HomeMy WebLinkAboutItem 7b. Adoption of the Homelessness Response Strategic Plan Item 7b
Department: Community Development
Cost Center: 4006
For Agenda of: 3/21/2023
Placement: Public Hearing
Estimated Time: 20 minutes
FROM: Michael Codron, Community Development Director
Prepared By: Daisy Wiberg, Acting Homelessness Response Manager
Teresa McClish, Housing Policy and Programs Manager
SUBJECT: ADOPTION OF THE HOMELESSNESS RESPONSE STRATEGIC PLAN
RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving the Homelessness Response Strategic Plan.”
POLICY CONTEXT
The 6th Cycle General Plan Housing Element includes 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, vet erans,
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.
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Item 7b
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.
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
In accordance with the City Council adopted 2021-2023 Major City Goal for Housing and
Homelessness, City staff has worked over the last two years to create and implement
strategies and best practices in alignment with the Countywide Plan to Address
Homelessness, and develop the City’s first Strategic Plan for Homelessness Response
(Attachment B).
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.’
Strategic Plan Framework
Four key factors influenced the development of the City’s Homelessness Response
Strategic Plan: Major City Goals and previous Council direction, alignment with the
Countywide Plan, lessons learned from implementing strategies to date, and feedback
gained through public engagement. The Homelessness Response Strategic Plan is built
around five key components: Regional Collaboration and Engagement; Communications;
Data; Pilot Programs; and Funding Opportunities.
Alignment with Countywide Plan
The City’s two-year strategic plan is intended to align with and promote the San Luis
Obispo Countywide Plan to Address Homelessness 2022-2027. The County is
responsible for implementing programs set forth by the State including Social Services,
Behavioral Health, Drug & Alcohol Services, and Public Health. The County is also
responsible for setting the overall tone and strategic direction on addressing key issues
that affect homelessness in the region. Upon adoption of the Countywide Plan, the County
emphasized itself as the leader of countywide homelessness response. As such, the
City’s Homelessness Response Strategic Plan focuses on aligning with and promoting
County initiatives.
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Item 7b
Strategy Implementation
Implementation of strategies to date provided valuable direction for the development of
the Homelessness Response Strategic Plan. The key tasks included in the strategic plan
framework reflect ongoing implementation of strategies as well as new initiatives to
prevent and address homelessness. The plan period is 2022 -2024, with the first year
well underway, and the plan is intended to be updated in the middle of the City’s two-year
financial planning cycle in advance of goal setting and budget preparation for the 2025-
27 Financial Plan. The timeframe also allows frequent updates to leverage state and
regional funding opportunities and to ensure alignment with the Five -Year Countywide
Plan to Address Homelessness.
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 to review the strategic vision,
proposed outcomes, and outreach plan for the City’s Homelessness Response Strategic
Plan. 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.
On February 7, 2023, Council held a second study session to review the Homelessness
Response Strategic Plan Framework. Council feedback from that study session informed
the final version of the Strategic Plan as shown in Attachment B.
Public Engagement
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.
As directed by Council at the September 20, 2022 City Council meeting, City staff
facilitated strategic stakeholder engagement activities including key stakeholder feedback
sessions, an online community survey, and individual surveys with unsheltered and
unhoused individuals to incorporate their lived e xperience and valuable insight into the
strategic plan. The strategic plan includes list individual groups and organizations that
provided specific input on the strategic plan. A summary of the public engagement data
is included in Homelessness Response Strategic Plan as shown in Attachment B.
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Item 7b
CONCURRENCE
The City has established an internal communications structure that relies on three key
groups: 1) Field Operations, 2) Technical Specialist Group, and 3) Steering Committee to
streamline communications and establish concurrence on City polic ies and procedures
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.
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 the Homelessness Response Strategic Plan is adopted,
implementation of the plan will be evaluated on a project-by-project basis to determine if
any of its components require environmental review under CEQA prior to implementation.
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 $26,400 $0 $26,400 $
State
Federal
Fees
Other:
Total $26,400 $0 $26,400 $
Initial funds in the amount of $35,000 were allocated in the 2021-23 Financial Plan for
stakeholder engagement and community outreach activities, design and development of
materials such as the pocket guide, and the strategic plan design. Due to the delay of
plan development necessary to align with the Countywide Plan, $35,000 was carried over
and $8,600 was approved in October 2022 for stakeholder engagement. R emaining
funds in the amount of $26,400 have been allocated for the design, production and
implementation of the strategic plan. After strategic plan design funds are expended,
$11,400 will be available for implementation.
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Item 7b
ALTERNATIVES
1. Council could decide not to adopt the resolution approving the Homelessness
Response Strategic Plan. Staff does not recommend this alternative due to delays
in plan implementation.
2. Council could decide to continue the item. 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.
ATTACHMENTS
A - Draft Resolution adopting the Homelessness Response Strategic Plan
B - Homelessness Response Strategic Plan
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R ______
RESOLUTION NO. _____ (2023 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE HOMELESSNESS
RESPONSE STRATEGIC PLAN
WHEREAS, the General Plan 6th Cycle Housing Element includes Goal 1: Safety,
(to provide safe, decent shelter for all residents) and Goal 8: Special Housing Needs
(encourage the creation and maintenance of housing for those with special housing
needs), with supporting policies and programs that include but are not limited to: assisting
those citizens unable to obtain safe shelter on their own, support ing local and regional
solutions to homelessness, and assisting the homeless and those at risk of becoming
homeless by supporting to encourage the creation of housing development that meets a
variety of special needs; and
WHEREAS, On August 9, 2022, after a staff presentation to the City Council on
June 21, 2022, the San Luis Obispo County Board of Supervisors approved the
Countywide Strategic Plan to Address Homelessness with a goal to reduce instances of
homelessness in the county by 50% in five-years; and
WHEREAS, City of San Luis Obispo residents and businesses have repeatedly
identified homelessness as a top community priority; and
WHEREAS, the City has adopted a Major City Goal since 2017 in response to the
housing and homelessness crises; and
WHEREAS, on November 16, 2021, September 20, 2022, and February 7, 2023,
the City Council held study sessions to receive the status of ongoing city activities and
strategies to address homelessness and provide direction to staff on developing the
Homelessness Response Strategic Plan; and
WHEREAS, the City’s first Homelessness Response Strategic Plan has been
prepared in collaboration with County of San Luis Obispo staff, lessons learned through
City staff implementation of strategies to date, and strategic feedback from stakeholders
that included an online public survey, in-person surveys with unsheltered and unhoused
individuals, and six feedback sessions with distinct organizations and groups.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo to approve the Homelessness Response Strategic Plan as follows:
SECTION 1. Recitals. The recitals set forth above are hereby adopted as the
findings of the City in adopting the policies herein.
SECTION 2. Environmental Review. The California Environmental Quality Act
(CEQA) applies only to projects that have the potential for causing a significant effect on
the environment. The City Council has determined that the Homelessness Response
Strategic Plan is not a project pursuant to Public Resources Code section 21065 and
CEQA Guidelines section 15378.
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Resolution No. _____ (2023 Series) Page 2
R ______
SECTION 3. Findings. The City Council, after consideration of the Homelessness
Response Strategic Plan, staff recommendations, public testimony and reports thereof,
makes the following findings:
1. The proposed Homelessness Response Strategic Plan will promote public
health, safety, and welfare of persons living in the City by implementing
strategies to prevent homelessness and connect individuals experiencing
homelessness to services and housing.
2. The proposed Homelessness Response Strategic Plan is consistent with the
General Plan (including 6th Cycle Housing Element Policies and Programs 1.1,
1.2, 1.7, 8.1, 8.8, 8.10, 8.11, 8.19, and 8.21 among others) and will further
General Plan goals to support local and regional solutions to homelessness.
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Resolution No. _____ (2023 Series) Page 3
R ______
3. The proposed Homelessness Response Strategic Plan will implement
strategies within the framework of regional collaboration, communications,
data, pilot programs and funding opportunities to prevent and address
instances of homelessness within the community.
Upon motion of Council Member ___________, sec onded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 20 23.
___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
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Homelessness Response Strategic Plan
2022–2024
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City Council
Erica A. Stewart, Mayor
Jan Marx, Vice Mayor
Andy Pease
Michelle Shoresman
Emily Francis
Carlyn Christianson (former)
Community Partners
County of San Luis Obispo, Homeless Services Division
Community Action Partnership of San Luis Obispo (CAPSLO)
Downtown SLO
Steering Committee
Derek Johnson, City Manager
Christine Dietrick, City Attorney
Shelly Stanwyck, Assistant City Manager
Rick Scott, Chief of Police
Todd Tuggle, Fire Chief
Michael Codron, Director of Community Development
Matt Horn, Director of Public Works
Greg Avakian, Director of Parks and Recreation
Whitney Szentesi, Public Communications Manager
Design Consultant
Verdin Marketing
Photography
K. Donohue Photography
Field Team
Captain Fred Mickel
Lieutenant Aaron Schafer
Officer Hayden Warner
Officer Paul Sisemore
John Klevins
Chief Sammy Fox
Keanu Morrison
Scott Giem
Brendan Thoele
Dan Dixon
Megan Hendrickson
Greg Cruce
Nemo Stephenson
Freddy Otte
Markie Kersten
Sadie Symens
Juanita Iriarte
John Mezzapesa
Steven Sheats
City Staff
Tyler Corey
Teresa McClish
Daisy Wiberg
Kyle Bell
Owen Goode
Ryan Tomlinson
Gerardo Arregui
Kelsey Nocket (former)
Acknowledgments
THANK YOU TO ALL THE MEMBERS OF OUR COMMUNITY WHO CONTRIB-
UTED TO THE CREATION OF THE CITY OF SAN LUIS OBISPO’S FIRST HOME-
LESSNESS RESPONSE STRATEGIC PLAN.
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OVERVIEW 4
STRATEGIC VISION 5
HOMELESSNESS: THE BIG PICTURE 6
PUBLIC ENGAGEMENT 11
STRATEGIC FRAMEWORK 12
REGIONAL COLLABORATION & ENGAGEMENT 13
COMMUNICATIONS 15
DATA 17
PILOT PROGRAMS 19
FUNDING OPPORTUNITIES 21
APPENDIX
A. PLANNING PROCESS 23
B. METRICS 29
C. KEY STAKEHOLDER RECOMMENDATIONS 32
D. ONLINE SURVEY DATA 36
E. UNHOUSED & UNSHELTERED SURVEY DATA 39
F. GLOSSARY 42
Table of Contents
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| Homelessness Response Strategic Plan 4
Overview
PERIOD COVERED BY PLAN:
JULY 1, 2022–JUNE 30, 2024
PRESENTED TO CITY COUNCIL
FOR ADOPTION: MARCH 21, 2023
The City of San Luis Obispo has established
preventing and addressing homelessness as
a key priority in alignment with its Major City
Goal for Housing and Homelessness and the
San Luis Obispo Countywide Plan to Address
Homelessness. The creation of the City’s first
Strategic Plan for Homelessness Response
was central to the work program for the Major
City Goal.
Considering the urgent need to address
homelessness in the City, a continuous
implementation methodology was adopted to
allow staff to implement elements of the plan
as it was being written. City Council provided
direction to focus the strategic plan on five
key components:
1. REGIONAL COLLABORATION & ENGAGEMENT
2. COMMUNICATIONS
3. DATA
4. PILOT PROGRAMS
5. FUNDING OPPORTUNITIES
PROGRESS UPDATES
City staff will report on the progress
of the Homelessness Response
Strategic Plan objectives, key tasks,
and outcome measures annually and/
or through Major City Goal reporting.
Photo credit: K. Donohue Photography
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| Homelessness Response Strategic Plan 5
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 reduced due to
the regional capacity to
conduct timely outreach
and connect individuals
and families to a range of
housing options.
Strategic Vision
THE CITY’S STRATEGIC PLANNING
EFFORTS ARE GUIDED BY THE
FOLLOWING VISION:
Photo credit: K. Donohue Photography
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| Homelessness Response Strategic Plan 6
Homelessness: The Big Picture
NATIONAL FOCUS
According to the United States Interagency Council on Homelessness (USICH), homelessness has
been rising nationwide since 2016. For the first time since such data collection began, the number
of unsheltered individuals, or those living in spaces not intended for human habitation (such as
public spaces, cars, and abandoned buildings), outnumbered the number of sheltered individuals
experiencing homelessness nationwide in 2020. As a result, Federal and State funding has increased
to address issues related to homelessness.
The federal government released All In: The Federal Strategic Plan to Prevent and End
Homelessness1 in December 2022. All In sets an ambitious goal to reduce homelessness 25%
by 2025 and encourages state and local governments to develop their own strategic plans and
objectives using the federal plan as a framework.
The Federal Strategic Plan is built around three ‘foundational pillars’ — equity, data, and
collaboration — and three ‘solution pillars’ — housing and supports, homelessness response,
and prevention. Each pillar includes strategies the federal government will implement to increase
‘availability of and access to housing, economic security, health care, and stability for all Americans’.
The Federal Strategic Plan provides the following assessment on the rise of homelessness in the
United States —
“After steady declines from 2010 to 2016, homelessness in America has been rising, and
more individuals are experiencing it in unsheltered settings, such as encampments. This increase
stems from decades of growing economic inequality exacerbated by a global pandemic, soaring
housing costs, and housing supply shortfalls. It is further exacerbated by inequitable access to
health care, including mental health and/or substance use disorder treatment; discrimination
and exclusion of people of color, LGBTQI+ people, people with disabilities and older adults; as
well as the consequences of mass incarceration. As our nation faces the growing threats of
climate change, more Americans are being displaced from their homes and people experiencing
unsheltered homelessness face even greater risk to their health and safety as a result of climate-
related crises like wildfires, floods, and hurricanes. Even as homelessness response systems
are helping more people than ever exit homelessness, more people are entering or reentering
homelessness.”
1. All In: The Federal Strategic Plan to Prevent and End Homelessness
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STATE PRIORITIES
At the state level, Governor Newsom invested $7.3 billion in 2021 and an additional $10.2 billion in
2022 to address the state’s homelessness crisis2. The State’s budget proposal for the 2023–24 fiscal
year includes $3.4 billion for homelessness with the statewide focus remaining on getting unhoused
individuals off the streets and connected with the mental and behavioral health services they
need. The California Interagency Council on Homelessness (Cal ICH) is responsible for overseeing
the state’s coordinated response to homelessness and implementing accountability measures for
homelessness resources that are distributed to local governments, including the Homeless Housing,
Assistance and Prevention (HHAP) Program.
The California Department of Housing and Community Development administers Homekey, ‘a
statewide effort to sustain and rapidly expand housing for persons experiencing homelessness
or at risk of homelessness.3 Homekey provides state, regional, and local public entities with the
opportunity to develop a broad range of housing types, including converting hotels and motels
to permanent or transitional housing for individuals and families experiencing homelessness. Two
rounds of Homekey funds have been administered to date, and the Homekey Round 3 Notice of
Funding Availability is expected in the Spring of 2023.
COUNTYWIDE PLAN
At the local level, the County of San Luis Obispo is tasked with leading regional homelessness
response efforts. Unlike its constituent cities, the County receives dedicated Federal and State
funding to staff and implement programs and services that address underlying issues related to
homelessness such as Social Services, Public Health, Behavioral Health, and Drug & Alcohol
Services.
In August 2022 the San Luis Obispo County Board of Supervisors approved the Countywide Plan to
Address Homelessness, 2022–2027 (Countywide Plan)4. The County outlined six key lines of effort in
the plan:
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.
2. Governor’s Budget Summary — 2023–24
3. California Department of Housing and Community Development — Homekey
4. The San Luis Obispo Countywide Plan to Address Homelessness
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| Homelessness Response Strategic Plan 8
The figure below provides a visualization of how each of these entities engage and overlap on
homelessness response efforts. The size of each sphere demonstrates its level of influence for
homeless response:
As the county seat, the City of San Luis Obispo has extended beyond its traditional role of
maintaining public health and safety through law enforcement and has employed staff and engaged
non-profit partners to address homelessness more urgently by increasing outreach efforts to
connect homeless individuals and families with needed services.
This strategic plan outlines the City’s role as a connector to regional services and a good-faith
partner in developing scalable and replicable programs for Countywide implementation. The City’s
overarching objective going forward is to align with the Countywide Plan to Address Homelessness.
The City views the County as the leader in regional homelessness response efforts, and wants to
support the lines of effort outlined in their plan to reduce homelessness by 50% by 2027.
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| Homelessness Response Strategic Plan 9
HOMELESSNESS IN SLO CITY
The central role that the County plays in implementing state programs, setting regional priorities,
distributing federal and state funding resources, and delivering services such as behavioral health,
public health, social services, and drug and alcohol services plays an integral role in the City’s
homelessness response efforts.
According to Point in Time Count Data, the
average number of people experiencing
homelessness in the City of San Luis Obispo
has fluctuated between 482 and 385 since 2015
(see chart to the left)5. Of those experiencing
homelessness in the City, an average of
64% have been unsheltered, meaning that
they reside in places not meant for human
habitation including public spaces, vehicles, and
abandoned buildings.
Societally, homelessness has a broad ripple
effect. In November 2022, the City conducted
a public survey to inform this strategic plan.
Of the 592 individuals surveyed, 88% stated
that they had never personally experienced
homelessness; However, 50% stated that
they knew a friend or family member who
has experienced homelessness and 87%
stated that they observed people experiencing
homelessness in the City of San Luis Obispo on
a daily basis.
The experience of homelessness has detrimental
effects on a person’s mental, physical, and
emotional health. In these conditions, individuals
experiencing long-term homelessness may
resort to negative coping mechanisms (warming/
cooking fires in areas of high vegetation,
substance dependency, panhandling, etc.)
which amplify the adverse impacts to the
individual and compromises a broader sense of
public safety and security. These problems are
exacerbated when individuals who have pre-
existing mental health and/or substance abuse
issues fall through cracks in the healthcare
system and become homeless. As a result,
5. 2022 San Luis Obispo County Homeless Count and Survey Comprehensive Report
SLO CITY POINT IN TIME COUNT DATA
SHELTERED UNSHELTERED
0
100
200
300
400
500
2015
324
158
2017
22 2
189
2019
32 6
156
20 22
248
137
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| Homelessness Response Strategic Plan 10
homelessness prevention must be an important part of any strategy.
As mentioned in the Countywide Plan, the average rent in the County has increased by 46% since
2016. As of February 2022, the average rent in the County was $2,347 per month ($719 more than
the national average). The County of SLO is the second least affordable small metro area in the
entire nation, with cost of housing about 51.7% higher than the national average making it the fourth
highest housing cost in the United States. Of all jurisdictions within the County, the City of San Luis
Obispo has the highest percentage of renters that are spending over 30% of their income on rent.
This Homelessness Response Strategic Plan outlines the City’s role in implementing strategies
to prevent homelessness and connect individuals experiencing homelessness to services and
housing. The graphic below is a visual representation of the continuum of housing, and this strategic
plan proposes expanding the continuum to meet the needs of key beneficiary groups who are
experiencing homelessness in the City of San Luis Obispo.
THE HOUSING CONTINUUM
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| Homelessness Response Strategic Plan 11
Public Engagement
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 Assistance webpage and shared across City communication
channels. The survey was available to all City of San Luis Obispo community members from October
18 through November 19, 2022, and a total of 592 responses were received.
The City’s 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 ‘Blessed to Serve’ BBQ on November 10, 2022.
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
A list of participating agencies and organizations, as well as a summary of the feedback that was
received, are included in Appendices A and C.
Photo credit: K. Donohue Photography
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Strategic Framework
The City of San Luis Obispo has identified the
following key components for its Homelessness
Response Strategic Plan, in alignment with
broader regional strategies and efforts:
The City’s implementation strategies for each
key component are outlined in the following
section. The framework includes overarching
goals, supporting objectives, actionable
key tasks, and an overview of how the City
will recognize success for each component.
Personal quotes from individuals currently
experiencing homelessness in San Luis Obispo
are included in each section to provide lived
experience perspectives.
1. REGIONAL COLLABORATION
AND ENGAGEMENT
2. COMMUNICATIONS
3. DATA
4. PILOT PROGRAMS
5. FUNDING OPPORTUNITIES
Photo credit: K. Donohue Photography
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| Homelessness Response Strategic Plan 13
1. REGIONAL COLLABORATION AND ENGAGEMENT
“The veteran services application for section 8 housing is 80 pages long!”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“Being homeless, it takes a very long time to figure out how the resources can help us…You have to
keep asking and asking and you connect with a lot of people. It’s a lot to coordinate and keep track of.”
— UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
GOAL: Collaborate with the County to engage regional partners in collaborative
efforts to improve the effective use of resources and promote proven best practices.
1.1 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 prevention).
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 regional measures to gauge progress on
connecting at-risk and 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).
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Objective 3: Coordinate regional encampment and street 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 and street outreach to capitalize on windows of
opportunity to connect unhoused individuals to services and shelter and avoid shuffling
individuals between encampment locations and jurisdictions.
Objective 4: 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.
1.2 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 and experiencing homelessness on City
streets is reduced.
4. Encampment and street outreach, referral, and cleanup efforts are coordinated regionally.
5. The hotel voucher program expands service provider capacity to provide shelter for unhoused
individuals.
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2. COMMUNICATIONS
“There’s not enough awareness. People are sitting in their homes comfortably and not thinking about
these issues”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“With the warming centers, most of the time I don’t know if the center will be open.”
— UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
“Service providers have enough going on and sometimes they don’t know where to refer us to. I
started helping people who were lost and didn’t know where to go because people helped me.”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
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.
2.1 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.6
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.7
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, including opportunities
through the City’s Safe Housing Program and Cal Poly’s Educated Renter Program.
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 to prevent and address issues related to homelessness.
6. The City of San Luis Obispo’s Homeless Response website has been updated with relevant resources and will be maintained and updated on an ongoing basis.
7. Initial community survey was conducted in the Fall of 2022, including individual surveys to unhoused and unsheltered individuals.
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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.
2.2 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. At-risk community members and unhoused individuals are clear about service capacity and
where to obtain services to prevent and address homelessness.
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3. DATA
“Even I was shocked when I became homeless at how many other people were homeless. Once you
are here it’s pretty hard to get out.”
— INDIVIDUAL EXPERIENCING HOMELESSNESS, BMW BLESSED TO SERVE BBQ
“You think I’m out here because I want to be? I never thought I’d be here.”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
“I’ve been homeless for close to a year… It’s been on and off for short periods of time.”
— UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
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.
3.1 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.8
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.9
2. Coordinate with County to conduct on-site encampment visits and assess data needs and
barriers to accessing services.
8. The digital homeless encampment management tool (Survey123 GIS app) was launched in December 2022 and is being used by City field staff.
9. The digital homeless encampment management tool includes service provider referral capabilities.
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Objective 3: Increase transparency of below market rate housing inventory and make data
more accessible to service providers and regional partners.
Key Tasks
1. Utilize the City’s below-market rate 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.
3.2 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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4. PILOT PROGRAMS
“A shower is one of the keys to keeping your dignity.”
— UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
“Unhoused individuals just need a place to lock up their stuff and feel safe sleeping at night.”
— UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
“I used to use the Railroad Safe Parking, but the community complaints drove me away…I really do
appreciate and respect the 40 Prado staff working that though.”
— UNHOUSED INDIVIDUAL, SHOWER THE PEOPLE
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.
4.1 SUPPORTING OBJECTIVES
Objective 1: Continue development of City-operated pilot programs and share best practices
with County for potential regional implementation if proven effective.
Key Tasks
1. Continue development and operation of Community Action Team (CAT) and Mobile Crisis Unit
(MCU) 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.10
4. Provide quantitative and qualitative data to County showing the impact of City pilot programs.
Objective 2: Coordinate with the County to identify, develop, and implement new pilot program
opportunities to provide 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.
10. Bi-weekly meeting schedule implemented between City’s Homelessness Response staff and the County’s Homeless Services staff.
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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.11
4. Proactively coordinate with the County to assess new pilot program models and determine
feasibility.
3.2 OUTCOMES
We will recognize success when —
1. City-operated pilot programs are proven effective and financially sustainable.
2. Pilot programs are developed and implemented in collaboration with the County and achieve
long-term sustainability.
11. Follow up stakeholder meeting scheduled with faith-based community to discuss partnership and collaboration opportunities.
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5. FUNDING OPPORTUNITIES
“It’s almost like California dares you to make it out here with the cost of living.”
— UNSHELTERED INDIVIDUAL, BMW BLESSED TO SERVE BBQ
“I would write a grant for garbage collection services. People produce a lot of trash when they’re
homeless. Mounds of garbage alienate people from the homeless.”
— UNSHELTERED INDIVIDUAL, SHOWER THE PEOPLE
GOAL: Proactively seek funding opportunities to meet localized needs as aligned
with regional goals to prevent and address homelessness.
5.1 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 and permanent supportive housing resources for families.
2. Collaborate with housing developers and homeless services providers to expand below market
rate housing options and coordinate with the County to ensure inclusion of wrap around and
support services.
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3. Advocate for development of skilled nursing facilities and recuperative care facilities in San Luis
Obispo County that can serve extremely low-income individuals.
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.12
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.
5.2 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 key performance indicator (KPI) targets for below market rate 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.
12. Homelessness Response Manager participated in the Steering Committee for the Countywide Strategic Plan development process in 2022.
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APPENDIX A | PLANNING PROCESS
In December 2020, the City of San Luis Obispo allocated funding for its first Homeless Response
Manager who started work for the City in April 2021. Following the creation of the new position, City
Council adopted the 2021–2023 Major City Goal for Housing and Homelessness. The City’s first
strategic plan to prevent and address homelessness was a central component of the work program.
GAPS ASSESSMENT
The City’s Homelessness Response Manager conducted an extensive gaps assessment upon
entering into the role on May 5, 2021 and presented findings to City Council on November 16, 2021.
KEY FINDINGS SUMMARIZED
Through regular meetings with City residents, elected officials, City departments, emergency
services providers, County departments, continuum of care organizations, local nonprofits,
healthcare providers, and local activists, the Homelessness Response Manager identified the
following five key components as having the greatest potential for positive and lasting impact on
homelessness in the City of San Luis Obispo:
1. Regional Collaboration and Engagement: The challenges associated with addressing
homelessness do not always follow jurisdictional lines. This is particularly true with respect to the
“continuum of shelter.” Each community cannot provide every type of shelter that is needed in the
region, and resources are not equally available for jurisdictions to provide the full range of services
needed. As a result, regional collaboration, advocacy work, and ongoing engagement with partners
across the region are important aspects of the City’s strategic approach.
2. Communications: Many external communications materials related to homelessness —
including printed notices, flyers, pamphlets, and web resources — were found to be outdated. This
has led to a misalignment of community expectations and current City policies/law enforcement
capacities. Clear, timely, and consistent communication is necessary to keep interdepartmental staff,
as well as concerned members of the public, aware of ongoing homelessness response efforts and
resources.
3. Data: Nearly every stakeholder group identified either a lack of data, or data sharing, as a key
gap in existing services. While the City does not have authority over or access to service providers
systems such as Coordinated Entry or the Homelessness Management Information System (HMIS),
multiple City departments directly engage with the homeless population and participate in data
collection on a daily basis. The ability to streamline City data and coordinate with service providers
is critical to establishing data informed best practices.
4. Pilot Programs: While the City does not have dedicated funding streams for homelessness
response programs, its practice of establishing pilot programs13, proving effectiveness, and
advocating for county adoption has enabled the city to “lead by example”. This model presents
many opportunities to address gaps in outreach services and contribute to the development of
13. Current City pilot programs include the Community Action Team and Mobile Crisis Unit.
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local shelter capacity/variety; however, the City must work in close coordination with the County
to develop pilot program models that align with regional priorities to ensure programmatic
implementation and sustainability.
5. Funding Opportunities: As the Federal Government and State of California have recognized
the urgency of the homeless crisis, more funding has become available. While it is not practical to
pursue every available funding opportunity, the City will support the County in establishing clear
regional priorities, collaborating on identified funding opportunities, and implementing all funding
requirements that pertain to the City.
COORDINATION WITH COUNTY PLANNING EFFORT
In April 2021, the County of San Luis Obispo began a new strategic planning effort to address
homelessness. Recognizing the County’s leadership role for regional homelessness response efforts
and services, while also considering the urgent need to address homelessness within the City of
San Luis Obispo, Council approved a continuous implementation methodology for the Strategic Plan.
This methodology allowed for continuous assessment and troubleshooting to address immediate
needs, which in turn informed the City’s long-term strategy. In other words, the City has not waited
for a written plan to start taking action.
As a result, the Homelessness Response Manager presented study session updates on the City’s
strategic plan in a series of City Council Meetings on November 16, 2021, June 21, 2022, and
September 20, 2022.
Following the Board of Supervisor’s adoption of a 5-Year Countywide Strategic Plan to Address
Homelessness on August 9, 2022, the City of San Luis Obispo worked to formalize its own strategic
plan in alignment with regional goals.
COMMUNITY ENGAGEMENT
To inform the Strategic Plan, the City reviewed data on homelessness within San Luis Obispo
and the surrounding region, examined related City policies and planning documents, facilitated
community feedback through an online survey, conducted feedback sessions with key stakeholder
groups, and administered field surveys of people currently experiencing homelessness in the City of
San Luis Obispo. These forums provided participants the opportunity to share feedback on the most
pressing concerns related to homelessness, available resources, and opportunities for future efforts
in each of the plan’s five key component areas.
Online Survey Methodology
Community feedback on the City’s Strategic Plan was collected through a 15-question online
survey on the Open Town Hall platform. The survey was available to the public from October 18 to
November 19, 2022.
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The survey was distributed through various City communication channels, including the City website,
social media channels, email outreach, local radio, and word of mouth awareness. The survey
was accessed via the Homeless Response page on the City of SLO’s website, www.slocity.org/
homelessness, and received a total of 592 responses.
Stakeholder Feedback Methodology
In an effort to inform the Strategic Plan to Prevent and Address Homelessness, the City convened
groups of similarly situated stakeholders to provide insights and recommendations. Six key
stakeholder groups were identified: Homeless Services Providers, Housing Services Providers,
Healthcare Providers, Activist Groups, Business Community, Faith-Based Community Groups. A list
of agencies and programs represented through the stakeholder engagement process is included in
Table 1 below:
TABLE 1: FEEDBACK SESSION PARTICIPATING AGENCIES & ORGANIZATIONS
Homeless Services Providers
40 Prado Homeless Services Center
5Cities Homeless Coalition
El Camino Homeless Organization
Family Care Network
Lumina Alliance
Restorative Partners
Shower the People
Transitions-Mental Health Association
Housing Services Providers
Habitat for Humanity
People's Self-Help Housing
The Housing Authority of the
City of San Luis Obispo
Healthcare Providers
CalAIM
Community Health Center
County of San Luis Obispo Behavioral Health
Dignity Health / French Hospital Medical Center
Activist Groups
Diversity Coalition
Gala Pride and Diversity Center
Hopes Village
Individual Community Activists
League of Women Voters
Save Our Downtown
SLO Street Medics
SLO YIMBY
Business Community
Downtown SLO
San Luis Obispo Business Owners
San Luis Obispo Chamber of Commerce
Faith-Based Groups
Calvary SLO
Congregation Beth David
Jewish Family Services
Mission San Luis Obispo de Tolosa
Mt Carmel SLO
Renovate Church
SLO United Church of Christ
SLO United Methodist Church
St. Stephen's Episcopal Church
Unitarian Universalists San Luis Obispo
United Way
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Outreach for each of the community feedback sessions was done by the Homelessness Response
Manager and Homelessness Response Coordinator, with key stakeholders being identified and
contacted via email.
The feedback sessions were held in person at various locations between November 1 and
November 18, 2022.
Unhoused Field Survey Methodology
Individual surveys were administered to sheltered and unsheltered homeless individuals on
November 10, 2022, at two different locations in San Luis Obispo. A total of 23 individuals
participated in the survey, including 11 unsheltered individuals and and 12 individuals living out of
their vehicles.
The first survey location was at Unitarian Universalist Church (2201 Lawton Avenue), where Shower
the People provides showers to unhoused community members. The second survey location was
at BMW of San Luis Obispo (1251 Calle Joaquin), where BMW provides a weekly ‘Blessed to Serve’
BBQ for unhoused community members.
Interviews were conducted with individuals while they waited or after they received their shower/
meal, and responses were documented on handwritten survey forms. All participants were provided
with a gift card incentive for participating in the survey.
Data from the survey enabled a more comprehensive understanding of the experiences of unhoused
individuals. To center the voices of those experiencing homelessness throughout this plan, quotes
from these survey responses are featured at the beginning of each key component section.
STRATEGY DEVELOPMENT
Two-Year Time Frame
The City of San Luis Obispo developed a 2-year Homelessness Response Strategic Plan to
implement a realistic, action-oriented plan per City Council’s guidance.
The 2-year framework was intentionally established to create accountability and allow for ongoing
evaluation and adaptability to adjust objectives and strategies in response to the changing landscape
of homelessness in San Luis Obispo.
Year 1 Focus: Establish priorities, align with newly adopted Countywide Plan, and amplify
what is working.
Year 2 Focus: Develop new resources and partnerships in alignment the County and service
providers to address ongoing gaps.
While our initial 2-year plan aims to encompass the City and Region’s current priorities, other
priorities and tasks will be included in future updates to the strategic plan, in continued alignment
with the County and State programs and opportunities.
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Alignment
Initiating this plan in FY 2022 allows for established goals to influence the City’s 2023–2025 Financial
Plan. Renewal of the plan in 2-year intervals aligns with the City’s 2020–2028 Housing Element as
well as its 2019–2028 Regional Housing Needs Allocation (RHNA). Moreover, the City’s 2-year cycle
allows time to analyze lessons learned and best practices that can meaningfully contribute to an
updated regional strategy following the current 2022–2027 Countywide Strategic Plan to Address
Homelessness.
Based on findings from the information gathering and stakeholder engagement processes, the
City of San Luis Obispo identified 2-year goals for each of the plan’s five key components: 1.
Regional Collaboration and Engagement, 2. Communications, 3. Data, 4. Pilot Programs, 5. Funding
Opportunities.
To support the successful attainment of each goal, the the City developed objectives, key tasks, and
measures for recognizing success. In addition, the City also explored ways in which each goal may
align with or enhance the impact of the 5-year Countywide Strategic Plan to Address Homelessness,
as demonstrated in Table 2 of next page.
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TABLE 2: ALIGNMENT OF STRATEGIC PLAN GOALS
City-Level Key Components
1. REGIONAL COLLABORATION
& ENGAGEMENT
Engage regional partners in collaborative
efforts to improve the effective use of
resources.
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.
3. 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.
4. 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.
Countywide Lines of Effort
LINE OF EFFORT 5
Strengthen regional collaboration.
LINE OF EFFORT 6
Build public engagement through
information-sharing and partnership.
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.
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.
LINE OF EFFORT 4
Create, identify, and streamline funding
and resources.
5. FUNDING OPPORTUNITIES
Proactively seek funding opportunities to
meet localized needs as aligned with regional
goals to prevent and address homelessness.
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APPENDIX B | METRICS
The 2022–2024 implementation of the Homelessness Response Strategic Plan will help develop and
define baseline data to be used for accountability and tracking. The following metrics are
initial methods for measuring progress towards Strategic Plan goals, and may evolve during
implementation of the 2-year Strategic Plan.
REGIONAL COLLABORATION & ENGAGEMENT
Metric 1: Number of engagement opportunities with key stakeholder groups, with the goal of three
engagement opportunities per quarter.
• Data Sources: Internal data tracking for engagement opportunities
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager
COMMUNICATIONS
Metric 1: Number of individuals that are aware of available shelter and mental/physical health
services compared to baseline numbers.
• Data Sources: Annual community surveys
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager
Metric 2: Community comments received during annual Homelessness Response Forum co-
facilitated by the City, County, and regional partners.
• Data Sources: Qualitative data from Homelessness Response Forum
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager
Metric 3: Annual percentage increase in City homelessness prevention and assistance webpage
views
and engagement.
• Data Sources: City website metrics and analytics
• Timeline: Progress towards this goal will be evaluated in alignment with the release of updated
resource information and tools on an annual basis
• Internal Progress Management Lead: City Communications Manager
Metric 4: Number of Ask SLO requests related to transient encampments.
• Data Sources: Ask SLO request data
• Timeline: Annually
• Internal Progress Management Lead: Homelessness Response Manager
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DATA
Metric 1: Number of regional referrals that are made through the encampment management tool.
• Data Sources: Encampment management tool referrals
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response
Metric 2: Number of transitional, permanent supportive, and below market rate housing units that
are preserved or produced to connect individuals at risk of experiencing homelessness with housing
opportunities.
• Data Sources: Housing Administrator Data Tracking
• Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator
Metric 3: Number of SLO Police Department and SLO Fire Department transient-related calls for
service.
• Data Sources: SLOPD and SLO Fire Transient Incident Reports
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response
Metric 4: Resources spent on environmental cleanup efforts related to homelessness response.
• Data Sources: City department budgets
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response
Metric 5: Number of encampment cleanouts identified through encampment management tool.
• Data Sources: Data points captured through encampment management tool
• Timeline: Annually
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response
PILOT PROGRAMS
Metric 1: Number of referrals made by City outreach staff for hotel voucher program.
• Data Sources: Referrals tracked through Data Management App
• Timeline: Quarterly
• Internal Progress Management Lead: Administrative Specialist for Homelessness Response
Metric 2: Number of hotel vouchers distributed by homeless services providers.
• Data Sources: Hotel voucher distribution data tracked by homeless services providers
• Timeline: Quarterly
• Internal Progress Management Lead: Homelessness Response Manager
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FUNDING OPPORTUNITIES
Metric 1: Number of below market rate housing units secured through entitlements.
• Data Sources: Key Performance Indicator (KPI) for Affordable Housing Production
• Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator
Metric 2: Number of transitional and permanent supportive housing units secured.
• Data Sources: Grant and/or restrictive housing agreements
• Timeline: Annually
• Internal Progress Management Lead: Housing Coordinator
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APPENDIX C | KEY STAKEHOLDER RECOMMENDATIONS
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APPENDIX D | ONLINE SURVEY DATA
QUESTION 7
What would increase your likelihood of volunteering with organizations that
assist the homeless population?
Count
353
SLO County
Outside SLO County
Not currently employed
15.7%
6.3%
18.4%
93
SLO City 59.6%
37
109
QUESTION 1
Where is your place of residence?
QUESTION 2
Where is your place of employment?
QUESTION 3
Have you ever experienced homelessness?
QUESTION 4
Do you know a friend or family member
who has experienced homelessness?
QUESTION 5
How often do you observe people
experiencing homelessness in SLO City?
Count
69
No 88.3%523
Yes 11.7%
Count
65.7%
32.1%
2.2%
389
190
13
SLO County
Outside SLO County
SLO City
Count
295
No 50%297
Yes 49%
Count
87.3%
12.3%
0.3%
517
73
2
Often/Weekly
Occasionally/Monthly
Frequently/Daily
QUESTION 6
Do you currently volunteer with local
organizations or groups that assist those
experiencing homelessness? (ex:40 Prado Homeless Services Center, SLO Food Bank,
Shower the People, etc.)
Count
149
Weekend hours
Variety of tasks
Other
24.7%
47.2%
36.5%
106
Online sign up 34.7%
203
157
QUESTION 8
Please rank the following issues in order
of urgency as related to homelessness
in the City of San Luis Obispo:
1. Wellbeing of those experiencing homelessness
2. Availability of affordable housing for single adults
5. Negative coping mechanisms
4. Environmental impact
3. Private property/security
Rank by Issue
0%
5%
10%
15%
20%
25%
30%
35%Percentage of Responses1st 2nd 3rd 4th 5th
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| Homelessness Response Strategic Plan Appendix | 37
Count
311
Call 911
Call non-emergencydispatch
Other
5.9%
27.7%
13.9%
35
Walk away 52.5%
164
82
QUESTION 10
If you experience someone on the street
suffering from a mental health distress
(erratic behavior, verbal outburst,
unintentional physical exposure) but not presenting an immediate danger to
themselves or others what would you do?
QUESTION 11
Where do you go to find information
or resources related to homelessness
response in SLO City?
Count
122
Google
SLO City Website
Local News Website
40.3%
26.1%
35.5%
233
N/A 21.1%
151
205
Other 13%75
QUESTION 9
Which City-funded services
have you heard of?
40 Prado PradoSafeParking
RRSafeParking
CATM Noneof theabove
84%
61%
53%
40%38%
10%
QUESTION 12
Rank the urgency of the
following data elements:
Data sharing platform to coordinate street/encampment outreach
Information for all available low-income houseing units and financialhousing assistance resources
Inventory of properties that may be developed foremergency/transitional shelter
Rank by Issue
0%
10%
20%
30%
40%
50%Percentage of Responses3rd1st2nd
QUESTION 13
The City does not currently track the
following data. Rank the importance of
monitoring the following data points:
Rate of return to homelessness after placement in shelter/housing and causes
Number of successful versus unsuccessful city outreach referrals to shelter/housing
Average time enrolled in casemanagement before offer of housing
Cause of death amonth those experiencing homelessness
Rank by Importance
0%
10%
20%
30%
40%
50%
60%Percentage of Responses1st 2nd 3rd 4th
MCU
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QUESTION 14
You’ve got 10 dots to ‘spend’. How would
you spend them on these services?
Safe parking spaces
Transitional housing
Emergency shelter
Safe sleeping spaces
Street outreach services
Other
22%
13%
16%17%
21%
10%
QUESTION 15
Prioritize the following elements to
advocate for County engagement:
Rate of return to homelessness after placement in shelter/housing and causes
Number of successful versus unsuccessful city outreach referrals to shelter/housing
Average time enrolled in casemanagement before offer of housing
Cause of death amonth those experiencing homelessness
Rank by Importance
0%
10%
20%
30%
40%
50%
60%Percentage of Responses1st 2nd 3rd 4th
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APPENDIX E | UNHOUSED & UNSHELTERED SURVEY DATA
| Homelessness Response Strategic Plan Appendix | 39
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APPENDIX F | GLOSSARY
Affordable Housing: Housing that is often procured through a voucher subsidy that pays the
majority of the rental cost (e.g., Section 8 Voucher, Emergency Housing Voucher).
At risk of Homelessness: A status given to individuals and their families who have unstable
housing and inadequate income and resources.
Behavioral Health: The connection between a person’s behaviors and the health and well-being of
the body and mind.
Below Market Rate Housing: Below Market Rate (BMR) means that the affordability level of a
dwelling unit is below the cost of what the current market rate unit would be, and includes a deed
restriction ensuring that the unit is affordable to extremely low-, very low-, low-, or moderate-income
households. The income level is determined by the Area Median Income which is based on the
median gross yearly income adjusted for assumed household size, in San Luis Obispo County.
The Area Median Income is determined by the Department of Housing and Urban Development
(HUD). Below Market Rate units may be designated as rental units or provided for home ownership
opportunities on a case-by-case basis.
Case Management: Assessment, planning, facilitation, care coordination, evaluation and advocacy
with people experiencing homelessness. Staff work with individuals and families to address their
comprehensive needs to help them exit homelessness and stay housed.
Chronically Homeless: A person who has been homeless for at least a year, either 12 months
consecutively or over the course of at least 4 separate occasions in the past 3 years. To be
chronically homeless, the individual or head of household must also have a disability.
Community Action Team (CAT): A City funded program that consists of one San Luis Obispo
Police Department officer assigned to work with a social worker from Transitions Mental Health.
The Community Action Team connects individuals to services and resources to address housing,
addiction counseling and services, food insecurity, mental health counseling and services, and
family reunification. CAT identifies problems and crime trends that negatively impact the quality of life
for residents, business owners and visitors to the City of San Luis Obispo. CAT works collaboratively
with various organizations to address concerns and needs including other City departments, social
service agencies, private businesses, and non-profits.
Community Development Block Grant (CDBG): A flexible program run by HUD that provides
communities with resources to address a wide range of unique community development needs.
Coordinated Entry System: A system for accessing homeless housing and services that prioritizes
the highest need, most vulnerable households in the community and that ensures the housing and
supportive services in the system are used as efficiently and effectively as possible.
Diversion: A strategy that prevents homelessness for people seeking shelter by helping them
identify immediate alternate housing arrangements and, if necessary, connecting them with
supportive services and financial assistance to help them return to permanent housing.
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Emergency Shelter: Any facility with overnight sleeping accommodations, the primary purpose
of which is to provide temporary shelter for homeless people. Shelter may include year-round
emergency shelters, winter and warming shelters, navigation centers and transitional housing.
These types of shelter have varying hours, lengths of stay, food service, support services, and case
management.
Encampment: An outdoor space that does not have amenities and is not intended for human
habitation that is illegally inhabited with makeshift shelter (e.g., tent, tarps, scrap).
Geographic Information System (GIS): A computer system that captures, analyzes, and displays
geographically referenced information. It uses data that is attached to a unique location.
Homekey Program: A statewide effort to sustain and rapidly expand housing for persons
experiencing homelessness or at risk of homelessness. Homekey is an opportunity for state regional,
and local public entities to develop a broad range of housing types, including but not limited to
hotels, motels, hostels, single-family homes and multifamily apartments, adult residential facilities,
and manufactured housing, and to convert commercial properties and other existing buildings to
Permanent or Interim Housing for target populations.
Homeless: Homelessness is defined by HUD in four categories: (1) individuals and families who
lack a fixed, regular, and adequate nighttime residence and includes a subset for an individual who
resided in an emergency shelter or a place not meant for human habitation and who is exiting an
institution where he or she temporarily resided; (2) individuals and families who will imminently lose
their primary nighttime residence; (3) unaccompanied youth and families with children and youth
who are defined as homeless under other federal statutes who do not otherwise qualify as homeless
under this definition; and (4) individuals and families who are fleeing, or are attempting to flee,
domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening
conditions that relate to violence against the individual or a family member.
Homeless Management Information System (HMIS): A local information technology system
used to collect client-level data and data on the provision of housing and services to homeless
individuals and families and persons at risk of homelessness.
Housing Choice Vouchers (HCVs): Formerly known as the Section 8 program, HCVs are long-
term rental subsidies funded by HUD and administered by Public Housing Authorities that can be
used to help pay for rent.
Key Performance Indicator (KPI): A quantifiable indicator of progress over time for a specific
objective.
Market Rate Housing: Market Rate Housing means housing constructed in the principal project
that is based on existing area market values or demand, Market Rate Housing is not subject to sales
or rental restrictions.
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| Homelessness Response Strategic Plan Appendix | 44
Medically Vulnerable: A person over the age of 50 who experiences chronic medical conditions,
including but not limited to lung disease, asthma, heart disease, liver or kidney disease, diabetes,
and hypertension and/or has a compromised immune system such as from cancer, HIV, organ or
bone marrow transplant, or as a side effect of medication or other conditions.
Mobile Crisis Unit (MCU): A City funded program that consists of one City of San Luis Obispo
Firefighter / Paramedic paired with a social worker from Transitions Mental Health to provide de-
escalation and relief to individuals experiencing a behavioral health crisis. Mobile crisis services
include screening, assessment, stabilization, de-escalation, follow-up, and coordination with
healthcare services and other support services.
Non-Congregate Shelter: Overnight sleeping accommodations with individual quarters, such as
hotels, motels, and dormitories.
People with Lived Experience: Individuals who have lived through the experience of
homelessness and have first-hand knowledge of what it is like to live unsheltered and/or to move
through the homeless system of care.
Pilot Program: A small-scall, short-term experiment that incorporates best practices to help an
organization implement a large-scale project.
Point-in-Time (PIT) Count: An annual process required of CoCs by HUD to count the number of
people experiencing homelessness on a single night in January. The PIT count provides a snapshot
of data available on the size and characteristics of the homeless population in a CoC over time.
Permanent Supportive Housing (PSH): Long-term housing with intensive supportive services
for persons with disabilities. These programs typically target people with extensive experiences
of homelessness and multiple vulnerabilities and needs who would not be able to retain housing
without significant support.
Prevention: A strategy that targets financial resources and supportive services to people who are at
imminent risk of homelessness (whereas Diversion usually targets people as they are initially trying to
gain entry into shelter).
Recuperative Care: Short-term, post-hospital, residential care for individuals who no longer require
hospitalization but still need to heal from an injury or illness (including behavioral health conditions),
and whose condition would be exacerbated by an unstable living environment.
Regional Housing Needs Allocation (RHNA): A determination of a locality’s housing needs
by the local Council of Government and based on State law, that takes into account various
factors such as population growth, employment growth, vacancy rates, housing removals, and
concentration of poverty.
Safe Parking: A parking program, operated on property located outside of the public right-of-way
and managed by a social service provider that provides individuals and families with vehicles a safe
place to park overnight while working towards a transition to permanent housing. Shelter is provided
in vehicles located in designated Safe Parking Areas for specified periods of time.
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| Homelessness Response Strategic Plan Appendix | 45
Street Outreach: Multi-disciplinary teams who work on the streets or in encampments to engage
with people experiencing homelessness who may be disconnected or alienated from services and
supports that are offered at an agency.
Supportive Housing: The term Supportive Housing (per Government Code Section 65582[f], as
may be amended) shall mean a dwelling unit occupied by a target population, with no limit on length
of stay, that is linked to onsite or off-site services that assist the supportive housing resident(s) in
retaining the housing, improving their health status, and maximizing their ability to live and, when
possible, work in the community. A target population means persons with low incomes having
one or more disabilities, including mental illness, HIV or AIDS, substance abuse, or other chronic
health conditions, or individuals eligible for services provided under the Lanterman Developmental
Disabilities Services Act (Welfare and Institutions [W&I] Code Section 4500) and may include—
among other populations—adults, emancipated youth, families, families with children, elderly
persons, young adults aging out of the foster care system, individuals exiting from institutional
settings, veterans, and homeless people.
Supportive Services: Services offered (on a voluntary basis) to maximize housing stability and
prevent returns to homelessness as opposed to addressing predetermined treatment goals prior
to permanent housing entry. Services include assistance applying for benefits, mental health
and substance use services, outpatient health services, information and referral services, child
care, education, life skills training, employment assistance and job training, housing search and
counseling services, legal services, outreach services, transportation, food assistance, risk
assessment and safety planning (particularly for individuals and families experiencing domestic
violence), and case management services such as counseling, finding and coordinating services,
and monitoring and evaluating progress in a program.
Temporary Emergency Shelter: A designated outdoor space with minimal amenities (toilets,
waste disposal, wash station) that allows participants to bring their own shelter for overnight use and
must be vacated for daytime use by the general public.
Transient: A person who moves from place to place; a homeless person.
Transitional Housing: Non-congregate accommodation that is provided for up to 2 years while
permanent housing is being identified and procured to meet an individual or family’s needs.
Unhoused: An individual without permanent physical accommodation or shelter, including
individuals or families experiencing states of transitional or episodic homelessness (e.g. living out of
a vehicle).
Unsheltered: An individual who is living in places not meant for human habitation; a primary
nighttime residence that is a public or private place not designed for or ordinarily used as a regular
sleeping accommodation.
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S L O C I T Y. O R G
S L O C I T Y . O R G
Adopt a resolution
approving the City’s first
Homelessness Response
Strategic Plan.
Background &
Timeline
Vision
Strategic Plan
Overview
Plan Updates
Next Steps
Dec. 2020
City funds
Homelessness
Response
Manager
2021–2023
City Council
adopted the
2021-2023 MCG
for Housing and
Homelessness
Nov. 2021
Council presentation
on activities to date –
five key components
established
June 2022
Countywide Plan
to Address
Homelessness
presentation
Aug. 2022
Countywide Plan
adopted by Board
of Supervisors
Sept. 2022
Council Study
Session to
review vision,
proposed
outcomes, and
outreach plan
July 1, 2022 to
March 21, 2023
Ongoing
implementation
and development
of Strategic Plan
Feb. 7, 2023
Council Study
Session to
review draft
framework
Adoption of
Strategic Plan
March 21, 2023-
June 30, 2024
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.
Data
Communications
Pilot Programs
Funding
Opportunities
Regional Collaboration
& Engagement
1)Prioritized Regional Collaboration & Engagement as the first
Key Component
2)Focused Pilot Programs objectives and key tasks on existing
City programs (CAT, MCU) as well as developing new initiatives
in alignment with the County
3)Incorporated prevention objectives in alignment with
homelessness response efforts
4)Broadened the scope of outreach to include City-wide
encampment and street outreach, not solely encampments or
downtown streets
5)Added information about the City’s Safe Housing Program and
Cal Poly’s Educated Renter Program under key task related to
property owner resources
6)Updated measures of success for each key component to focus
on City’s success measures (in alignment with Countywide
Plan) vs. County-focused measures
7)Outlined potential quantitative metrics that will be developed
during the first phase of the Strategic Plan to create baseline
data
8)Included a comprehensive list of the key stakeholders that
were engaged during the development of the Strategic Plan
1.Continue implementation of
the Strategic Plan’s key tasks
2.Prioritize key stakeholder
engagement
3.Monitor metrics, community
needs, and regional priorities
to inform next phase of the
Strategic Plan
4.Present annual updates to City
Council on the implementation
of the Strategic Plan
S L O C I T Y . O R G
slocity.org/homelessness
S L O C I T Y . O R G
Adopt a resolution
approving the City’s first
Homelessness Response
Strategic Plan.
S L O C I T Y . O R G
EXTRA SLIDES
Unsheltered Homelessness Data
•2015 –33%
•2017 –46%
•2019 –32%
•2022 –36%
•Average Percentage –37%
Stakeholder Feedback
1.Downtown Business Community programs
and services (Regional Collaboration &
Engagement, Objective 2, Key Task 3)
2.Expand Hotel Voucher Program (Regional
Collaboration, Objective 4)
3.Annual Community Forum (Communications,
Objective 1, Key Task 3)
4.Establish consistent resources for people
vulnerable to or currently experiencing
homelessness (Communications, Objective
2, Key Task 2)
5.Safe Parking & Tiny Home Initiatives with
Faith Community (Pilot Programs, Objective
2, Key Task 3)
6.Transitional and permanent supportive
housing funding opportunities (Funding
Opportunities, Objective 2, Key Task 1)
7.Advocate for skilled nursing and recuperative
care facilities in the County (Funding
Opportunities, Objective 2, Key Task 3)
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.
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
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
Goals
Objectives
Key Tasks
How we will recognize success
Metrics: Establish baseline data
and align with the Countywide plan