HomeMy WebLinkAboutItem 8a. Study Session on the Homelessness Response Strategic Plan Item 8a
Department: Community Development
Cost Center: 4006
For Agenda of: 2/7/2023
Placement: Study Session
Estimated Time: 90 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Daisy Wiberg, Acting Homelessness Response Manager and Teresa
McClish, Housing Policy and Programs Manager
SUBJECT: STUDY SESSION: HOMELESSNESS RESPONSE STRATEGIC PLAN
RECOMMENDATION
Hold a Study Session to provide direction on the City’s Draft Strategic Plan Framework
for the City’s first Homelessness Response Strategic Plan.
REPORT-IN-BRIEF
The purpose of the draft Homelessness Response Strategic Plan (Attachment A) is to
align City policies with the adopted Countywide Plan1 to Address Homelessness (“County
Plan”) while considering the availability of State and Federal funding.
The Draft Strategic Plan Framework includes the previously identified five component
areas that have been refined based on additional collaboration with County staff, lessons
learned through implementation, and strategic feedback from residents, stakeholders and
the houseless community. City Staff will incorporate Council’s comments and directions
on the Draft Strategic Plan Framework into the final Homelessness Response Strategic
Plan currently scheduled for consideration by Council on March 21, 2023.
POLICY CONTEXT
In December 2020, in the midst of the pandemic with a growing concern about
homelessness in the community, the City allocated funding for the City’s first
Homelessness 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 government to discover and implement comprehensive and effective
strategies to reduce chronic homelessness.
1 The San Luis Obispo Countywide Plan to Address Homelessness
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The following are the six supporting strategies for the Major City Goal approved by
Council in the fiscal year 2021-23 financial plan:
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
Additionally, the sixth (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 housing, 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.
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 underutilized
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.
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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.
DISCUSSION
Background
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
Homelessness Response Strategic Plan on five key components: 1) Communications, 2)
Data, 3) Pilot Programs, 4) Funding Opportunities, and 5) Regional Collaboration &
Engagement.
On June 21, 2022, staff from the County presented The San Luis Obispo Countywide
Plan to Address Homelessness, 2022-2027 (Countywide Plan). The County outlined six
key lines of effort:
1. Create affordable and appropriately designed housing opportunities and shelter
options for underserved populations.
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.
3. Improve and expand data management efforts through HMIS and coordinated
entry system to strengthen data-driven operational guidance and strategic
oversight.
4. Create, identify, and streamline funding and resources.
5. Strengthen regional collaboration.
6. Build public engagement through information-sharing and partnership.
On August 9, 2022, the SLO County Board of Supervisors approved the Countywide
Strategic Plan to Address Homelessness2.
On September 20, 2022, Council held a study session to review the regional strategic
vision, proposed outcomes, and outreach plan for developing the City’s Homelessness
Response Strategic Plan3. Council feedback from that study session informed the
implementation of key stakeholder feedback sessions and the creation of the proposed
strategic plan framework, in alignment with the Countywide Plan.
2 County Board of Supervisor's Agenda Item Details, August 9, 2022
3 City Council Agenda Packet Item for September 20, 2022
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Staff has continued to implement strategies to address the Major City Goal and
incorporate and align strategies identified in the Countywide Plan while crafting the
strategic plan.
Draft Strategic Plan Framework
Four key factors influence the City’s Draft Strategic Plan Framework: 1) Major City Goals
and previous Council direction, 2) alignment with the Countywide Plan, 3) lessons learned
from implementing strategies, and 4) feedback gained so far through public engagement.
The Draft Strategic Plan Framework is included in Attachment A and will be expanded
upon and inserted into the final Homelessness Response Strategic Plan scheduled for
City Council consideration on March 21, 2023.
Alignment with the Countywide Plan
The County is responsible for implementing programs set forth and funded by the State
including Social Services, Behavioral Health, Drug & Alcohol Services, and Public Health
among other supportive services that can benefit the unhoused community and those
most at risk of homelessness. The primary reason that Counties rather than Cities
provide these services is that they require significant expertise, dedicated funding, and
the policy and service issues addressed are largely regional in nature.
In its role as the regional social services provider, the County is integral, and should be
asked to lead, set the overall tone and strategic direction , and address key issues that
affect homelessness in the region. Upon adoption of the Countywide Plan, the County
acknowledged itself as the leader of countywide homelessness response. As such, it is
important for the City’s strategic plan to align with and promote County initiatives.
The City’s two-year strategic planning effort is intended to align with the Countywide Plan
as much as possible, given differences in jurisdictional purview. While the Countywide
Plan spans five years, the two-year timeframe for the City plan is proposed to allow for
frequent evaluation and adaptability, alignment with the City’s financial plan, and the
opportunity to inform the Countywide Plan cycle. The table below was presented in
September and describes where the City's Strategic Plan key components, as currently
modified, align with the lines of effort outlined in the Countywide Plan.
City-Level Key Components Countywide Lines of Effort
1 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.
Line of Effort 6
Build public engagement through information-
sharing and partnership.
Table 1: Alignment of Strategic Plan Goals
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City-Level Key Components Countywide Lines of Effort
2 Data
Streamline internal and external data
collection processes to enable timely and
effective coordination of homelessness
response efforts and provide analysis to
inform best practices.
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.
3 Pilot Programs
Collaborate with the County to develop
scalable and replicable programs to
connect those experiencing homelessness
to a variety of shelter and housing options
through timely outreach, and advocate for
County implementation of successful
programs.
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
Collaborate with the County to engage
regional partners in collaborative efforts to
improve the effective use of resources
and promote proven best practices.
Line of Effort 5
Strengthen regional collaboration.
County Homeless Services staff have recently completed a reorganization in accordance
with the Countywide Plan and City staff have developed regular meetings with their core
team, which has proven to be very effective to date. The City’s Draft strategic plan
framework heavily emphasizes County leadership and collaboration to identify and
remove barriers, promote effective practices, and leverage resources to connect
unhoused individuals to services and shelter and housing options.
The goals listed in Table 1 under each of the City-level key components outline desired
impacts. While measurable outcomes are necessary to ensure that the City is
accountable to achieving the outlined goals, the table below identifies benchmarks for
how the City will measure success for each key component . Rather than creating
quantifiable metrics to drive the City’s homelessness response efforts, Table 2 outlines
an example of the qualitative measures that will be used to guide and measure success.
This approach creates space for the nuances and complexities involved with preventing
and addressing homelessness.
Lessons Learned from Implementing Strategies to Date
Implementation of strategies to date have revealed some opportunities to make course
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corrections to increase effectiveness as described below.
1. Contending with numerous and simultaneous encampments requires improved
tracking and communications. The City’s internal protocols for addressing
homeless encampments have been updated in the Compassionate Assistance,
Mitigation, and Prevention (CAMP) Standards and operationalized through an
application called Survey 123 developed by the City’s GIS team. Staff will continue
to monitor improvements as use of the App is standardized over time. Additionally,
sharing the potential and limitations of the App with County staff may assist to
bridge gaps as the County develops a more robust and regional data application,
consistent with the Countywide Plan. Congregate and individual housing/shelter
availability needs to be coordinated regionally. The lack of regional coordination
creates unnecessary challenges and underutilized regional shelter/housing
capacity The City’s Draft Strategic Plan Framework includes directions for this effort
in Data Objective 1, Task 1 and Objective 2, Task 1.
2. The CAT and MCU teams continue to increase referrals for unhoused individuals
to services and shelter options, but resourcing outreach staff for these units remains
a challenge. The City’s Draft Strategic Framework includes advocating to the
county for additional outreach resources in Pilot Programs Objective 2, Task 3.
Table 2: SLO City Strategic Plan Example Qualitative Metric
Key
Component Goal Objectives We will recognize
success when…
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
homelessness.
1) Increase
homelessness
response
communications
2) Communicate
consistent
homelessness
response messaging
across region
1) Our community
members know where
to go for information and
resources related to
homelessness.
2) The County is widely
recognized as the
leader in regional
homelessness response
efforts.
3) Effective talking points
are consistently shared
across our City and
Region.
4) Unhoused individuals
are clear about service
capacity and where to
obtain services.
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3. Ensuring the provision of shelter options and beds is critical for the City’s ability to
keep the unhoused population and the entire community safe and protect the
environment by reducing the number of people living unhoused and, thus, the
number of homelessness encampments. The resiliency of 40 Prado operations
due to capacity constraints and Covid-19 outbreaks continues to be a barrier for
City teams to conduct effective outreach and referrals surrounding encampment
response and cleanouts. The City’s Draft Strategic Framework includes expanding
a hotel program in collaboration with the County and service providers to ensure
consistent shelter capacity as referenced in Pilot Programs Objective 1, Task 1.
4. Consistent stakeholder outreach is critical to the effectiveness of strategic plan
initiatives. Stakeholder outreach to date is described further below, but resourcing
and prioritizing outreach to each of the key stakeholder groups identified will allow
a proactive approach to homelessness response. The City’s Draft Strategic
Framework includes an annual community forum referenced in Communications
Objective 1, Task 3; potential pilot program opportunities with the faith-based
community referenced in Pilot Programs Objective 3, Task 3; and ongoing key
stakeholder engagement activities referenced in Regional Collaboration, Objective
2, Tasks 1-3.
Public Engagement
As directed by Council at the September 20, 2022, City Council meeting, City s taff
facilitated strategic stakeholder engagement activities throughout the last quarter of 2022.
Staff from multiple City departments have been continuously engaged in outreach on
concerns related to homelessness through regular site visits to encampments, services
providers, 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, community feedback has
been a vital component in shaping the City’s Strategic Plan.
Community feedback was collected through an online survey that was posted on the
City’s Homelessness Prevention and Assista nce webpage and shared across City
communication channels. The survey was available to all City of San Luis Obispo
community members from October 18, 2022, through November 19, 2022, and a total of
592 responses were received.
The Homelessness Response Manager and Homelessness Response Coordinator also
conducted individual surveys with unsheltered and unhoused individuals to incorporate
their lived experience and valuable insight into the strategic plan. The individual surveys
were administered on-site at Shower the People and BMW’s ‘Bless to Serve’ BBQ on
November 10, 2022.
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In addition to those survey platforms, City staff also engaged key stakeholders in a series
of feedback sessions. To encourage productive and honest discussion in the feedback
sessions, staff identified six distinct stakeholder groups. This intentional format
encouraged individuals and organizations to provide necessary feedback regardless of
their relationship with the City (e.g. grant recipients, permit applicants, etc.). The
stakeholder groups that were convened in the Fall of 2022 included:
1. Homeless Services Providers
2. Housing Services Providers
3. Healthcare Providers
4. Grassroots/Activists Groups
5. Business Community
6. Faith-Based Groups
The feedback sessions were well attended, and considerable and candid feedback was
provided by participants, which informed the creation of the Draft Strategic Plan
Framework.
A summary of the feedback will be included in the final Homelessness Response
Strategic Plan. However, some main themes that emerged and impacted the
development of this Draft Strategic Plan Framework are identified below:
Homeless Services Providers:
Emphasized the critical need for regional collaboration in the areas of communication,
data, and funding opportunities between North County, Central County, and South County
to consistently provide timely services to the unhoused community.
Housing Services Providers:
Expressed the critical need to develop a consistent continuum of transitional housing
opportunities to support individuals and families throughout the housing transition
process.
Healthcare Providers:
Highlighted the critical need to address gaps in services for the medically vulnerable
population within the chronically homeless community.
Grassroots/Activists Groups:
Advocated for compassionate treatment of unhoused individuals through equitable and
consistent access and sustained services to ensure their wellbeing while unhoused and
provide individualized opportunities to transition out of homelessness.
Business Community:
Expressed the critical need to support and equip the business community with improved
resources, programs, and services to address homelessness impacts in Downtown SLO.
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Faith-Based Groups
Advocated for expanded housing, shelter, and services for unhoused individuals and
collaboration amongst faith-based groups and the City to collectively contribute to the
prevention and reduction of homelessness.
Unhoused & Unsheltered
Unhoused and unsheltered individuals expressed their vulnerability and shared their own
unique life experiences including extreme hardships, not feeling safe, and feeling
overlooked. They also advocated for services including those that provide safety, stability,
shelter, and sanitation.
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. Regional Collaboration and
Engagement and 5. Funding Opportunities).
On June 21, 2022, Council received a presentation from County staff on Homelessness
Response Regional Collaboration and provided feedback on the draft Countywide
Strategic Plan to Address Homelessness.
On September 20, 2022, Council held a study session and reviewed the strategic vision,
proposed outcomes, and outreach and feedback plan for the City’s Homelessness
Response Strategic Plan.
Focus Question Summary
Focus questions identified for consideration of the proposed strategic direction are
summarized below:
1. Does Council concur with the proposed goals, objectives, and key tasks for each
key component?
2. Does Council recommend any additions or alternatives to the proposed
measurable outcomes?
3. Does Council concur with the qualitative format of the measurable outcomes?
CONCURRENCE
The City has established an internal communications structure that relies on three key
groups: 1) Field Operations, 2) 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 a re 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 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: 2022-23
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $35,000 $ $26,400 $
State
Federal
Fees
Other:
Total $35,000 $ $26,400 $
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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, $26,400
remain as available for contract assistance with Strategic Plan final production and any
remaining funds can be repurposed for implementation.
ALTERNATIVES
Continue consideration for the item to a future meeting. 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 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.
ATTACHMENTS
A - Draft Homelessness Response Strategic Plan Framework
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Attachment A: Strategic Plan Framework
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Attachment A: Strategic Plan Framework
1. Communications Goal: 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.
1.1. Supporting Objectives
Objective 1: Increase homelessness response communications.
Key Tasks
1) Maintain and update SLO City’s Homelessness Response website with
relevant resources including information for At-Risk Community Members,
Unhoused or Unsheltered Community Members, Property Owners, and
Helpers.1
2) Increase awareness of Ask SLO platform and streamline responses across
homelessness response team.
3) Collaborate with service providers, the County, and other regional partners to
co-facilitate an annual community forum focused on homelessness and local
response resources.
4) Conduct annual survey to measure awareness of existing homeless
services.2
5) Ensure that property owners are informed of their rights and available
resources and actions that can be taken to prevent and address issues
related to homelessness.
6) Update City Homeless Resources Pocket Guide annually and distribute to
key stakeholders including service providers, regional partners, outreach
staff, and unhoused and unsheltered community members.
1 Homeless Response website has been updated with relevant resources and will be maintained and updated on an
ongoing basis.
2 Initial community survey was conducted in the Fall of 2022, including individual surveys to unhoused and unsheltered
individuals.
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Attachment A: Strategic Plan Framework
Objective 2: Communicate consistent homelessness response messaging
across region.
Key Tasks
1) Collaborate with regional partners to develop and implement a
communications strategy to inform residents, property owners, and the
business community about individual and joint efforts to address
homelessness, as well as strategies and resources to address and reduce
adverse impacts.
2) Establish consistent web, print, and field outreach resources across the
region for people vulnerable to or currently experiencing homelessness that
are easily accessible and provide clear information on accessing needed
services.
3) Update the City’s external communication portals (e.g., website) to include
regional homelessness resources.
1.2. Measurable Outcomes
We will recognize success when –
1) Our community members know where to go for information and resources
related to homelessness.
2) The County is widely recognized as the leader in regional homelessness
response efforts.
3) Effective talking points are consistently shared across our City and Region.
4) Unhoused individuals are clear about service capacity and where to obtain
services.
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Attachment A: Strategic Plan Framework
2. Data Goal: Streamline internal and external data collection processes
to enable timely and effective coordination of homelessness response
efforts and provide analysis to inform best practices.
2.1. Supporting Objectives
Objective 1: Utilize a shared data platform.
Key Tasks
1) Develop and pilot a digital homeless encampment management tool to
streamline field staff outreach, referral, and response efforts to connect
unhoused individuals with needed services.3
2) Share data findings and best practices with the County and regional partners
to support countywide systems including Coordinated Entry and HMIS.
Objective 2: Increase data sharing between agencies.
Key Tasks
1) Establish referral system for City staff to make referrals to service providers
through the homeless encampment management tool to track outcomes and
increase referrals for unhoused individuals.4
2) Coordinate with County to conduct on-site encampment visits and assess
data needs and barriers to accessing services.
Objective 3: Increase transparency of affordable housing inventory and make
data more accessible to service providers and regional partners.
Key Tasks
1) Utilize the City’s below-market rate affordable housing administrator data to
connect individuals at risk of experiencing homelessness with housing
opportunities.
2) Share information with the County and regional partners on upcoming
affordable housing units.
3) Promote regional programs (e.g. Section 8 Voucher program) to property
owners within the City.
3 The digital homeless encampment management tool (Survey123 GIS app) was launched in December 2022 and is being
used by City field staff.
4 The digital homeless encampment management tool includes service provider referral capabilities.
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Attachment A: Strategic Plan Framework
2.2. Measurable Outcomes
We will recognize success when –
1) Information is shared more efficiently increasing the placement of
unhoused individuals into temporary or permanent housing.
2) Shared data resources make it easier for outreach professionals to
routinely make successful referrals connecting unhoused individuals with
services.
3) City staff and regional partners share a tool for data entry that ensures
consistency and improves outcomes across the region.
4) Encampment cleanups and outreach efforts are coordinated regionally.
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Attachment A: Strategic Plan Framework
3. Pilot Programs Goal: Collaborate with the County to develop scalable
and replicable programs to connect those experiencing homelessness
to a variety of shelter and housing options through timely outreach ,
and advocate for County implementation of successful programs.
3.1. Supporting Objectives
Objective 1: Expand hotel voucher program in collaboration with the
County to ensure a bridge for temporary emergency shelter is in place
as new transitional housing opportunities are developed.
Key Tasks
1) Collaborate with the County and homeless services providers to expand
hotel voucher program in coordination and alignment with the 2023-25
Financial Plan to provide hotel vouchers, up to a specified amount of
annual funding, for unhoused individuals who are unable to receive
shelter due to homeless service providers being at capacity.
Objective 2: Coordinate with the County to develop and implement pilot
programs for potential long-term implementation if proven effective.
Key Tasks
1) Continue development and operation of Community Action Team (CAT)
and Mobile Crisis Unit (MCU) pilot programs. Support CAT and MCU
encampment outreach efforts to connect unhoused individuals with
needed services by developing clear and effective policies and
procedures.
2) Document successful outcomes for CAT and MCU deployment and
share outcomes and best practices with the County.
3) Meet regularly with the County’s Homeless Services Department to
evaluate the effectiveness of City-operated pilot programs and discuss
long-term sustainability and implementation at the County level.5
4) Provide quantitative and qualitative data to County showing the impact
of pilot programs.
5 Bi-weekly meeting schedule implemented between City’s Homelessness Response staff and the Co unty’s Homeless
Services staff.
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Attachment A: Strategic Plan Framework
Objective 3: Identify and support new pilot program opportunities to
develop shelter and housing specifically for chronically homeless
individuals, medically vulnerable individuals, and families.
Key Tasks
1) Establish partnerships with key stakeholder groups including housing
providers, homeless services providers, and faith-based community
organizations to provide new transitional housing resources for
individuals and families.
2) Research emergency shelter and transitional shelter programs that
address target beneficiary populations and advocate for further
development of small-scale pilot programs.
3) Pursue opportunities with the faith-based community to develop safe
parking or tiny home placement initiatives.6
4) Proactively coordinate with the County to assess new pilot program
models and determine feasibility.
3.2. Measurable Outcomes
We will recognize success when –
1) Pilot programs are developed and implemented in collaboration with the
County and achieve long-term sustainability.
6 Follow up stakeholder meeting scheduled with faith-based community to discuss partnership and collaboration
opportunities.
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Attachment A: Strategic Plan Framework
4. Funding Opportunities Goal: Proactively seek funding opportunities to
meet localized needs as aligned with regional goals to prevent and
address homelessness.
4.1. Supporting Actions
Objective 1: Strategically apply for funding opportunities for
homelessness response in coordination with the County and non-profit
partners to secure funding that may become available through Federal
and State, and other sources.
Key Tasks
1) Collaborate with County and regional partners to strategically apply for
ongoing and one-time homelessness response funding opportunities.
2) Track homelessness response grant opportunities as appropriate to
meet City goals and objectives outlined in this strategic plan.
3) Establish partnerships with donor organizations with an interest in
addressing homelessness through municipal government.
4) Identify and apply for funding opportunities in collaboration with the
County that will increase outreach and case management services to
provide unhoused individuals with needed resources and opportunities
to engage in services.
Objective 2: Support efforts to establish emergency/transitional
housing for key beneficiary groups including chronically homeless
individuals, medically vulnerable individuals, and families.
Key Tasks
1) Establish partnerships with housing developers and homeless services
providers to submit funding applications in coordination with the
County (e.g., HomeKey Grant Funding) that will provide new
transitional housing resources for families.
2) Collaborate with housing developers and homeless services providers
to expand affordable housing options and coordinate with the County
to ensure inclusion of wrap around and support services.
3) Advocate for development of skilled nursing facilities in San Luis
Obispo County that can serve extremely low-income individuals.
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Attachment A: Strategic Plan Framework
Objective 3: Engage in efforts to leverage resources to develop a more
robust regional service delivery system.
Key Tasks
1) Participate on the Steering Committee for the Countywide Strategic
Plan to Address Homelessness.7
2) Regularly participate in activities convened by the Homeless Services
Oversight Council, Coordinated Entry System Lead Agencies,
homelessness response provider agencies, and neighboring
jurisdictions to identify opportunities to leverage funding resources.
3) Provide recommendations to the County of SLO Homelessness
Accountability Commission and advocate for the formation of key
metrics to monitor and improve resource allocation to effectively
decrease homelessness.
4.2. Measurable Outcomes
We will recognize success when –
1) The County uses it’s established metrics to guide actions and confirm the
positive impact of regional efforts to reduce homelessness.
2) The City reaches KPI targets for affordable housing production and
implements successful transitional housing projects to help bridge the gap
between temporary and permanent housing solutions.
3) The City collaborates with County and regional partners on funding
opportunities and receives funding for regional efforts.
7 Homelessness Response Manager participated in the Steering Committee for the Countywide Strategic Plan development
process in 2022.
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Attachment A: Strategic Plan Framework
5. Regional Collaboration & Engagement Goal: Collaborate with
the County to engage regional partners in collaborative efforts
to improve the effective use of resources and promote proven
best practices.
5.1. Supporting Actions
Objective 1: Work collaboratively with the County’s Homeless Services team
to establish and support regional priorities and implement strategies in alignment
with shared regional goals (e.g. housing, infrastructure, homelessness).
Key Tasks
1) Advocate for policies and implement programs that are in alignment with the
City and Countywide strategic plans, and regularly share progress with City
Council and community members.
2) Promote best practices and advocate for consistent KPIs to measure
progress on connecting unhoused individuals with services and housing
opportunities.
Objective 2: Strengthen relationships with key stakeholders to create
alignment, accountability, and opportunities for resource sharing and
collaboration.
Key Tasks
1) Commit to regular community engagement with key stakeholder groups
including homeless services providers, housing services providers, faith-
based groups, health care providers, downtown business community,
activists, and higher education institutions.
2) Identify and develop strategies to alleviate the priority concerns of key
stakeholders within the framework of the City’s strategic plan.
3) Collaborate with Downtown SLO, SLOPD, SLOFD, and City outreach teams
to enhance programs and services for downtown business community (e.g.
Police bike officers, Police Community Service Officers, Fire Mobile Crisis
Unit, Police Crime Prevention Through Environmental Design program,
Downtown SLO Ambassadors).
Page 488 of 489
Attachment A: Strategic Plan Framework
Objective 3: Coordinate regional encampment outreach and cleanup efforts
with the County, service providers, and regional partners.
Key Tasks
1) Work with the County to support shelter and housing options to reduce the
number, size, and location of encampments.
2) Examine current challenges with City’s encampment outreach and cleanup
efforts and develop consistent strategies and processes, in alignment with the
City’s Compassionate Assistance, Mitigation and Prevention (CAMP)
Standards.
3) Coordinate with County on encampment outreach to capitalize on windows of
opportunity to connect unhoused individuals to services and shelter and avoid
shuffling individuals between encampment locations and jurisdictions.
5.2. Measurable Outcomes
We will recognize success when –
1) Regional priorities, strategies, and resources are established by the County
and consistently communicated to regional agencies and evaluated to ensure
effective implementation
2) Identified key stakeholder groups are consistently and intentionally engaged.
3) The number of people inhabiting encampments is reduced.
4) Encampment outreach, referral, and cleanup efforts are coordinated
regionally.
Page 489 of 489
SLOCITY.ORG
City of San Luis Obispo
Homelessness Response
Strategic Plan
Study Session Agenda
Background &
Implementation
Updates
Public
Engagement
Key Component
Framework
Focus Question
Discussion
Next Steps
Dec. 2020
City allocated funding for the first Homelessness Response Manager who started work for the City in April 2021
2021–2023
City Council adopted the 2021-2023 Major City Goal for Housing and Homelessness
Nov. 2021
Council received a presentation from the Homelessness Response Manager on activities to date and provided direction on developing a strategic plan. Five key components established.
June 2022
County presented The San Luis Obispo Countywide Plan to Address Homelessness to City Council
Aug. 2022
Countywide Plan adopted by Board of Supervisors
Sep. 2022
Council Study Session held to review strategic vision, proposed outcomes, and outreach plan for Homelessness Response Strategic Plan
July 1, 2022 to Present
Ongoing implementation and development of Strategic Plan
Strategic Plan Background Information
Strategic Planning Methodology
Where Are We Now?
Alignment with
Countywide
Plan
Homelessness Response Roles & Responsibilities
Grants-in-Aid Program
Implementation Updates & Lessons Learned
Compassionate Assistance, Mitigation, and Prevention (CAMP) Standards
implemented to formalize the City’s internal protocols for encampment outreach
and enforcement.
CAMP Standards operationalized through app developed by City’s GIS team,
which launched in December 2022.
CAT and MCU teams continue to increase service/shelter referrals and
family reunifications for unhoused individuals. Resourcing outreach staff for
these units remains a challenge.
Supporting the provision of shelter options and beds is critical for the City
to keep the unhoused population and community safe and protect the
environment. Focus on resiliency and capacity-building for service providers.
Consistent stakeholder outreach is critical to the effectiveness of strategic
plan initiatives. Feedback sessions and strategic follow up meetings have been
held with key stakeholders.
Public Engagement
Homeless Services Providers
Housing Services Providers
Healthcare Providers
Grassroots/Activists Groups
Business Community
Faith-Based Groups
Unsheltered Individuals
General Public
Feedback Sessions
Community Surveys
Goals
Objectives
Key Tasks
How we will recognize success
Metrics: Establish baseline data
and align with the Countywide plan
Homelessness Response Strategic Plan Framework
KEY
COMPONENTS
Data
Communications
Pilot Programs
Funding
Opportunities
Regional Collaboration
& Engagement
SLOCITY.ORG
COMMUNICATIONS
GOAL 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.
OBJECTIVES 1)Increase homelessness response
communications.
2)Communicate consistent homelessness
response messaging across region.
KEY
TASKS
a)Homelessness Response Website
b)Ask SLO
c)Community forum
d)Annual survey
e)Property owner resources
f)Pocket Guide
g)Regional communications
h)Resources for the unhoused
i)Regional resources
Ask SLO
SLOCITY.ORG
1)Our community members know
where to go for information and
resources related to
homelessness.
2)The County is widely
recognized as the leader in
regional homelessness
response efforts.
3)Effective talking points are
consistently shared across our
City and Region.
4)Unhoused individuals are clear
about service capacity and
where to obtain services.
We will recognize success when…
COMMUNICATIONS
SLOCITY.ORG
DATA GOAL Streamline internal and external data
collection processes to enable timely and
effective coordination of homelessness
response efforts and provide analysis to
inform best practices.
OBJECTIVES 1)Utilize a shared data platform.
2)Increase data sharing between
agencies.
3)Increase transparency of affordable
housing inventory and make data more
accessible to service providers and
regional partners.
KEY
TASKS
a)Encampment management app
b)Shared data findings
c)App referral system
d)Coordinated encampment visits
e)Affordable housing data sharing
f)Promote regional programs to property
owners
SLOCITY.ORG
1)Information is shared more efficiently
increasing the placement of
unhoused individuals into temporary
or permanent housing.
2)Shared data resources make it easier
for outreach professionals to routinely
make successful referrals connecting
unhoused individuals with services.
3)City staff and regional partners share
a tool for data entry that ensures
consistency and improves outcomes
across the region.
4)Encampment cleanups and outreach
efforts are coordinated regionally.
DATA
We will recognize success when…
SLOCITY.ORG
PILOT PROGRAMS GOAL
Collaborate with the County to develop
scalable and replicable programs to
connect those experiencing homelessness
to a variety of shelter and housing options
through timely outreach, and advocate for
County implementation of successful
programs.
OBJECTIVES
1)Expand hotel voucher program in
collaboration with County to ensure a
bridge for temporary emergency
shelter is in place.
2)Coordinate with County to develop
and implement pilot programs.
3)Identify and support new pilot program
opportunities to develop shelter and
housing for chronically homeless and
medically vulnerable individuals, and
families.
KEY
TASKS
a)Hotel vouchers
b)CAT and MCU
c)Long-term sustainability and
implementation with County
d)Key stakeholder partnerships
e)New pilot programs to provide
emergency/transitional shelter
SLOCITY.ORG
1)Pilot programs are developed
and implemented in
collaboration with the County
and achieve long-term
sustainability.
We will recognize success when…
PILOT
PROGRAMS
SLOCITY.ORG
FUNDING OPPORTUNITIES GOAL
Proactively seek funding opportunities to
meet localized needs as aligned with
regional goals to prevent and address
homelessness.
OBJECTIVES
1)Strategically apply for funding
opportunities in coordination with
County and non-profits.
2)Support efforts to establish
emergency/transitional housing for
chronically homeless and medically
vulnerable individuals, and families.
3)Leverage resources to develop a more
robust regional service delivery system.
KEY
TASKS
a)Strategic funding opportunities with
County and regional partners
b)Partner with housing developers and
homeless services providers on new
transitional housing resources
c)Skilled nursing facilities
d)Regional recommendations for
resource allocation
SLOCITY.ORG
1)The County uses it’s established
metrics to guide actions and confirm
the positive impact of regional efforts to
reduce homelessness.
2)The City reaches KPI targets for
affordable housing production and
implements successful transitional
housing projects to help bridge the gap
between temporary and permanent
housing solutions.
3)The City collaborates with County and
regional partners on funding
opportunities and receives funding for
regional efforts.
We will recognize success when…
FUNDING
OPPORTUNITIES
SLOCITY.ORG
REGIONAL COLLABORATION & ENGAGEMENT GOAL
Coordinate with the County to engage
regional partners in collaborative efforts to
improve the effective use of resources and
promote proven best practices.
OBJECTIVES
1)Work with County’s Homeless Services
Team to establish and support regional
priorities and implement strategies in
alignment with shared regional goals.
2)Strengthen relationships with key
stakeholders.
3)Coordinate regional encampment
outreach and cleanup efforts with
County, service providers, and regional
partners.
KEY
TASKS
a)Policy and program alignment
b)Consistent KPIs
c)Key stakeholder engagement
d)Enhance programs and services for
downtown business community
e)Regional shelter options to house
individuals and reduce the number of
encampments
SLOCITY.ORG
1)Regional priorities, strategies, and
resources are established by the County
and consistently communicated to
regional agencies and evaluated to
ensure effective implementation
2)Identified key stakeholder groups are
consistently and intentionally engaged.
3)The number of people inhabiting
encampments and experiencing
homelessness on downtown streets is
reduced.
4)Encampment outreach, referral, and
cleanup efforts are coordinated
regionally.
We will recognize success when…
REGIONAL
COLLABORATION &
ENGAGEMENT
Focus Questions
•Does Council concur with the
proposed goals, objectives,
and key tasks for each key
component?
•Does Council recommend any
additions or alternatives to the
proposed measures for
recognizing success?
•Does Council concur with the
qualitative format for
recognizing success?
SLOCITY.ORG
More Information
slocity.org/homelessness
SLOCITY.ORG
EXTRA SLIDES
Homelessness Response Strategic Plan 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.
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 & County Vision Statements
Countywide 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.
City Vision Statement
Point in Time Data
Countywide Plan Lines of Effort
1.Communications >> Line of Effort 6, Build public engagement through info-
sharing and partnership
2.Data >> Line of Effort 3, Improve and expand data management efforts
through HMIS and coordinated entry system to strengthen data-driven
operational guidance and strategic oversight
3.Pilot Programs
>> 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 >> Line of Effort 4, Create, identify, and streamline
funding and resources
5.Regional Collaboration & Engagement >> Line of Effort 5, Strengthen
regional collaboration
Alignment with Countywide Plan Lines of Effort