(242222424(24(22222222(2(222222((((())))))))))))))))))))))))))))HASSSSLOSLOSLOSLOSLOSLOLOSSSSLSSLSLSSSSSLOSLOSSLSLOSSSSLOSSSSSSSLOSSSSSSLOSSSLOSLOSSSLOSSLOSSSLOOOSSSSOSOLOSOSOOOOOAAAGAGAGGAGAGAGAGAGGAGAAAGGAGAGAGAGAGGAGGAGGAAAGAGAGAGAGAGAGAGAGAAGAGGAGAGAGGAGAGGAAAAAAGAGGGGGAGAGGAGAGAGGAGAAAAAGAAAAAAAAAAAAAAAAAAAsite (65)Ed K A SF (20)LOE 2: Data2.1 Assess HMIS systems2.2 Update user certification process2.2.1 Individual Training2.2.2 Inspection Processes23LOE 3: Fundingg3.1 Release ARPA funding3.2 Housing & Homeless Bonds3.3 DSS / Planning Grant Conf3.4355. Communicate5.1 Develop communic5.2 Housing inventory 5.3 5.4 555.12.12.22.72.7.2222.102.42.52.62.92.7.12.888585.85.85.85.85.85.85.85.85.885.85.8.85.8.85.5.8888888.88.8.88888888.888885.95.115.25.45.55.105.35.65.66666666666666666666.666...5.75.123.13.23.33.63.43.73.83.92.31.2.14.14.2444445454.54554.54.554.5445454.54.54.554.54.545.554.54.555.55445.555555544.555.555555555544.5555555..44....4.34.44.64.74.81.11.21.2.21.31.41.51.613.512222222222222222222223333333333333333333333334. Regional Collaborationg4.1 Compact PlanningConf #14.2 Brief to City Managers4.3 Compact Planning Conf #24.4 Brief to CMs4 5 Brief to MayorsPage 11 of 12Page 351 of 488
COUNTY OF SAN LUIS OBISPOWe AreHere!SSan Luis Obispo Countywide Strategy to Address HomelessnessComments and QuestionsPage 12 of 12Page 352 of 488
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TO: City Council of San Luis Obispo
FROM: Wade Horton / County Administrative Officer, County of San Luis Obispo / 805.781.5011
Joe Dzvonik / Principal Admin Analyst on Homelessness, County of San Luis Obispo / 805.781.5014
Susan Funk / Chair, Homeless Services Oversight Council (HSOC) and Atascadero City
Councilmember
DATE: 6/21/2022
SUBJECT: Request for City Council to provide feedback and/or approval regarding the draft San Luis Obispo
Countywide Strategic Plan to Address Homelessness
DISCUSSION
The San Luis Obispo Countywide Strategic Plan to Address Homelessness is the first comprehensive update to Path to a
Home – The San Luis Obispo Countywide 10 Year Plan to End Homelessness (“The Ten Year Plan”) as approved by the
County of San Luis Obispo Board of Supervisors in 2009. This Strategic Plan is being built to identify and achieve 12-
month, 3-year and 5-year objectives to reduce the number of homeless persons in the County of San Luis Obispo to
50% of the current level over the five-year period following its approval for implementation. The intent today is to:
provide an update and receive direction from this Council regarding the San Luis Obispo Countywide Strategic Plan to
Address Homelessness.
1. The San Luis Obispo Countywide Strategic Plan to Address Homelessness:
This first section of the Strategic Plan begins with an analysis of homelessness in the County over the past 3.5 years.
Specifically, it reviews the expansion of regional capabilities to address homelessness in the form of shelter and
service capacities in the context of a tightening housing market and the growing number of homeless individuals
and families.
This analysis ultimately reveals:
- Although year-round emergency shelter capacity has increased by 73%, and the total maximum sheltering
capacity (which further includes seasonal, weather-dependent shelters and safe parking capacity) has
doubled over the past 3.5 years (once COVID-related capacity restraints are lifted), the County currently has
the capacity to shelter only 20-30% of the number of people observed as “homeless” in the 2019 Point-In-
Time (PIT) count.
- Rapidly rising rents (13.5% increase in the past year and 46% since 2016) have increased the financial
burdens of lower-wage workers, contributing to the assumption that the number of unsheltered persons
has likely grown since the 2019 PIT count. (The 2022 PIT count numbers will be revealed in their aggregate
form by May 1, 2022.)
Key takeaway: While efforts across the region to prevent and reduce homelessness have been honorable - as
evidenced by the fact that sheltering capacity has doubled and other support services have grown in the past three
years - the rate of individuals entering and remaining in homelessness has simply outpaced our efforts during this
same period. This takeaway implies that a transformational change must occur in our approach to homelessness .
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Figure 1. A visualization of The San Luis Obispo Countywide Strategic Plan to Address Homelessness by phase
First Year Goals
Sheltering Capacity and Temporary Housing. In the first 12-months, this Strategic Plan intends to focus on rapidly
expanding the “Continuum of Shelter” capacity in the region: non-congregate temporary shelters and nontraditional
housing of all types – shelter cabins, prefabricated “tiny homes” - and safe parking. Non-congregate sheltering is
preferred in our short-term rapid expansion efforts because homeless individuals and families are more likely to
agree to the more private environment of non-congregate shelter than the mostly congregate sheltering currently
available in the County, and because non-congregate solutions present fewer hazards for the transmission of
communicable diseases.
Homeless Prevention and Housing Support. Another critical tactic that must run concurrently with expanding
shelter capacity in efforts to rapidly reduce the number of unsheltered individuals is Homeless Prevention and
Housing Support. While specific programs such as Rapid Rehousing and Family Reunification can be effective in
addressing the needs of those already experiencing homelessness, efforts in Homeless Prevention are critical in
reducing the growth of homelessness and do not require an increase in housing capacity. Further, effectiveness of
current Homeless Prevention efforts has been high: of 242 individuals accessing Homeless Prevention as a first
enrollment since 2018 per HMIS, 92% did not need any other type of homeless services (86% with one round of
homeless prevention and 6% with a second enrollment).
Improving our Data and the link to Low-Income, Permanent Supportive and Special-Needs Housing. Our current
data input, tracking and management systems for unhoused individual (i.e., HMIS and Coordinated Entry) must be
significantly improved. These systems must expand beyond the minimum requirements of HUD reporting and
enable data-driven oversight of program effectiveness and refinements to strategic plans and goals. Improvements
to our data systems will allow us to see the movement of unhoused individuals more accurately through the
service/housing “pipeline” while simultaneously helping us to quantify the various unhoused subpopulation and
their specific needs.
There are numerous subpopulations within the homeless and at-risk populations. These subpopulations include:
youth entering adulthood from foster care; medically fragile elderly; mentally and/or physically disabled; financially
overwhelmed families and individuals; recently discharged hospital patients and prison inmates still burdened with
mental health issues, physical challenges, substance addiction, or a combination of the three; along with those still
recovering from the financial devastation of the pandemic or simply having lived in poverty for lifetime. The optimal
mix of long-term housing solutions for all these subcategories does not come from a “cookie cutter” approach, but
an approach that quantifies these subpopulations and designs and builds specific housing solutions to meet that
specific type of quantified need. This can only be accomplished from a regional approach with a unified vision and
an environment where planning and resources are pooled and expended with the shared understanding and
approach to the end goals.
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A unified vision and effort are needed to avoid conflicting projects, ineffective overlaps, and missed opportunities to
meet the needs of the homeless in our community. So, while expanding shelters, temporary housing, and safe
parking are twelve-month goals, we must start now to regionally plan the construction of traditional and non-
traditional low-income, permanent supportive and special-needs housing for these long-term solutions to be
available in 5 years from the initiation of this strategy. The strengthened data systems and analysis will be needed
to monitor trends in the extent and needs of these subpopulations, so that the solutions being implemented are
aligned with current and e merging needs, for maximum effect.
The Lived Experience Perspective. Our approach to this Strategy will include the active participation of persons
with lived experience of homelessness throughout the development, refinement, and execution of our plans.
Year 2-3 Goals
Case Management, Mental Health, Substance Use Disorder Services and Navigation / Coordination. A rapidly
expanded shelter and temporary housing capacity would be ineffective without a simultaneous and equally intense
focus on improving and increasing case management, mental health, and substance use disorder services in the
region. It is well-known that a significant portion of unhoused people are afflicted with some level of physical
disability or illness, behavioral health needs, or some combination of these, which make it more challenging for
them to obtain and retain housing. Currently, new funding from the State of California is available for “brick and
mortar” solutions (e.g., building new facilities for behavioral health and other specific medical care-based
operations), but very little is available to support the hiring, training and personnel costs for the professionals who
administer these services - even if these facilities were, in fact, built. Again, any efforts to expand emergency
shelters and temporary housing facilities must be accompanied by an equally focused effort to expand and improve
case management, mental health and addiction services and keep those expanded services viable over time. The
County must support its nonprofit partners in improving the case management of our homeless population by
facilitating a training program that standardizes case management processes and policies across the region.
Over the past few weeks, staff has already been exploring the idea of converting the building at 885 Oklahoma
Avenue, located directly next to the Oklahoma Safe Parking site, for its use as one of these purposes. If the County
of San Luis Obispo Board of Supervisors approves further exploration of these concepts, including using 885
Oklahoma Avenue as a structure dedicated to homelessness in some fashion, staff will return with a more detailed
evaluation of this concept’s feasibility, effectiveness, along with its cost and proposed budget solutions to meet this
cost.
Countywide Regional Collaboration and a County Homeless Division. This Strategic Plan promotes a regional,
strategically coordinated approach to addressing homelessness rather than disconnected and siloed jurisdictional
efforts. A true regional effort cannot succeed without a mechanism that properly represents the interests of the
entire region, has effective and agile planning methods imbedded within it, and uses appropriate, simple metrics to
gauge the execution of the plan through time. The initial twelve months of the initiation of this Strategic Plan should
be driven by an action committee that meets often, where all members have a shared understanding of the
situation and a clear, unified view of the pathways to success. Below is a diagram (see Figure 2 below) to help
visualize the placement of this action committee within the framework of the decision-making bodies that currently
govern within the County of San Luis Obispo.
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Figure 2. The placement of a Homeless Action Committee within the current government structure and how it
links to governing bodies and advisory committees already focused on homelessness throughout the region
Within the 24-month period following the initiation of this Strategic Plan, the Homeless Action Committee, consisting
of the County Principal Administrative Analyst on Homelessness (and select County staff as required) will meet with
City Mangers (and select City Staff as required) to develop and implement a formalized compact to be a greed upon
by elected County and City leadership. City Managers can take the pieces of the plans that affect their cities back to
the City Councils and Mayors for review and guidance, while the Principal Analyst takes these plans to H omeless
Services Oversite Council (HSOC), the body which advises the Board of Supervisors (BOS) on homeless issues and
will also bring items directly to the BOS as agenda items once vetted by the County Administrative Officer. Because
these key players will spend significant time on a frequent basis at the same table, working from the same strategic
blueprint and operational plan for the region on homelessness, a unified approach with aligned regional goals - and
the tasks required to achieve those goals - can readily emerge. This structure and methodology results in rapid
planning and action while readily eliciting elected official feedback and guidance along the way.
Simultaneously, during the first 24-months after initiating this Strategic Plan, we propose the establishment of a
Homeless Division within the Department of Social Services. No later than the 24-months following the initiation of
this Strategic Plan, this body should be fully operational and representing all efforts toward homelessness and the
County’s representation at the Homeless Action Committee and elsewhere. The formation of a division focused
exclusively on homelessness will create a line item for homelessness in the County Annual Budget for the first time,
bringing with it more stability and predictability in funding to allow more meaningful mid-term and long-term
planning. Formation of this Division will also braid together a significant amount of planning, budgeting, and
spending focused on homelessness.
Year 4-5 Goals
Housing Capacity and Data-Driven Refinements. Improvements in homeless data gathering and analysis targeted
for the first twelve months of this plan will be critical in refining the specifics of permanent housing plans as time
progresses. Projects currently in the pipeline with Housing Authority of San Luis Obispo, People’s Self Help Housing
and other partners will help achieve housing capacity goals, but acceleration, expansion, and development of
additional projects will all need to be considered.
HSOC
Regional Homeless
Action Committee:
County Staff and
City Managers
BOS Mayors and
City Councils
Strategic Plan
Steering Committee
Direct and Frequent
Communication
Direct Communication
as needed
Page 356 of 488
Page 5 of 5
These efforts are clearly the best long-term and effective solutions to homelessness, but also come with the
greatest cost and lead-times. Even with acceleration, the full impact of permanent housing efforts will not be
realized until Years 4-5 after the initiation of this strategy. To ensure production of a mix of housing that meets
evolving strategic needs, we must start now by integrating the abilities of our nonprofit builders into the Regional
Homeless Action Committee planning so efforts can be coordinated with a unified vision and shared understanding
of the needs. We also anticipate providing much more prescriptive strategic direction for grant applicants, which
could include location- and purpose-specific Requests for Proposals.
OTHER AGENCY INVOLVEMENT/IMPACT
Achieving these goals will require significant coordination across all departments/agencies of the County, seven
Cities, HSOC, nonprofit organizations, healthcare, law enforcement, emergency service providers, business owners,
community advocate organizations and individuals, persons with lived experience in homelessness, and Cal Poly
faculty and students. The establishment of a Homeless Division will also impact the Department of Social Services
and may require the realignment of individuals currently working in various Departments throughout the County to
realign more directly with the Homeless Division. Much of the planning discussed in this document includes much
consideration and direct input from most of these groups already and this coordination will only continue to
increase through time.
Page 357 of 488
Page 358 of 488
Support ServicesSLO County Dept. of Social Service• (805) 781-1600 | 3433 S. Higuera Street'PPE4UBNQT
(FOFSBM"TTJTUBODF#FOFmUTTransitions- Mental Health Association (T-MHA)• (805) 540-6500 | 784 High StreetMental Health Lumina Alliance Domestic Violence Sexual Assault• (805) 781-6400 | 51 Zaca Ln, #150 Family Care Network• (805) 781-3535 | 1255 Kendall RoadSLO Bangers Syringe Exchange• (805) 458-0123 | 2191 Johnson Ave SLO City 40 Prado Warming Center Open when daily low temp of 38o or chance of rain is 50% or greater* May arrive anytime from 7pm to 9pm | 40 Prado RdText your zip code to 898211 for warming center location hours and contact informationSLO Hotline: (800) 783-0607 Emergency Assistance: Call 2-1-1SLO City Homeless ResourcePocket GuideHave a car? Ask about safe parking* 40 Prado Road OR• Railroad Square (805) 544-4355 | 1730 Santa Rosa St, SLOBathroom and camera security. - Check in from 6-7pmBus Stop: 3A/3B AmtrakWhat Services Do You Need?Somewhere to Sleep Food Cellphone/Internet ShowerSLO Food Bank(805) 238-4664 slofoodbank.org/foodlocatorNo Cook Bags anytime at 40 Prado Homeless Services Center For more information visit: slocity.org/living/neighborhood/homelessness40 Prado Homeless Services Center• Food, Communal Shelter, Safe Parking, Shower, and laundry Call ahead to be placed on bed list: (805) 544-4040 | 40 Prado RdBus Stop: 2A-Prado at ElksWebsite with food distribution schedules and locationsShower The PeopleSundays: SLO Library | 995 Palm St12:30 PM -3:30 PMTuesday/Thursdays: Unitarian Universalists SLO 2201 Lawton Ave by Meadow Park10 AM- 1PM CellphoneObamaphoneEvery Friday from 12-4pmoutside at 40 Prado Homeless Services CenterInternet SLO Library | 995 Palm StMonday - Thursday: 10 am - 7pmSaturday: 10 am - 5 pm* ask for day pass I need a California I.D....I had one and lost it... Replace I.D.I’m from out of state. First California I.D.NOhttps://www.edl.dmv.ca.gov/apply/choose-applicationGo To DMV3190 S Higuera StMon- Thur: 8 am - 5 pmGather Required DocumentsSocial Security NumberAt the DMV You Will: t'JMMPVUi*EFOUJmDBUJPOCard Application” (DL 44)• Give Thumbprints%LUWK&HUWLÀFDWHFee WaiverObtain at DMV OR40 Pradoanytime after 1pm Importance of I.D.1. IT’S THE LAW2. It allows access to services/resources• https://www.usa.gov/replace-vital-docu-ments#item-36582• https://www.ssa.gov/myaccount/replace-ment-card.htmlPet Resources12YES* Rabies vaccine required to stay at 40 Prado Shelter• Stenner Creek Animal Shelter | 191 Santa Rosa StSaturday’s: 9 am- 1 pmWalk ins onlyPrice:$19 dog/$24 cat11Replacement Application2571431Page 359 of 488
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DĂĚŽŶŶĂ 0LOHV6:(1SLO City Transit Rider PortalCal Poly4To Kansas Ave Safe Parking+ Cuesta College Food PantryHopes Village Food DistributionLegend1A/1B: Johnson/Tank Farm/AirportT-MHA (Bus Stop: Broad at Santa Barbara)Family Care Network (Bus Stop: San Luis Airport/Airport at Broad) SLO County Drug & Alcohol Services/SLO Probation Department (Bus Stop: Johnson at Bishop)SLO Bangers Syringe Exchange (Bus Stop: Johnson at Bishop)SLO Library (Bus Stop: Downtown Transit Center)Unitarian Universalists SLO (Bus Stop: Broad at Santa Barbara)2A: Higuera/LOVR/Madonna40 Prado (Bus Stop: Prado at Elks/Prado Day Center)SLO County Social Services Dept (Bus Stop: Higuera at Prado- Social Services)SLO DMV (Bus Stop: Higuera at Prado- Social Services)Lumina Alliance (Bus Stop: Higuera at Granada)SLO Salvation Army (Mondays/Wednesdays) (Bus Stop: Broad at Leff)C.L. Elementary (2nd Thursday) (Bus Stop: LOVR at Laguna Village)SLO Library (Bus Stop: Downtown Transit Center)3A/3B: Promenade/LOVR/Cal Poly/AmtrakT-MHA (Bus Stop: Santa Barbara at High)SLO Senior Center (3rd Tuesdays) (Bus Stop: Santa Rosa at Buchon)Zion Lutheran Church (3rd Wednesday) (Bus Stop: Foothill at Casa)Madonna Road Apartments (3rd Saturday) (Bus Stop: LOVR at Laguna Village)Agape Church (Bus Stop: Foothill at Narrow)Railroad Square safe parkingSLO Library (Bus Stop: Downtown Transit Center)UUSLO (Bus Stop: South at Meadow) 4A/4B: Monterey/Cal Poly/RamonaStenner Creek Animal Shelter (Bus Stop: Santa Rosa at Murray/Santa Rosa at Oak)Zion Lutheran Church (3rd Wednesday) (Bus Stop: Foothill at Casa)SLO Library (Bus Stop: Downtown Transit Center)Service Food ParkingShower62541enter)Pet Resource562531241133451221436313126277ShelterInternet1111Page 360 of 488