HomeMy WebLinkAboutItem 7a. Study Session - Homelessness Response Strategic Plan Item 7a
Department: Community Development
Cost Center: 4006
For Agenda of: 9/20/2022
Placement: Study Session
Estimated Time: 90 min.
FROM: Michael Codron, Community Development Director
Prepared By: Kelsey Nocket, Homelessness Response Manager
SUBJECT: STUDY SESSION: HOMELESSNESS RESPONSE STRATEGIC PLAN
RECOMMENDATION
1. Receive a presentation about activities to date for homelessness response; and
2. Provide concurrence on the strategic vision, proposed outcomes, and outreach and
feedback plan for the City’s first Homelessness Response Strategic Plan.
POLICY CONTEXT
The 6th Cycle General Plan Housing Element includes many policies and programs that
relate to the reduction of homelessness; specific goals and policies are listed below:
Goal 1: Safety – Provide safe, decent shelter for all residents.
Policy 1.1: Assist those citizens unable to obtain safe shelter on their own.
Policy 1.2: Support and inform the public about fair housing laws and programs that allow
equal housing access for all City residents.
Program 1.7: Continue to support local and regional solutions to homelessness by funding
supportive programs, services, and housing solutions.
Goal 8: Special Housing Needs – Encourage the creation and maintenance of
housing for those with special housing needs.
Policy 8.1: Encourage housing development that meets a variety of special needs,
including large families, single parents, disabled persons, the elderly, students, veterans,
farmworkers, the homeless, or those seeking congregate care, group housin g, single-
room occupancy, or cohousing accommodations, utilizing universal design.
Policy 8.8: Continue to support regional efforts to address homelessness.
Policy 8.10: Assist the homeless and those at risk of becoming homeless by supporting
shelters, temporary housing, and transitional housing.
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Program 8.11: Continue to provide resources that support local and regional solutions to
meet the needs of the homeless and continue to support, jointly with other agencies,
shelters and programs, such as Housing First and Rapid Rehousing, for the homeless
and for displaced individuals and families.
Program 8.19: Continue to look for partnership opportunities with non -profit housing
developers and service providers to acquire four vacant, blighted, or underutili zed
properties (land, retail or commercial space, motels, apartments, housing units, mobile
home parks) during the planning period for conversion into affordable permanent and
supportive housing for homeless persons and families.
Program 8.21: Continue to coordinate monthly with the County Department of Social
Services, Homeless Services Oversight Council (HSOC), social service providers, and
non-profit organizations to identify, evaluate, and implement strategies to reduce the
impacts of homelessness on the city.
REPORT-IN-BRIEF
This item is on the agenda because the City Council approved a Major City Goal work
program that included preparation of a Strategic Plan for Homelessness Response. The
purpose of the Strategic Plan is to align City policies with the adopted the Countywide
Plan to Address Homelessness (“County Plan”) while considering the availability of state
and federal funding.
The toll of homelessness on individuals experiencing it and across the community is
critically high and responding to the challenge is a top ranked community priority.1 In this
study session, Council will receive a presentation summarizing the progress of strategic
plan implementation to date to ensure it follows the strategic direction provided by Council
on November 16, 2021. Additionally, Council is asked to provide feedback on the
proposed vision and outcomes to ensure alignment with the recently adopted County
Plan2 by the Board of Supervisors on August 9, 2022. Finally, the Council is asked to
give concurrence on additional outreach planned to occur prior to Council consideration
of final plan adoption currently scheduled in January 2023.
Proposed Vision Statement: All community members in SLO City are
empowered to successfully prevent and address concerns related to
homelessness through equitable access to a variety of resources. Periods
of unsheltered homelessness within SLO City are brief due to the City’s
capacity to conduct timely outreach and connect to a range of emergency
and transitional shelter/housing options through local and regional
resources.
1 Community Survey City of San Luis Obispo 2021-2023 Financial Plan
2 San Luis Obispo Countywide Plan to Address Homelessness 2022-2027
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DISCUSSION
Background
In December 2020, the City allocated funding for the City’s first Homeless Response
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.
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 which are each supported by multiple
objectives and 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
On November 16, 2021, Council received a presentation from the Homelessness
Response Manager on activities to date and provided direction on developing a strategic
plan. Considering the urgent need to address homelessness in the City, Council approved
a continuous implementation methodology, that would allow staff to implement elements
of the plan as it was being written. Additionally, Council provided direction to focus the
strategic plan on five key components: 1) Data, 2) Communications, 3) Pilot Program s,
4) Regional Collaboration & Engagement, and 5) Funding Opportunities.
Over the intervening 10 months, staff has collaborated with multiple SLO City
departments, non-profit partners, and city/county government counterparts to advance
this effort. The following is a summary of progress made in each of the key component
areas since the last presentation in November 2021:
1. Data
a. Data Collection App: Staff developed a new data collection app, with input
from multiple City Departments including Police, Fire, Community
Development, Public Works, Parks & Recreation, City Attorney, and
Administration. This app enables multiple City staff that engage directly in
encampment outreach and resolution to coordinate efforts and ensure
compliance with City policies as well as State and Federal Court mandates.
The app completed beta testing at the end of August and is currently being
used in the field.
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2. Communications
a. Webpage: Staff created a new webpage for Homelessness Prevention and
Assistance on the SLO City Website (slocity.org/homelessness). This
update has resulted in a 19% increase in user engagement, averaging 345
page views per month compared to an average of 289 views per month the
year before. The site is regularly updated to ensure accurate information
related to services and City efforts are relayed to the public.
b. Pocket Guide: Staff have also created a Homeless Resources Pocket Guide
detailing critical information on how to access resources. This pocket guide
was developed through direct input from CAPSLO and Family Care Network
outreach workers to provide critical information on the most commonly
requested/referred resources. The City staff and outreach workers to those
experiencing homelessness.
3. Pilot Programs
a. Railroad Square Safe Parking Program: On November 12, 2021, CAPSLO
rebooted the Railroad Square Safe Parking Program after a weeklong
closure. During the temporary closure, City Parking Enforcement, Public
Works, and Streets Team worked to stencil parking spaces, place signage,
install movable barricades, and establish regular street sweeping on site,
while CAPSLO formalized program rules and site maintenance. Prior to the
reboot the program averaged less than 1 registered participant per night.
Since the reboot, the program has been averaging 19 reg istered
participants per night.
b. Community Action Team Expansion: On September 1, 2021, SLOPD
selected Officer Sisemore to serve as a member of the Community Action
Team (CAT), and on February 17, 2022, the City finalized a contract with
Transitions Mental Health Association to hire a second Case Manager.
Recruitment for this position is ongoing. In the interim, CAT is working in
close coordination with Mobile Crisis Unit to continue momentum on
ongoing case management.
c. New Mobile Crisis Unit: The City onboarded its first Mobile Crisis Unit
(MCU) comprised of one EMT and one Case Manager in June of 2021. Like
the CAT, the MCU is tasked with responding to mental/physical health
crisis. In just three months, the MCU has responded to over 100 calls for
service and achieved four successful family reunifications.
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4. Regional Collaboration and Engagement
a. Countywide Strategic Plan to Address Homelessness: The Homelessness
Response Manager served as a member of the Steering Committee for the
Countywide Strategic Plan effort and advocated for the development of a
continuum of shelter to focus on key beneficiary groups including families,
medically vulnerable, and chronically homeless/unsheltered individuals.
SLO County Board of Supervisors approved the Countywide Strat egic Plan
to Address Homelessness on August 9, 2022, after a favorable
recommendation from HSOC.
b. Outbreak Resilience Effort: City staff are currently working with CAPSLO
and County Public Health to identify changes that will increase 40 Prado
Homeless Services Center’s resiliency to communicable disease
outbreaks. This is a priority as outbreak closures have impacted 40 Prado’s
immediate ability to function as the largest emergency shelter resource in
the County. Additionally, inability to accept new participants in these periods
severely impacts the City’s ability to fulfill its mandate of ensuring public
safety.
5. Funding Opportunities
In April 2022, the City Council allocated $2,964,467 in Affordable Housing Funds
to the Housing Authority of San Luis Obispo and Transitions Mental Health
Association for acquisition and rehabilitation of at-risk housing for low-income
households and supportive housing apartments which helped leverage State and
Local Fiscal Recovery and HomeKey funds. Staff is working proactively to position
funding opportunities by identifying key projects that have the greatest potential to
advance both City and regional goals related to preventing/addressing
homelessness and actively seeking funding from both public and private sector
sources:
a. HomeKey Round 3: While the Notice of Funding Opportunity for HomeKey
Round 3 is not expected to become available until November 2022, City
staff are working with local partner organizations and private donors to
prepare an application that would provide transitional housing for families
experiencing homelessness.
STRATEGIC DIRECTION
Scope of Strategy
When discussing the City’s Strategic Plan to Prevent and Address Homelessness, it is
important to consider the City’s role in the scope of Homelessness Response. Figure A
provides a visual summary of how federal, state, county, and city governments, as well
as community partners work together to fund and implement programs that assist those
experiencing homelessness. Each of the green spheres represents the scope of
responsibility, while the opacity represents funding availability.
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Figure A: Visual summary of Roles and Responsibilities to Address Homelessness.
To better understand needs related to homelessness as a national priority, Point in Time
(PIT) Counts are required by the Department of Housing and Urban Development to count
the number of people experiencing homelessness on a single night in January on an
annual basis and with data disaggregated down to the city level. The 2022 SLO County
PIT Report3 was published on July 19, 2022 and provides the most comprehensive
information on the City’s homeless population. The 2022 PIT count was conducted during
the COVID-19 pandemic and was postponed to February 2022 due to COVID -10 safety
concerns during the Omicron surge. The report concludes that longer term trends for the
San Luis Obispo County region are consistent with neighboring communities. Some
pertinent overall numbers of the 2022 PIT count include that a total of 1,448 persons are
reported as experiencing homelessness in the county in 2022, a decrease of 2% from
2019. Unsheltered homeless population for the City is reported at 248, and sheltered
homeless population reported as 137, a decrease from 2019 of 326 unsheltered and 156
sheltered persons respectively. Some PIT data points of particular interest to the strategic
planning process include: the homeless population that reported San Luis Obispo County
as their residence at time of homelessness increased from 74% reported in 2019 to 92%
in 2022; the duration of homelessness, reported as lasting for a year or longer, increased
from about half (52%) in 2019 to more than three-quarters (83%) in 2022; and an 8%
increase for homeless youth is reported from 2019.
3 SLO County Point in Time Report 2022
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The County is responsible for implementing programs set forth by the State including
Social Services, Behavioral Health, Drug & Alcohol Services, Public Health, etc. They are
also responsible for setting the overall tone and strategic direction on addressing key
issues that affect the region. As such, it is important for the City’s strategic plan to align
with and promote County initiatives.
On August 9, 2022, the SLO County Board of Supervisors approved the Countywide
Strategic Plan to Address Homelessness. This five-year plan outlines regional priorities
under six lines of effort focused on 1. Housing/Shelter, 2. Services, 3. Data, 4. Funding
Resources, 5. Regional Collaboration, and 6. Public Engagement.
The following sections outline how the City’s two-year strategic planning effort is aligned
with the countywide plan as well as highlight key differences in scope.
Vision Statement
A vision statement sets an ideal and inspirational intention for our strategy. It provides a
north star for all subsequent policies, programs, and actions related to the effort to prevent
and address homelessness.
Approved Countywide Vision Statement:
The San Luis Obispo region will reduce homelessness by ensuring that
people at risk of losing housing can retain it, and those experiencing
homelessness can equitably secure safe housing with appropriate
supports, minimizing trauma to the individual, the community, and the
environment.
City Proposed Vision Statement:
All community members in SLO City are empowered to successfully prevent
and address concerns related to homelessness through equitable access
to a variety of resources. Periods of unsheltered homelessness within SLO
City are brief due to the City’s capacity to conduct timely outreach and
connect to a range of emergency and transitional shelter/housing options
through local and regional resources.
1. Does Council concur that the proposed vision statement
accurately reflects the City’s role and responsibilities and
supports the Countywide strategic plan?
2. Does the above proposed vision statement align with Council’s
vision of success for the City’s 2-year strategic plan to prevent
and address homelessness?
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Measurements of Success
Where the vision statement is an ideal and inspirational intention for the strategy, it must
be operationalized through specific goals and measurable outcomes.
Table 1 below illustrates how key elements and corresponding goals of the city plan align
with the countywide effort. You will note that some sections are bolded to demonstrate
the difference in scope between the countywide and city plans:
City-Level Key Components Countywide Lines of Effort
1 Data
Streamline data collection among city
departments to enable timely and effective
coordination of current homelessness
response efforts, as well as provide analysis
to determine assess best practices and
changing needs.
Line of Effort 3
Improve and expand data management efforts
through [countywide] HMIS and coordinated
entry system to strengthen data-driven
operational guidance and strategic oversight.
2 Communications
Enable equitable access to resources and
increase transparency so that all community
members are aware of efforts to address
gaps in service and know where/how/when
to reach out for assistance to address
concerns related to homelessness.
City policies and procedures related to
homelessness response follow evolving
legal framework, demonstrate compassion,
and enable efficient use of resources.
Line of Effort 6
Build public engagement through information
sharing and partnership.
3 Pilot Programs
Conduct timely outreach and connect
those experiencing homelessness to a
variety of emergency and transitional shelter
options through local and regional
resources.
Line of Effort 1
Create affordable and appropriately designed
housing opportunities and shelter options for
underserved populations.
Line of Effort 2
Focus efforts to reduce or eliminate the
barriers to housing stability for those
experiencing homelessness or at risk of
homelessness including prevention, diversion,
supportive services, and housing navigation
efforts.
4 Funding Opportunities
Proactively seek funding opportunities to
meet localized needs as aligned with
regional goals to prevent and address
homelessness.
Line of Effort 4
Create, identify, and streamline funding and
resources.
5 Regional Collaboration & Engagement
Engage city and regional partners in
collaborative efforts to improve effective use
of resources by promoting further adoption
of proven best practices.
Line of Effort 5
Strengthen regional collaboration.
Table 1: Alignment of Strategic Plan Goals
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The goals listed in Table 1 under each of the City plan’s key components outline the
desired impact. However, measurable outcomes are necessary to ensure that the City is
accountable to achieving these goals.
4 The goal of Housing First is to provide housing to individuals and families quickly with as few obstacles
as possible, along with voluntary support services according to their needs.
https://homekey.hcd.ca.gov/sites/default/files/2021-09/Housing%20First%20Guidance%20Checklist.pdf
Table 2: SLO City Strategic Plan
Key
Component 2-Year Goal Measurable
Outcome Example Indicators
1
Data
Data Driven Best
Practices:
Streamline data
collection among city
departments to
enable timely and
effective coordination
of homelessness
response efforts, and
provide analysis to
inform best practices
and assess needs.
a) Reduce number
of data collection
repositories.
b) Increase number
of referrals from
city staff.
c) Analyze number
of successful
referrals to inform
best practice.
a) # of city data collection
repositories
b) # of referrals made by
city staff
c) # of successful referrals
reported by Prado
2
Communication
&
Outreach
Effective
Communications:
Enable equitable
access to resources
and increase
transparency so that
all community
members are aware
of efforts to address
gaps in service and
know
where/how/when to
reach out for
assistance to
address concerns
related to
homelessness.
a) Increase
community
awareness of
available shelter
and mental/
physical health
services by 50%.
b) Develop
communications,
outreach, and
County
collaboration to
support Housing
First.
a) # of surveyed individuals
that are aware of shelter
and mental/physical
health services compared
to # at baseline.
a) % Increase in city
homelessness prevention
and assistance webpage
views.
b) Produce a Housing First
white paper and road map
for the City’s role and
opportunity to
establish/support Housing
First programs and
initiatives4.
City policies and
procedures related to
homelessness
response follow
evolving legal
framework,
demonstrate
compassion, and
enable efficient use
of resources.
a) Update City
policies and
procedures to
align with
local/state/federal
laws
b) City employees
are trained on
updated policies,
procedures, and
best practices.
a) % of City
policies/procedures
related to homelessness
updated annually.
b) # of city staff trained on
topics related to
homelessness.
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1. Does Council concur with the 2-year goals for each key component?
2. Does Council recommend any additions or alternatives to the
proposed measurable outcomes?
3
Pilot Programs
Connect to
Housing: Expand
capacity to conduct
timely outreach &
connect those
experiencing
homelessness to a
variety of emergency
and transitional
shelter options
through local and
regional resources.
a) Increase
resiliency of
emergency
shelter.
b) Increase diversity
of outreach
resources/teams.
c) Identify and
support
opportunities to
develop
transitional
housing.
a) # days intake is halted
due to communicable
disease outbreak/
disruptions.
b) # of city outreach staff; #
of outreach contacts.
c) # of outreach
resources/teams.
d) # of city supported
transitional housing
opportunities.
4
Funding
Opportunities
Leverage Funds:
Proactively seek
funding opportunities
to meet localized
needs as aligned with
regional goals to
prevent and address
homelessness.
a) Increase/diversify
SLO City’s
funding resources
for homelessness
response.
b) Support efforts to
establish
emergency/transit
ional housing for
key beneficiary
groups.
a) # of grant applications
submitted; $ dedicated to
homelessness response.
b) # of city supported
emergency/transitional
housing projects for
chronically homeless,
medically vulnerable,
and/or families.
5
Regional
Collaboration &
Engagement
Promote Best
Practices:
Engage city and
regional partners in
collaborative efforts
to improve effective
use of resources by
promoting further
adoption of proven
best practices.
a) Advocate for
policies and
programs that
meet localized
and regional
objectives.
b) Advocate for
adoption of best
practices.
c) Advocate for
equitable and
proportional
funding from
Federal/State and
local county and
cities.
a) # of regional advisory
groups city participates
in.
b) # of best practice
templates/guides
developed and shared by
City.
c) % of City funds dedicated
to homelessness
response efforts reflects
City’s homeless
population per most
recent PIT.
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Public Engagement
Staff have been continuously engaged in outreach on concerns related to homelessness
through regular site visits to encampments, services provide rs, and local businesses,
response to public inquiries, and participation in committees (Homeless Services
Oversight Council) and other public forums (panel discussions and news interviews).
Homelessness is an issue that touches every part of the community from personal
wellbeing to public safety and environmental impact. As such, incorporating community
feedback is a critical element to ensuring that the City’s Strategic Plan is a success.
All SLO City community members are encouraged to participate by providing feedback
through a survey posted to the City’s Homelessness Prevention and Assistance Webpage
(www.slocity.org/homelessness). The survey will be live immediately following this study
session at the September 20, 2022, City Council Meeting and will close on October 31,
2022.
The Homelessness Response Manager will conduct a series of on-site surveys to ensure
that unsheltered and unhoused community members have an opportunity to provide
input.
In addition to these survey platforms, City staff will engage key stakeholder s in a series
of feedback sessions. To encourage productive and honest discussion s, staff have
identified seven stakeholder groups to organize feedback sessions. This encourages
individuals/organizations to provide necessary feedback regardless of their relationship
with the City (ex: grant recipients, permit applicants, etc.) by acting as a member of a
similarly situated group. The seven proposed stakeholder groups are as follows :
1. Homeless Services Providers
2. Specialized Services Providers
3. Housing Providers
4. Healthcare Providers
5. Grassroots/Activists
6. Business Community
7. Faith-Based Groups
In order to present a draft of the City Strategic Plan to Prevent and Address
Homelessness at the target February 7, 2023, City Council Meeting, the Homelessness
Response Manager will conduct one feedback session per week from October 3 rd –
November 19th. The remaining time from November to December will be dedicated to
drafting the Strategic Plan document.
1. Does Council concur with the proposed public engagement
approach of public surveys and stakeholder feedback sessions?
2. Does Council recommend any additions or alternatives to the
proposed stakeholder groups?
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Previous Council or Advisory Body Action
On November 16, 2021, Council received a presentation from the Homelessness
Response Manager on their activities to date and provided direction on developing a
strategic plan with a continuous implementation methodology and five key components
(1. Data, 2. Communications, 3. Pilot Programs, 4. Funding Opportunities, and 5.
Regional Collaboration and Engagement).
On June 20, 2022, Council received a presentation from County staff on Homelessness
Response Regional Collaboration and provided feedback on the d raft Countywide
Strategic Plan to Address Homelessness.
Focus Question Summary
Focus questions identified for consideration of the proposed strategic direction are
summarized below:
1. Does Council concur that the proposed vision statement accurately re flects the
City’s role and responsibilities and supports the Countywide strategic plan?
2. Does the above proposed vision statement align with Council’s vision of success
for the City’s 2-year strategic plan to prevent and address homelessness?
3. Does Council concur with the 2-year goals for each key component?
4. Does Council recommend any additions or alternatives to the proposed
measurable outcomes?
5. Does Council concur with the proposed public engagement approach of public
surveys and stakeholder feedback sessions?
6. Does Council recommend any additions or alternatives to the proposed
stakeholder groups?
CONCURRENCE
The City has established a Field Operations Group, Technical Specialist Group, and
Steering Committee to streamline communications and establish concurrence on City
policy/procedure that directly impact those experiencing homelessness. All policies and
procedures are vetted by the Steering Committee, which is comprised of leadership from
City Administration, City Attorney’s Office, Community Development Department, Police
Department, Fire Department, Public Works, and Parks and Recreation.
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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 “Project” under CEQA
Guidelines Section 15378. Once a draft Strategic Plan is created, it will be evalu ated to
determine if the plan or any of its components require environmental review under CEQA
prior to adoption.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2022-23
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $35,000 $ $33,428 $
State
Federal
Fees
Other:
Total $35,000 $ $33,428 $
Funds in the amount of $35,000 were allocated for stakeholder engagement and
community outreach to cover design and development of materials such as the pocket
guide, and to implement the communications plan as described above. To date, $33,428
remain for spending.
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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 dec ides to continue the meeting, direction
should be provided to staff on any additional information needed to complete the
discussion. There are many different approaches to strategic planning for homelessness
response and some examples emerging of city-level plans for consideration.5
5 Some examples from other California cities of Strategic Plans for Homelessness Response include: City
of Malibu Homelessness Strategic Plan; City of Hayward Homelessness Reduction Strategic Plan; City of
Goleta Homelessness Strategic Plan; City of Encinitas Homeless Action Plan
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SLOCITY.ORGSLO City Strategic Plan to Prevent and Address Homelessness
Study Session AgendaContext for City Strategic PlanOur Vision of SuccessKey Component Progress, Benchmarks, and Measurable OutcomesOutreach & Feedback PlanFocus Question Discussion
Homelessness Response Roles & Responsibilities
Homelessness Response Context
FOCUS QUESTIONS1. Does Council concur that the proposed vision statement accurately reflects the City’s role and responsibilities and supports the Countywide strategic plan? 2. Does the above proposed vision statement align with Council’s vision of success for the City’s 2-year strategic plan to prevent and address homelessness?
Our Vision of SuccessApproved Countywide Vision StatementProposedCity Vision Statement
Strategic Planning MethodologyWhere Are We Now?
KEY COMPONENTSProgress, Goals, & Measurable OutcomesDataCommunicationsPilot ProgramsFunding OpportunitiesRegional Collaboration & Engagement
FOCUS QUESTIONS3. Does Council concur with the 2-year benchmarks for each key component? 4. Does Council recommend any additions or alternatives to the proposed measurable outcomes?
SLOCITY.ORGDATA2-Year BenchmarkEstablish Data Driven Best Practices: Streamline data collection among city departments to enable timely and effective coordination of homelessness response efforts and provide analysis to inform best practices and assess changing needs.Measurable Outcomesa) Reduce number of data collection repositories. b) Increase number of referrals from city staff. c) Analyze number of successful referrals to inform best practice.
SLOCITY.ORGCOMMUNICATIONS2-Year BenchmarkEnable Effective Public Communication:Enable equitable access to resources and increase transparency so that all community members are aware of efforts to address gaps in service and know where/how/when to reach out for assistance to address concerns related to homelessnessMeasurable Outcomesa) Increase community awareness of available shelter and mental/ physical health services by 50%.a) Develop communications, outreach and County collaboration to support Housing First.
SLOCITY.ORGCOMMUNICATIONS(part 2)2 Year BenchmarkStreamline City Policies:City policies and procedures related to homelessness response follow evolving legal framework, demonstrate compassion, and enable efficient use of resources.Measurable Outcomesa) Update City policies and procedures to align with local/state/federal laws b) City employees are trained on updated policies, procedures, and best practices.
SLOCITY.ORGPILOT PROGRAMS2 Year BenchmarkConnect to Housing: Expand capacity to conduct timely outreach & connect those experiencing homelessness to a variety of emergency and transitional shelter options through local and regional resources.Measurable Outcomesa) Increase resiliency of emergency shelter. b) Increase diversity of outreach resources/teams.c) Identify and support opportunities to develop transitional housing.
SLOCITY.ORGFUNDING OPPORTUNITIES2 Year BenchmarkLeverage Funds: Proactively seek funding opportunities to meet localized needs as aligned with regional goals to prevent and address homelessness.Measurable Outcomesa) Increase/diversify SLO City’s funding resources for homelessness response.a) Support efforts to establish emergency/transitional housing for key beneficiary groups.
SLOCITY.ORGREGIONAL COLLABORATION & ENGAGEMENT2 Year BenchmarkPromote Best Practices:Engage city and regional partners in collaborative efforts to improve effective use of resources by promoting further adoption of proven best practices.Measurable Outcomesa) Advocate for policies and programs that meet localized and regional objectives.b) Advocate for adoption of best practices.c) Advocate for equitable and proportional funding from Federal/State and local county and cities
FOCUS QUESTIONS5. Does Council concur with the proposed public engagement approach of public surveys and stakeholder feedback sessions?6. Does Council recommend any additions or alternatives to the proposed stakeholder groups?
SLOCITY.ORGStrategic Plan Outreach & FeedbackSurveysKey Audiences: • Unsheltered Community Members• General Public
SLOCITY.ORGStrategic Plan Outreach & FeedbackFeedback SessionsKey Audiences: • Homeless Services Providers• Specialized Services Providers• Housing Providers• Healthcare Providers• Grassroots/Activists• Business Community• Faith-Based Community
Focus Questions 1. Does Council concur that the proposed vision statement accurately reflects the City’s role and responsibilities and supports the Countywide strategic plan?2. Does the above proposed vision statement align with Council’s vision of success for the City’s 2-year strategic plan to prevent and address homelessness? 3. Does Council concur with the 2-year benchmarks for each key component? 4. Does Council recommend any additions or alternatives to the proposed measurable outcomes? 5. Does Council concur with the proposed public engagement approach of public surveys and stakeholder feedback sessions? 6. Does Council recommend any additions or alternatives to the proposed stakeholder groups?
SLOCITY.ORGMore Informationwww.slocity.org/living/neighborhood/homelessness/homelessness-strategic-plan