HomeMy WebLinkAbout07/01/2008, CLR 1 - STATUS ON 10-YEAR PLAN TO END CHRONIC HOMELESSNESS council m c m o izA n d u m
Date: June 23, 2008
TO: City Council
FROM: Paul Brown, Vice Mayor and Council Liaison for the Development of the 10-Year
Plan to End Chronic Homelessness RED FILE
SUBJECT: Status on 10-Year Plan to End Chronic Homelessness — MEETING AGENDA
DAT 71 ITEM #
This memorandum provides follow up the discussion and progress on the development of a "10-
year plan to end chronic homelessness" for-the County of San Luis Obispo. As Council will
recall, the establishment of a "10-year Plan to End Chronic Homelessness" is encouraged by
HUD and now a required housing element for cities.
Members of the Leadership Council met on June 17, 2008 for a working session on Housing
First. This session was open to anybody interested in knowing more about the new ideology one
that has seen adoption by 340 plus cities throughout the U.S. Highlights from this session are
below:
Question: What is Housing First?
Answer: A more humane & economical approach to ending homelessness. Looks to solve
the problem of homelessness first and then addressing the underlying problems
that cause homelessness
Question: How does Housing First solve homelessness?
Answer: It offers housing first and provides services from the start, rather than requiring a
period of stabilization or sobriety before housing is offered.
This is based on the belief that vulnerable and at-risk homeless people respond
better to intervention and social services after they are in their own housing, rather
than while in temporary/transitional facilities.
Question: What are the core features of Housing First?
Answer:
UL = 1. Direct (or nearly direct) placement of targeted homeless people into permanent
_ Q housing, with a commitment to ensure that the client is housed permanently.
32. Readily available, but not mandatory, supportive services. Many homeless
• G:E: ® v 0 0 people won't accept permanent housing if treatment or services are required.
t9 64 m 2;,E sg®s9 * That said, many clients choose to accept services once housed. In a Maine
study, client on average received 35% more mental health services than before
m at 41% less cost.
a 3. Assertive outreach to engage and offer housing to homeless people with
zv C¢ S.
mental illness who are reluctant to enter shelters or engage in services.
0 0<r TA
0UQQUD
10-Year Plan to End Chronic Homelessness continued Page 2
4. Low demand"approach which accommodates client alcohol and substance use
so that"relapse"will not result in the client losing housing.
Question: What are other common program features?
Answer:
1. Client rent contributions at 30% of income, often from mainstream benefits.
2. Service delivery approach that emphasizes community.
3. Staffing structure that ensures responsive service delivery, including 24-hour
staff availability and collaborative case planning.
4. Coordinated services and communication among providers, with collective
reviews of clients' status and needs.
Question: What does Housing First NOT mean?
Answer:
1. A rigid formula for housing and services: Housing First programs vary widely
in key dimensions, including populations served, immediacy of placement,
type of housing offered, and array of services available.
2. Getting rid of emergency shelter and transitional housing. Both of these still
play important roles in a Housing First approach. However, emergency
shelters become exactly that, emergency one or two-night shelters, and.not a
permanent solution that provides shelter for months and years.
3. Emergency shelter is a key point of contact for homeless individuals and
families and an opportunity to assess clients for their permanent housing
needs.
4. With rapid re-housing, shelter stays are reduced dramatically, allowing more
clients to be served and housed permanently.
Question: Does Housing First link transitional housing with permanent housing?
Answer:
1. Some clients need transitional housing. They benefit from congregate living
with targeted on-site services before moving into permanent housing.
2. Transitional housing providers can adopt a Housing First approach, serving as
lease holders during a transitional period and allowing the client to become the
lease holder permanently.
3. Transitional housing providers can also help develop services in a Housing
First program during a transitional period.
Question: Why have 340 plus cities adopted this model?
Answer:
1. It is encouraged by HUD.
2. It is an element in the State's updated General Plan Housing Element.
3. Dramatic taxpayer cost savings are seen while increasing client wellbeing,
health and productivity.
4. Reduction in street homelessness and turning the formerly homeless into
residents.
10-Year Plan to End Chronic Homelessness continued Page 3
5. More humane approach than cycling between shelter and the streets..
Question: What does it take to make Housing First work?
Answer:
1. Cross-Agency Collaboration
2. Supportive Services
3. Property Management collaboration
4. Tenant Participation
5. Comment: San Luis Obispo has a wealth of non-profit organizations, as well
as government agency that already collaborate in an effort to help the
homeless population. They are ready to engage in the Housing First model and
work towards housing the homeless. It is this synergy that will provide
streamlined services and secure the grants available to maintain the efforts
(Attachment 3 —Common Sources of Housing Funding)..
Next Steps
On July 17, 2008 that Leadership Council will convene to approve the final version of the 10-
year plan. After that, the individual jurisdictions will be requested to adopt the plan..
To date the plan envisions to operate under MOUS to allow for non-governmental agencies
participation and to establish a non-profit corporation "Homeless to Housed, Inc."The mission is
defined as "assist homeless individuals and families to obtain and retain permanent housing".
Thus, the SLO plan does not concentrate on "chronic homeless individuals", but is designed to
encompass a broader homeless population (Attachment 4).
In the interim, the executive committee, encompassing members from all four subcommittees,
established a 3-month action proposal to launch 10-year plan strategic activities. The proposal
addresses the following key areas (Attachment 5):.
A. Sustain Committee Momentum
B. Launch the new governance body
C. Engage the homeless housing and service providers in new ways to work
While many questions are still unanswered, the current status signals a call to commit to the
Housing First model and start working in the direction to house homeless people and change the
way we have been dealing with homelessness. It will most likely be a slow process and will have
to be judged case by case. However, every person or family housed permanently is a success
story and the 10-year plan allows the County to tell one of them each time it happens. However,
it will also place the County of SLO in compliance with Federal and State stipulations to
establish and follow a 10-year plan.
Attachments
1. Housing First—Key Concepts
2. The El Carrillo Project Santa Barbara
3. Common Sources of Housing Funding
4. Mapping the Path Home—Governing Body
5. 3-Month Interim Action Plan
ATTACHMENT 1
. 7
HOUSING nWr
Key Concepts
I. INTRODUCTION
Housing First is an alternative to the current Continuum of Care system of emergency shelter-
transitional housing-permanent supportive housing, which tends to prolong the length of time
that people remain homeless. The"Housing First" approach is premised on the belief that
homeless and at-risk people are more responsive to interventions and social services support
after they are in their own housing, rather than while living in temporary or transitional housing
programs. With "Housing First,"these people can begin to regain the self-confidence and
control over their lives they lost when they became homeless.
For over ten years, the Housing First methodology has proven to be a practical means to ending
and preventing homelessness. The methodology is currently being adapted by organizations
throughout the United States from the Los Angeles-based Beyond Shelter's Institute for
Research, Training and Technical Assistance and the National Alliance to End Homelessness'
Housing First Network.
Recognized as a dramatic new response to the problem of homelessness, the "Housing First'
approach stresses the immediate return to independent living. Created as a time-limited
relationship designed to empower participants and foster self-reliance, not engender dependence.
the Housing First methodology:
• helps homeless people move directly into affordable rental housing in residential
neighborhoods as quickly as possible;
• then provides six months to one year of individualized, home-based social services
support "after the move" to help individuals transition to stability.
The Housing First approach provides a link between the emergency shelter/transitional housing
systems that serve homeless people and the mainstream resources and services that can help
them rebuild their lives in permanent housing, as members of a neighborhood and a community.
In addition to assisting homeless families in general back into housing, Housing First can offer
an individualized and structured plan of action for alienated, dysfunctional and troubled families,
while providing a responsive and caring support system.
The combination of housing relocation services and home-based case management enables
homeless individuals to break the cycle of homelessness. The methodology facilitates long-term
stability and provides formerly homeless people who are considered at risk of another episode of
homelessness with the support necessary to remain in permanent housing.
HOmCBase/Legal&Technical Assist nce:Idvancing Solutions io Homelessness I
ATTACHMENT
The Housing First Approach is Implemented Through Four Primary Stages:
❑ Crisis Intervention & Short-Term Stabilization: This phase includes helping
homeless individuals access emergency shelter services and/or short-term transitional
housing and address crisis needs.
❑ Screening, Intake and Needs Assessment: The "needs assessment" results in an
action pian for clients, which includes short-and long-term goals and objectives with
concrete action steps. This can occur immediately or after individuals are stabilized
in emergency services.
❑ Provision of Housing Resources: After the completion of screening and assessment,
the next phase involves assisting individuals in moving into permanent, affordable
housing in a safe neighborhood. This is accomplished by helping them overcome
various barriers to obtaining permanent housing.
❑ Provision of Case Management: Before the move into permanent housing, case
management services help to identify clients' needs and to ensure individuals and
families have sources of income through employment and/or public benefits. After
the move, time-limited case management services focuses on helping individuals
solve problems that may arise and to connect individuals and families with
community services to meet longer-term needs.
II. IMPLEMENTATION CONSIDERATIONS'
Targeting: Is a Housing First approach appropriate for all people experiencing
homelessness?
A Housing First approach that emphasizes a rapid return to permanent, independent housing is
not believed to be appropriate for all people experiencing homelessness. Some may require
longer stays in transitional housing before re-entering housing to cope with other issues
such as domestic violence or substance abuse addiction. There is a small population of
chronically homeless people who will require permanent supportive housing to exit
homelessness. Finally, many individuals and families have the capacity to exit homelessness
rapidly without any additional forms of assistance.
Housing First programs have attempted to target those individuals and families who, because of
their barriers to accessing housing, are most likely to remain in the homeless service system
longer without such assistance. Such targeting efforts have'resulted in greater emphasis on up-
front housing assessments to determine the permanent housing strategy that best meets the
individual or family's needs.
Excerpted from the NAEH, Housing First Network materials available online at www naeh org
IfomeBase/Legal&Technical Assistance Advancing Soltnions to Homelessness 2
ATTACHMENT 1
Assessment: How do you know a family/individual is "ready" for housing?
All programs assess the individual or family's "readiness" for Housing First services. Obviously,
having a source of income, which includes a welfare grant,'or access to a housing subsidy is a
primary and immediate concern. There must be some assurance the housing is financially
affordable to the family or individual over the long term. This, of course, means that Housing
First providers must be attentive to the availability and parameters (such as time limits) of
publicly funded programs— such as Temporary Assistance to Needy Families (TANF) and
Section 8 housing vouchers.
It is important to stress that Housing First providers do not believe housing should come after
successful interventions to help an individual or family achieve self-sufficiency. Indeed; some
believe it is not until a family is stabilized in their own permanent housing that real progress in
meeting other family goals can be made. A Housing First approach incorporates transitional case
management services following a placement in permanent housing that helps families stabilize in
their housing and links them with the appropriate services in the community to meet their long-
term support needs and goals.
In some cases, a family assessment indicates to program providers that stays in transitional
housing may be beneficial for the family. For example, some domestic violence providers
believe transitional housing can provide vulnerable families the more intensive, on-site support
required during the early days and months of separation from an abusive partner. Those with a
recent history of drug/alcohol addiction may find stays in transitional housing programs enhance
their recovery work. It is important to recognize, however, that for the majority of individuals
and families experiencing homelessness, stays in transitional housing are not indicated. It is
typically more costly to the community to prolong the period of time in which an individual or
family remains homeless. Transitional housing should therefore be used purposively, when
indicated by the needs of the family or individual.
Finally, an essential consideration for those adopting a Housing First model is responding to the
concerns of landlords. In many communities, it is very difficult to locate housing affordable to
very low-income individuals and families. Housing First providers rely on extraordinary efforts
to attract and maintain a roster of landlords willing to accept their clients -- particularly those
with more "challenging" rental histories. Because Housing First providers are so dependent upon
their reputation among landlords to build a pool of housing opportunities for their clients, they
must have some confidence in the clients' capacity to be good tenants.
Inevitably, Housing First providers will work with.individuals or families whose rental histories
may indicate a high level of"risk" both to the landlord and the reputation of the Housing First
provider. Housing First innovators are responding to this challenge by working cooperatively
with area landlords to explore how to reduce or share the risk burden.
liomeBase/Legal &Technical Assistance.4dvancing Solu(iois ro Homelessness 3
ATTACHMENT 1
Housing Assistance: What kind of housing assistance is recommended and how can you
help families find housing when there is NO affordable housing?
Housing assistance typically involves helping the.individual/family identify appropriate housing
options, negotiate with landlords, and intervening when problems develop following a housing
placement that threatens the client's tenancy. Housing assistance may also include providing
financial assistance for security deposits, rent guarantees and housing applications.
Developing housing resources has become a necessary component of implementing a.Housing
First approach -- this may involve marketing the program to landlords to develop a base willing
to work with the Housing First program. Developing housing resources might also include
working closely with the local public housing authority to maximize the community's housing
resources for clients.
The increasing difficulty in locating affordable housing accessible to very low-income
individuals and families does present a significant challenge for Housing First providers. It is
even more challenging for the many individuals/families who exit homelessness without access
to Housing First services. There is a need to continue to develop and refine strategies to locate
and develop more housing opportunities in the community and through the use and expansion of
publicly funded housing resources. Housing First innovators have found that landlords are often
motivated to lease an apartment to a homeless individual or family when they know that there is
a support system to provide assistance -- or to call if a problem arises.
Case Management: What is the focus of case management work and why should homeless
assistance dollars pay for services to families and individuals who are no longer homeless?
Housing First approaches shifts the paradigm of service provision to homeless people. In the
prevailing model, individuals and families often remain eligible for case management services
and supports only as long as they continue to be homeless. The goal of such case management
services is to stabilize the individual or family so they can enter housing.
Housing First models attempt to significantly reduce the length of time people are homeless.
Follow-up case management services are required to help the individual or family stabilize after
they are housed. Reducing the length of time families are homeless presents great cost-savings to
homeless programs, the cost of the follow-up case management a fraction of that required to
meet the comprehensive needs of the family who remain homeless for a longer period of time.
Individuals and families will require some immediate short-term case management while still in
emergency shelters to resolve immediate,pending crises. The initial case management services
that begins in the emergency shelter often focuses on addressing the barriers that prevent the
individual/family from re-entering housing. Utilizing a Housing First approach, however, means
not predicating provision of housing on completing case management services.
Follow-up case management services should be provided to the individual or family for at least
six months to one year and may vary in intensity depending on the need of the family. Case
Home Base/Leeal&"technical Ass istancc.ldvancing.Solutions to Homelessness 4
ATTACHMENT 1
management is expected to be transitional, therefore, linking individuals and families with on-
going need for supports to community-based services is a focus of case management services.
Role of transitional housing: Doesn't the Housing First approach underplay the value of
transitional housing to accommodate the shortage of affordable housing and help_ families
achieve real self-sufficiency?
There is a role for transitional housing for individuals and families experiencing homelessness.
Transitional housing funded out of the homeless assistance funds should be used purposefully --
to achieve an end to homelessness. Some are concerned, however, that transitional housing has
become a "waiting area" for too many individuals/families whose only real re-housing need is an
assurance of affordability. The consequence is that those individuals/families who might benefit
from the supports a transitional housing program may provide-- for example, a family fleeing an
abusive relationship or an individual working on his/her sobriety -- are diverted from the help
they need because of the backlog of people seeking assistance. By providing the Housing First
assistance to help those who can move rapidly out of homelessness, transitional housing can be .
utilized to serve those who would derive the greatest benefits from it.
Permanent supportive housing: Many homeless families appear to need on-going support,
so shouldn't we just develop more permanent supportive housing programs for families?
While housing with supports attached may benefit a broad spectrum of individuals and families,
sufficient funding is unlikely within the existing federal housing budget and absolutely
impossible out of the limited homeless assistance dollars. Instead some support targeting the
limited permanent supportive housing dollars to those experiencing chronic homelessness, and
who without such assistance, would never escape homelessness.
It is true that many of the individuals and families who have experienced homelessness might
benefit from on-going supports -- and the goal of the transitional case management work
following a housing placement is to put those supports in place. Studies and experience
demonstrate that even those with multiple challenges can live independently in the community
when they have access to supportive services delivered by mainstream programs. Utilizing
limited permanent supportive housing dollars to provide supports for those who could live
independently comes at too high a price -- leaving that some of our most vulnerable citizens on
the streets.
Questions: What do we need to consider when developing a Housing First program?
Each community will need to assess its existing resources. A Housing First approach can be
adopted by one agency or it can be accomplished through the collaboration of agencies each
providing specialized services. The questions that need to be evaluated in each community are:
• Which individuals/families experiencing homelessness should be targeted for Housing
First services?
FlomeBase/Legal&Technical Assistance advancing Solutions to Homelessness 5
ATTACHMENT �
• Who will be responsible for the referral and assessment of individuals/families?
• Who can provide individuals/families with housing assistance, including:
o Help overcoming barriers to accessing affordable housing including addressing
poor credit, eviction histories, lack of move-in funds
o Locating subsidized or affordable units in the community,
o Developing greater affordable housing resources by working with landlords,
public housing authorities, etc.
o Serving as a resource to landlords following a housing placement for
problems/issues that may develop.
• Who will provide the case management services to the individual/family, including:
o Time-limited case management immediately after the move,
o Linking individual/family with needed supports in the community,
o Helping to resolve crises that may evolve following a housing placement.
• What funding resources are available?
• What outcome data elements should be captured?
III. DETERMINING HOUSING NEEDS: A CONTINUUM-OF-CARE-WIDE
PERSPECTIVE
A. Which individuals/families experiencing homelessness should be targeted for
Housing First services?
Who needs what kind of interim, transitional, permanent, permanent supportive housing? What
are the implications of this answer vis-A-vis the community's need for transitional housing and
emergency shelter?
Characteristics (these are Short-term Crisis Long-term housing
examples only; each Intervention needed
community determines its own
factors)
Level 1: Families/individuals Very short-term interim Affordable housing
with no barriers to rehousing housing (aka shelter) (current market meets
Rental assistance need; on-going
For example: assessment necessary)
• Good rental history
• No UDs
• No criminal history
• No active chemical
dependency/abuse issue
• Employed or employable at
low-rent housing wage
Level 2: Families/individuals Short-term interim housing Affordable housin
HomeBase/Legal&Technical Assistance.idvancing Solutions to Homelessness 6
ATTACHMENT 1
Characteristics (these are Short-term Crisis Long-term housing
examples only; each Intervention needed
community determines its own
factors
with some barriers to rehousing (aka shelter) (current market meets
Case management before need; on-going
For example: and after placement assessment necessary)
• No rental history Rental assistance
• New to the area If not, plan to increase
• Large family affordable housing
• One easily explained UD stock; maintain balance
• History of battery but abuser of shelter/TH as
not in the area permanent housing
• Non-English speaking phased in
• No high-school diploma
• Physical disability that effect
housing
• One parent/child household
• Needs financial help with
moving, furniture, etc.
• Head of household under 18
Level 3: Families/individuals Transitional housing Affordable housing
who will benefit from
transitional housing program
For example:
• Domestic violence victims
• Families with substance
abuse
• Sex workers
• Unaccompanied youth
Level 4: Families/individuals Very short term interim Permanent supportive
who have multiple barriers to housing while processing housing
accessing and retaining permanent supportive unit
permanent housing
For example:
• Chronically homeless
individuals
• Families who would meet
HUD's definition of
"chronically homeless"
except that the adult is
accompanied by children
HorneBase/Legal&Technical Assistance Advancing Solations to Homelessness 7
ATTACHMENT �.
B. Program Design/Operation—Coordinate Across Your Continuum of Care
• Who will be responsible for the referral and assessment of individuals/families?
• Who can provide individuals/families with housing assistance, including:
o Help overcoming barriers to accessing affordable housing.including addressing
poor credit, eviction histories, lack of move-in funds
o Locating subsidized or affordable units in the community,
o Developing greater affordable horsing resources by working with landlords,
public housing authorities, etc.
o Serving as a resource to landlords following a housing placement.for
problems/issues that may develop.
• Who will provide the case management services to the individual/family, including:
o Time-limited case management immediately after the move,
o Linking individual/family with needed supports in the community,
o Helping to resolve crises that may evolve following a housing placement.
• What funding resources are available?
• What outcome data elements should be captured?
I-lomeBase/Legal&Technical Assistance Advancing Solutions to Homelessness 8
ATTACHMENT 1
IV. DECISION POINTS FOR CREATING A HOUSING FIRST PROGRAM
The Big Picture-- Components:
• Housing
• Services
• Outreach and engagement
Eligibility
Chronically homeless people
Participation in services (psychiatric or substance use treatment, case management)
History of violence, poor credit, poor tenancy history, felony convictions
Housing
Number of units targeted (what you need, what you have, what's in the pipeline, what you
will lose to market and other factors)
• Congregate living and/or scattered site
• Develop, lease, master-lease
o How engage developers, landlord: what incentives can you offer? How will
landlords be recruited on an basis?
• What rental will you charge?
• Damage fund to restore property?
• Property management separated from supportive services?
• What events jeopardize loss of tenancy?
o Clinical crises resulting in absence from unit?
• Pets?
• How build community for tenants?
Transitional units?
• Tenant obligations
o Money management
o Case management
o Walk-throughs
• Number of units, type, location, timeline, cost
Services
• Principles of service-delivery
• Type
• Provided where
• Provided by whom (targeted, mainstream; staff qualifications)
• Service units, timeline, cost
flomeBase/Legal &Technical Assistance.4dtnncitig.5olurio,7s to Homelessness 9
ATTACHMENT
Where tenants wi_I! come from
Referral
Outreach
Street outreach
ACT model
Role of police officers
V. BEST PRACTICES AND COMMON SOLUTIONS
See Mapping the Path Home, San Luis Obispo County's 10-Year plan to End Homelessness,
Appendix D.
HomeBase/Legal &Technical Assistance.4dvancing.Sol:aions to Homelessness 10
ATTACHMENT 1
SELECTED RESOURCES
Online Resources
National Alliance to End Homelessness www.endhomelessness.ore
Beyond Shelter www.beyondshelter.org
Pathways to Housing http://www.pathwaystohousing.org/
Corporation for Supportive Housing www.csh.org
San Francisco Department of Health (Direct Access to Housing) http://www.dph.sfca.us/
HomeBase www.homebaseccc.org
Publications
Lanzerotti, Laura (2004). Housing First for Families: Research to Support the Development of
a Housing First for Families Training Curriculum, National Alliance to End Homelessness,
available at www.endhomelessness.or2.
Tsemberis; Samuel et al. (2004). Housing First, Consumer Choice, and Harm Reduction for
Homeless Individuals, American Journal of Public Health, available at www.alph.org.
Tsemberis, Samuel (1999). From Streets to Homes: An Innovative Approach to Supported
Housing for Homeless Adults with Psychiatric Disabilities, Journal of Community Psychology,
available at www.pathwaystohousing.oMIpublication's:
Tsemberis, Samuel and Eisenberg, Ronda (2000). Pathways to Housing: Supported Housing for
Street-Dwelling Homeless Individuals with Psychiatric Disabilities, Psychiatric Services,
available at www.pathtivaystohousinQ.org/publications.
For more information, please contact Karen Gruneisen, HomeBase Managing Attorne y, at (fly)
788-7961 ext. 314 or Karen@homebaseccc.org
HomeBase/Legal&Technical Assistance ddiancing Solutions to Homelessness ] 1
ATTACHMENT 2
"Housing First" Agenda
an effective strategy for housing the homeless Overview on the need for such housing in
our nation and in our communities
• EI Carrillo-A Model Case Study of SRO
The EI Carrillo Project Housing for the Chronically Homeless
• Q &A
Presented by:
aim P–r-n.E.,un.oil ,/CEO
Houmng Mh.ngy.t fl 01 ol5anh,%1115.,+
The Path to a Home,San Luis Obispo,CA
June 17,2008
Chronic Homelessness
Los Angeles Cost Estimates
• Federal government's definition of chronic homelessness includes
homeless individuals with a disabling condition(substance use
disorder,serous mental illness,developmental disability.or chronic
physical illness or disability)who have been homeless either:(1)
continuously for one whole year,or(2)four or more limes in the past
three years.
0
• Research reveals 70 to 20 percent of homeless single adults are _
chronically homeless.This translates to between 150,000 to
200,000 people who experience chronic homelessness in the U.S.
• Although chronic homelessness represents small share of overall .ro
homeless.chronically homeless individuals use more than 50
Percent of services. Most successful model for housing chronic
homeless is permanent supportive housing using a Housing Hrst ,,,Pa.,m,• r,u nw,. sna,.r n...+t ,,..W„t
approach. nuu.Ina ,.rm+�
So�ro!h lsvn Gew
What Type of Housing? Unit Size
Studios,SRO'units,one-bedroom units—what Minimum Size:
No defined minimum, however,California law for
works best. local building codes requires a minimum
An SRO clu in,butne nit has necesg separate barred..
g.a separate
one main momsuperficial'room area of approximately 100
possible including,but not necCssanly intlutling,a separate bathroom or a
separate kitchen,but with access to a shared kitchen an liar a shared square feet per person.
bathroomit they are not Included within the unit • Maximum Size:
• For tax exempt bond and LIHTC financed units, Generally,there are no defined maximums;
must include a bathroom and kitchen. Kitchen however,the California Tax Credit Allocation
definition must comply with the higher of local Committee has adopted a maximum size of 500
building codes or HUD Housing Quality Square feet,where 90%of the units in a project
Standards. must be this size or smaller.
• f I
I
ATTACHMENT2
Advantages of Small Units Major Design Issues
• High Density Handicap Accessibility
Even a single story building could reach a density of 50 units per acre in o
downtown setting.(simply put we can serve more of those in need) —Vertical Transportation
• Least Development Cost Housing -Hallways and Corridors
High Density helps spread the farm cost ever mora units —Doorways, locks,thresholds
Mined use with small sized units helps reduce per unit land costs
• Security -Signaling devices and security features
Most new developments design defensible perimeters for their residents —Bathrooms
• Fellowship -Bathtubs vs.Showers
The design of dwelling units along with community moms/spaces and areas —Kitchens
to congregate creole a"neighborhood'within Itself....bad things do not
happen or happen less frequently,
Major Design Issues — continued
"El Camillo"
• Noise-dealing with multi-story buildings A Place to call Home
o"
• Ventilation
-Heating and Cooling
• Green Design issues: Housing with Supportive Services
-PV Solar
-Boiler vs. individual heating units-flash
heaters
• Fire Safety and Exiting
Collaboration for Permanent, The Setting—The Community
Supportive Housing • 200,000 pop.-Santa Barbara southcoast
• $1.2 million median home price
• $1,550 median 2-bdrm.apt.rent
• Housing Authority of the City of Santa • 6,300 homeless Santa Barbara county
Barbara • 1,700 of homeless are mentally-ill
• Work Training Programs, Inc. • 945 are chronically homeless
• Santa Barbara County Alcohol, Drug, and • Homelessness having$36 million per year
Mental Health Services financial impact
• 600 SRO's lost past 15 years thru demolition or
conversion to tourist hotels
A7ACHMENT 2
Building Losses and Operator e-ContracLa wh
Development Team Housing Authority of the City of Santa Barbara HACSWork Tr-Cor Program
• Land Owner& Developer: Housing °dart°>mnl° _ as sarvlu Provider
IAecla l•w euv'Mg
I,°m EILr�L°l P
Authority of the City of Santa Barbara °ndh°ndieday101,,
Developer
�'•um, tho
Housing Authority of the City of Santa Berbei
• Building Owner: EI Carrillo, LP -
• Architect: Cearnal Andruilaitis, LP
Now Limtted Partnership-Building Owmr awdma m,wyh
o
Sento Barbara Housing Assistance Corporation
• Management: Housing Authority and Gorden Court Inc.
Work Training Programs, Inc.with —--ApoltoHomingCap!td
financial support from County AD&MHS 1 __ __ _ _
• Consultant: Frank Thompson Land Ownemand Lessor
Housing Authority of the City of Santa Barbera J
EI Carrillo - Development Concept EI Carrillo
Site Plan and Typical Floor Plan
• Development Type-Based on community
needs analysis
- t00%affordable
-Mixed income
-Special Needs-Hot nelessibisabled -� I' +
-Family
-Senior
-Transitional
-SRO/Studio 1LL
'
The Physical Development
�r-
-Previously under-utilized site j
-Now distinctive,high-density residential use(people not cars) versus ,
auto-related commercial uses(car/truck rental,taxicab parking lot) _
Change consistent with City eHod to increase downtown residents and
�5
decrease vehicles �. ' ..
AnaCHMENTL
Pf I 1 1Y�
Development Profile
�t 3 parcels merged-21,740 sq.ft. (1/2 acre)
C-2/R-4 base zoning-13 studios allowed
Bonus density of 475%for 61 studio units
(254 sq.ft.each)plus 1 two-bdrm.managers'
mum
unit of of 922 sq.ft.
t • Equates to 124 units per acre
r-i Parking-62 spaces required; 17 provided
• Residency restrictions on vehicle ownership
imposed
".„. .a,
:I
re
I y' �
•Bus slop shelter,manager's office and residence.entrance to parking garage
-Architect creates beautiful project—appears as several buildings,varying shapes,
sizes.and site onentations .Surface parking lots eyesores for residential development
-El Carnao's long,varied fagade avoids massive IsAi g ordinarily associated with 'Parking requirements reduced from 62 to 17 based on auto limitations
density of 122 units per acre •Deck over parking We build additional units and generous"Ved courtyards
•ArchAeclural detail cohesive Spanish style—Santa Baroara famous for •Budbin bus shelter and secure•covered parking for bicycles
•2 blocks to the MTD Transit Center and 3 blocks to Stale Street
ATTACHMENT 2
•Each CudD openers a1254 N.h. .
nt •Ample IgM and or clmubfim given from and
rear doors and final window
.4 •Most unitsfemum small 6Mcony
•All rasa Raw IUMIraPacce--Ele W paaom �'.r ..�•r
or
V+Idreneea >�� ,r•
;44WV " •Ali nes mu^
fully fuhad including beddag.
IowCb,Internee,lamps,etc'Adopt-A-Room• '„ 1
caepil
xyy
Each unit faces peaceful courtyard, Buildings connected via covered posers.
-' - Rgh-quauNaffordablehousing with Development Costs
'.+•'�}: 1 fee architectural detail and stunning
® mountain views-terms not typically
assooated wah permanent housing
for the homeless • Site Acquisition: $1,775,000
or
or$81.65 per sq. ft. (August 2002)
r • Construction Cost: $8,779,091 (hard cost @
$271/sq.ft.and soft costs @$94/sq.ft.)
• Total Development Cost: $10,554,091
Note: Construction took less than 1 year
� i
EI Carrillo
Development Time Line
*7 .Y.
Land Planning Commission Construction Construcuon
Purchased Approval Begins Completed
ugust 2002 June 2004 Sep.2005 Sep 2000
Pre-Development—most important phase 'A�(
_.Co�tteuchon_-..l
+1 t'
LeasaUD I
^N
ATTACHMENT 2
- -�' Funding Sources
' Congresswoman Lois Capps
addresses EI Camllo's Grand Opening
'i.tA�^i ' '�• on Augual 31.2006
,1, $1,775,000 RDA City of Santa Barbara
I+` $8,082,540 LIHTC Investor Equity
$ 250,000 FHLB Affordable Housing Grant
°yy�; . „ "t• .,vg� $ 446.551 Housing Authority Equity
1 'J $10,554,091 Total of Funding Sources
-n Note: Partial predevelopment and construction financing secured
• through Santa Barbara Bank 8 Trust in the amount of
$3,100,000,The Housing Trust Fund of Santa Barbara County
in the amoum of$1,omixt0 and City HELP loan of$300.000
o
2008 Income Limits and Rents
(one-person households)
6 units--$16,350 Income Limit(30%AM])
., Cosily affordable housing built in
the traditional architectural style of Max.Rent:$408'
Santa Barbara-red tile,white
stucco.and blue sky 6 units—$19,075 Income Limit(35%AM[)
Max. Rent:$476'
° 49 units—$21,800 Income Limit(40%AMI)
Max. Rent:$545'
' NOTE: HUD Section 8 and Shelter Plus Care subsidies to reduce
rents to 30%of income available to qualified tenants.
The Residents and Staff The Goal of Services
Resident Profile Create a Culture of Recovery to Transition from
61 Individuals meeting low income criteria the Culture of Homelessness
44 SSI/SSA/SSD -Once housed•different culture required for
4 General Relief sustainability
13 Other sources - -Focus on social valorization
38 are male Build a Community at EI Carrillo
20 are under 40 years old -Spontaneous events begin to happen(library,clothes
40-50 are in,or eligible for,the mental health system exchange)
• Staff On Site -Saturday night dinners _
Resident Manager Support Individual Needs
Two Housing Support Specialists -Variety of program models available on-site,either
through WTP or through invited programs
ATTACHMENT
Array of Services Service Participation
Group vs.Individual Services • Weekly Community Meeting- Creates a same of common y
-Individual services(personal contact)are the most in- - The residents are paled about needs and interests
demand at this point • Participation in Services Not Required for
-Groups too similar to"programs"in resident's past Residents
and may not be welcomed - EXCEPT: The lease structure includes mandatory adherence to
- People with mental illness initially hesitate joining any treatment plan
groups - EXCEPT: Shelter-Plus-Care residents must agree to contact with
-To date,successful groups are relapse prevention staff
and nutrition/women s Issues group People are at various stages of recovery and
vocational willingness to be involved
-Job Club with WTP job developer -Motivational interviewing to engage the reluctant participant
-Skill building leading to employment(Community - Services must be continually offered
Kitchen.WTP on-site hires)
County Alcohol, Drug and Mental
Health Services Role & Support
• Housing First Model Favored by ADMHS ;
-213i°of facility for ADMHS clients f'-
• Contract with Work Training Programs
--WiP provides mental health and substance abuse counseling i
programs.Funding of$166.228 of which$42.000 is Medi-Cal.
• Larger Strategy Exists
--Involves homeless shelters,other mental health and acohol 8
drug abuse counseling programs,and City Restorative Policing.
• Key Component
.:
H Developing solid working relationships no nsrnps with housing providers like
Housingg Authority,beyond just non profits•.vl mission locus on
ADSMHS clients.
i
a
Sold my truck to live here and I don't
l:'•��r�rla
mind considering greenhouse effect I am really thankful to have gotten
and what it's doing to the planet Earth. into me EI Cam:b Studies.it means
It's one of the most exciting days of my
life tome that won't ss and I
appreciate the privacy
It II was a positive
experience going through the process
-Liza and I hope others will have the same opportunity.
Kimberley
-' ATTACHMENT 3
Mapping The Path Home
The San Luis Obispo Countywide
10 Year Plan to End Homelessness
Common Sources of Housing Funding
U.S. Department of Health and Human Services (HHS) Programs
• Transitional Living Program (TLP)
o Allocates funding for organizations and shelters that provide living
accommodations, skill-building, educational opportunities, employment
assistance, and health and mental care to runaway, homeless, missing
and sexually exploited young adults
o Funds also support maternity group homes, designed for young mothers
and their children.
U.S. Department of Housing and Urban Development (HUD) Programs
• Supportive Housing Program (SHP) Funds
o SHP funds may beused to develop transitional and permanent housing.
Eligible uses include new construction, acquisition, rehabilitation and
leasing of buildings. SHP funds may also be used to provide supportive
services that will help people transition from homelessness and move to
independence.
o Funds are awarded through an annual competition that requires
communities to engage in a coordinated strategic planning process and to
submit a comprehensive Continuum of Care plan to address
homelessness.
• Shelter Plus Care (S+C)
o S+C funds provide rental assistance for permanent housing for hard-to-
serve homeless people with disabilities. Dollar-for-dollar matching by the.
grantee from federal, state, local or private sources.is required in order to
provide supportive services linked to the housing.
o Funds are awarded through an annual competition that requires
communities to engage in a coordinated strategic planning process and to
submit a comprehensive Continuum of Care plan to address
homelessness.
HomeBase/ Legal and Technical Assistance Advancing Solutions to Homelessness
ATTACHMENT 3
• Section 8 Moderate Rehabilitation Single Room Occupancy (SRO)
o Section 8 SRO funds can be used for rental assistance in single-room-
occupancy dwellings.
o Funds are awarded through an annual competition that requires
communities to engage in a coordinated strategic planning process and to
submit a comprehensive Continuum of Care plan to address
homelessness.
o Funds are distributed by local public housing agencies.
• Community Development Block Grant (CDBG)
o HUD program that funds local community development activities such as
affordable housing, anti-poverty programs, and infrastructure
development Subject to less federal oversight and largely used at the
discretion of the state and local governments and their subgrantees.
o Its funds are allocated to more than 1,100 local and state governments on
a formula basis at $4.7 billion in FY2005. Funds can also be used for
preservation and restoration of historic properties in low-income
neighborhoods.
• Home Investment Partnerships Program
o HOME provides formula grants to States and localities that communities
use-often in partnership with local nonprofit groups-to fund a wide range
of activities that build, buy, and/or rehabilitate affordable housing for rent
or homeownership or provide direct rental assistance to low-income
people.
U.S. Department of Veterans Affairs (VA) Programs
• Domiciliary Care for Homeless Veterans
o Provides funds to VA medical centers to support the delivery of health,
mental health, substance abuse, and other social services in residential
treatment settings for veterans who are homeless.
• HUD-VA Supported Housing Program
HomeBase/ Legal and Technical Assistance Advancing Solutions to Homelessness
1 I
AI[ACHMEN-1 J
o Administered jointly with HUD, provides permanent supportive housing
and ongoing treatment services to veterans with serious mental illnesses
and substance use disorders who are homeless.
o HUD designates a portion of Section 8 Vouchers for chronically homeless
mentally ill veterans, and VA staff provide outreach, clinical care, and
case management services
• Loan Guarantee Program for Multifamily Transitional Housing
o Provides loan guarantees for transitional housing projects for veterans
that provide supportive services including job counseling and require that
residents seek and maintain employment, pay reasonable rent and
maintain sobriety as a condition of occupancy.
o Loan guarantees may be for cover construction, renovation of existing
property, and refinancing of existing loans, facility furnishing or working
capital.
o http://wwwl.va.gov/homeless/page.cfm?pq=8
• The Homeless Providers Grant and Per Diem Program
o The Grant and Per Diem program is offered annually (as funding permits)
by the VA to fund community-based agencies providing transitional
housing or service centers for homeless veterans.
o It has two components:
I. Under the Capital Grant Component, the VA may fund up to 65%
of the costs for the construction, acquisition, or renovation of
facilities or to purchase van(s) to provide outreach and services to
homeless veterans.
II. The Per Diem component is available to recipients of the capital
grants to help off-set operational expenses. Programs serving
veterans who have not received a capital grant may apply for Per
Diem funding under a separate announcement, when published in
the Federal Register, announcing the funding for "Per Diem Only.
o http://wwwl.va.gov/homeless/page.cfm?pq=3
Other Federal Resources
• Low-Income Housing Tax Credit
HomeBase/ Legal and Technical Assistance Advancing Solutions to Homelessness
ATTACHMENT 3
o A tax credit created under TRA86 that gives incentives for the utilization
of private equity in the development of affordable housing aimed at low-
income Americans. The tax credits are more attractive than tax
deductions as they provide a dollar-for-dollar reduction in a taxpayer's
federal income tax, whereas a tax deduction only provides a reduction in
taxable income.
o LIHTC provides funding for the development costs of low-income housing
by allowing a taxpayer,(usually the partners of a partnership that owns the
housing) to take a federal tax credit equal to a large percentage of the
cost incurred for development of the low-income units in a rental housing
project. Development capital is raised by "syndicating"the credit to an
investor or, more commonly, a group of investors. The amount of the
credit is based on (i) the amount of credits awarded to the project in the
competition, (ii) the actual cost of the project, ('iii) the tax credit rate
announced by the IRS, and (iv) the percentage of the project's units that
are rented to low income tenants.
• Federal Home Loan Banks
o Source of stable, low-cost funds to financial institutions for home
mortgage and small business
o Affordable Housing Program (AHP) —provides grants twice a year
through financial institutions for investment in low- or moderate-income
housing initiatives. Member banks partner with developers and
community organizations to finance the purchase, construction, or
rehabilitation of owner-occupied or rental housing. Grants can also be
used to lower the interest rate on loans or cover down payment and
closing costs. The program is flexible so that AHP funds can be used in
combination with other programs and funding sources, ensuring a
project's feasibility.
California State.Programs
Emergency Housing and Assistance Program Operating Facility Grants
(EHAP)
o Provides facility operating grants for emergency shelters, transitional
housing projects, and supportive services for homeless individuals and
families.
o Each county receives a formula grant allocation. 20% of the total
allocation is available to non-urban counties, and eighty percent to urban
counties.
HomeBase/ Legal and Technical Assistance Advancing Solutions to Homelessness
ATTACHMENT 3
o Provides direct client housing, including facility operations and
administration, residential rent assistance, leasing or renting rooms for
provision of temporary shelter, capital development activities of up to
$20,000 per site, and administration of the award (limited to
• California Multifamily Housing Program (MHP)
o Assists the new construction, rehabilitation and preservation of
permanent and transitional rental housing for lower income households.
o Applications are invited through the issuance of Notices of Funding
Availability (NOFAs).
o http://www.hcd.ca.gov/fa/mhp/
• Proposition 1C - Housing and Emergency Shelter Trust Fund Act of 2006
o Allocates $2.85 billion in general obligation bonds to be paid over 30
years "for the purpose of providing shelters for battered women and their
children, clean and safe housing for low-income senior citizens;
homeownership assistance for the disabled, military veterans, and
working families; and repairs and accessibility improvements to
apartments for families and disabled citizens."
• California Mental Health Services Act (MRSA)
o Increases funding, personnel, and other resources to support county
mental health programs and monitor progress toward statewide goals for
children, transition age youth, adults, older adults and families.
o Increases the taxes of high income individuals. MHSA will be funded by
imposing an additional one percent tax on individual, but not corporate,
taxable income in excess of one million dollars.
HOmeBase/ Legal and Technical Assistance Advancing Solutions to Homelessness
ATTACHMENT 4
Mapping The Path Home
The San Luis Obispo Countywide
10 Year Plan to End Homelessness
Comments received to date on Plan
Permanent New Implementing Body
1. Not JPA, but MOU to allow for non-governmental agencies (as a
more common practice)
2. Select a fiscal agent non profit to host the MOU group, and
retain the talent needed as "staff'
OR
Create a new non profit
3. Seats for the Implementing Body
Members of Governing Body
County Board of Supervisors- 2 members rotate
Cities- 3 members representing the seven cities rotate
County Services- 3 members representing the seven cities rotate
Public Health
Behavioral Health
Planning
Social Services
Veterans Services
Non-profit service providers- 3
Regional representatives chosen by the Homeless Services
Coordinating Council
Affordable Housing Developers- 3
Peoples Self Help Housing
Housing Authority/SLO Non-profit Housing Corp
SLOCO Housing Trust Fund
HomeBase/Legal and Technical Assistance Advancing Solutions to Homelessness
- ATTACHMENT
Business- 3
Such as banking, chambers of commerce, employment and
training, private fund raising, etc.
Schools- 1
County Office of Education homeless services staff
Law Enforcement- 1
Academic- 1
Total- 20 members
Business Model for SLO Co Homeless Services
Homeless to Housed, Inc
501(C)(3) Non-profit corporation
20 member Board of Directors
Mission: To assist homeless individuals and families to obtain
and retain permanent housing
Functions of Board
• Responsible for implementing and maintaining the Housing
First model and philosophy.
• Responsible for all components of the system of care.
• Responsible for revenue generation and distribution.
• Responsible for quality control — data collection, analysis,
and meeting performance measures.
• Responsible for educating the community about
homelessness.
• Linked to:
o Housing Developers
o SLOCO Housing Trust Fund
o Adult Services Policy Council
o Childrens Services Network/SAFE centers
• Two full time staff members
a. One to provide oversight of the systems of care
services and to work with service providers to
develop new programs or services as needed.
HomeBase/Legal and Technical Assistance Advancing Solutions to Homelessness
� - ATTACHMENT 4
b. One to find ways to generate new revenue and
provide quality control functions.
There would be two regional homeless services systems — San Luis
Obispo/South County and North County/North Coast. Each system
would operate the service housing components called for in the.
Homeless to Housed, Inc would assume the non-profit status of
Friends of the Prado Day Center. Friends would be a committee under
the Board of Directors charged with private funding raising for Prado —
the SLO service center. North County services could also create private
funding committees under the umbrella of the non-profit or under their
own non-profit corporation but all revenue for homeless services need
to be reported to Homeless to Housed, Inc so that it can be tracked.
Resources
1. What data, information, experiences are out there for
jurisdictions that have approved a 10 Yr Plan with new staff and
resource needs
Cost Savings
What is the tangible savings that will be realized by restructuring
resources or implement the Plan?
How much jail time (dollars and time) will be saved
How much police time
How many hospital nights
Economic Considerations
1. mitigate/ameliorate the causes causing homelessness; look
further upstream
2. can we create production for use: allow the unemployed the
opportunity to use idle farms and factories to make their own clothes,
grow their own food. Can we create sustainable habitat?
HomeBase/Legal and Technical Assistance Advancing Solutions to Homelessness
Leadership Council June 19, 2008 ATTACHMENT s-
AGENDA ITEM 2. DRAFT Plan Review: Next Steps
3-Month Interim Action Proposal for Launching 10 Yr Plan Strategic
Activity
Key Areas Covered:
A. Sustain Committee Momentum
B. Launch the new Governance Body
C. Engage the Homeless Housing and Service Providers in New Ways to Work
Members of the newly formed Executive Committee designated our"systems change
agent leaders' at the May meeting, as well as County staff and others have been meeting
with local elected officials and various government agency/department representatives.
They have been requested to present at the Leadership Council this week, an Interim (3
month) activity Plan that will move this effort forward, on the key areas above. This
draft was built from other documents present in today's meeting packet: the
meeting/events schedule for each committee, and the comments received to date on the
Plan, that included governance recommendations. Suggestions and offers of assistance
made at the Housing First Forum are also included, so that this may serve as one
comprehensive document integrating a number of efforts. The Finance and
Administration Committee approved this document Wednesday.
A. SUSTAIN COlkIMITTEE MOMENTUM
July
Leadership Council
❑ Adopt the Plan
❑,Review comprehensive schedule for jurisdictional adoption, with presenters
designated for each
❑ Sign up for Plan Presentation Team training
❑ Confirm meeting schedule for 08-09
❑ Commit to media/PR action on behalf of Plan
Executive Committee
❑ schedule meetings with elected officials in every jurisdiction to discuss Plan
adoption, governance body participation, and initial investment in
coordination/administration
ATTACHMENT
❑ meet with Department/Agency heads of key county entities: Health Agency,
Social Services, Probation, Planning, Drug/Alcohol, Mental Health
❑ meet as Committee to look into Plan resource requirements, and set up Finance
Sub-Committee (6-8 person, with banking, accounting, fundraising expertise)
❑ review performance standards criteria implementing the Plan to be applied
immediately to locally controlled public and private funding decisions
❑ sponsor retreat with core"primary responder" homeless agencies, to,outline
agency-level implementation activity required for Plan action
Short Term and Permanent Housing Committee
❑ Co-convene with the Supportive Housing Consortium on short term rental
assistance, including Master Leasing models; focus on relationships with
realtors/housing managers, and new housing opportunity
❑ Recruit Dept of Veterans Affairs participation
Support Services Committee
❑ Convene case managers and service providers to review existing SLO
practices/programs on housing linked to services; identify current challenges, and
begin program design process for implementing Plan. Review data collection
tools and mechanisms now in use
❑ Meet with Family Resource Centers and One-Stop Center employment program
staff
❑" Recruit Dept of Veterans Affairs participation
Prevention and Discharge Planning Committee
❑ Continue meeting with health and law enforcement sectors to discuss Plan
implementation; begin to identify program design work to. carry out specific
strategies
❑ Recruit Dept of Veterans Affairs participation
August
.Leadership Council
❑ Review committee progress
❑ Review governance structure and investments committed
❑ Meet with press/media
❑ Attend Plan Presentation team training
❑ Develop Proclamation event, looking at history of key initiatives that local
leaders have incubated, upon which Plan implementation can be built; announce
mechanism for contributions to be made from the public to Plan work
Executive Committee
❑ Meet to review Governance Body formation progress
❑ Discuss response from LED's about Plan, and begin private sector and faith-based
meetings
2
ATTACHMENT S
Short Term.and Permanent Housing Committee
❑ Co-convene with the Supportive Housing Consortium on short term rental
assistance; target subsidies needed to house homeless people, and identify
potential immediate sources of funding
❑ Consider training session on Master Leasing
Support Services Committee
❑ Convene case managers and service providers to review existing SLO
practices/programs on housing linked to services; identify current challenges, and
begin program design process for implementing Plan
❑ Begin case management certification curriculum design research
❑ Meet with Family Resource Centers and One-Stop Center employment program
staff
❑ Review Pian Presentation training materials, create trainiirg schedule; conduct
training
Prevention and Discharge Planning Committee
❑ Continue meeting with health and law enforcement sectors to discuss Plan
implementation; begin to identify program design work to carry out specific
strategies
September
Leadership Council
❑ Presentations to secure adoption and investment continue
❑ Review Agency presentations on Transition activity required by each, as well as
point activity proposed
❑ Review Committee work underway
Executive Committee
❑ Brief federal and state representatives about the Plan
❑ Plan adoption presentations at local elected bodies, key other venues
❑ Prepare for new Governing Body first meeting this Fall
❑ Check with funding sources to assure the "performance standards' for Plan
compliance are in use
Short Term and Permanent Housing Committee
❑ Co-convene with the Supportive Housing Consortium on short term rental
assistance, including Master Leasing models; focus on relationships with
realtors/housing managers, and new housing opportunity
Support Services Committee
❑ Convene case managers and service providers to review existing SLO
practices/programs on housing linked to services; identify current challenges, and
begin program design process for implementing Plan
❑ Meet with Adult Services Policy Council on case management
3
ATTACHMENT 5
❑ Meet with Family Resource Centers and One-Stop Center employment program
staff developing program design outline that would implement the Plan
cooperating with these existing entitites
Prevention and Discharge Planning Committee
❑ Continue meeting with health and law enforcement sectors to discuss Plan
implementation; begin to identify program design work to carry out specific
strategies
B. LAUNCH THE NEW GOVERNANCE BODY
July
❑ Leadership Council approves the proposed slate of members for the Governing
Body
❑ Council reviews any additional "best practice" governing board information
from The Community Partnership (Washington DC) or The Community Board
(Columbus Ohio), or Santa Barbara {all information collected at Appendix G of
Plan)
❑ Informal meetings and formal presentation to leadership of possible agency
sponsors of the Plan Governing Board, to explore
o Agency future plans
o Ability to Focus on Plan implementation
o Ability to.not split attention and agency resources to the detriment of
Plan implementation
o Board structure
o Board commitment
o hey primary staff
o Able to raise funds for this Plan
o Expected time to transition
❑ Business Model for the emerging new role of the existing 501-c-3 corporation as
a re-named entity is ratified by existing Board, and schedule of activity to
restructure relationship accepted by interlocking/parent Board.
August
❑ Governing Body member outreach underway, for commitments to fill initial terms
of office
❑ Administrative and management work begins to establish re-named Friends of
Prado entity as completely autonomous agency, with employees and programs.
September
Board of Supervisors, with media attention, honors the 1'20 years Legacy of 4 leading
agencies in getting us to the 10 Year Plan, with something we can build implementation
upon. Focus on "Partnerships and Participation" as the foundation of the new Plan.
4
j
ATTACHMENTS
❑ issues Proclamation honoring Biz Steinberg and EOC for decades of contributions
helping homeless people, foresight in sponsoring Prado and the 10 Year Planning
effort, and for passing on as Legacy to the new entity these two efforts incubated
at EOC.
❑ Proclamation as well to Jeannette Duncan and People's Self Help Housing for
implementing Housing First, constructing new units, demonstrating housing-
sponsored services model.
❑ Proclamation to TMHA for Housing First, and Master Leasing model they have
had foresight to launch in SLO
❑ Proclamation to honor Carol Hatley of the Housing Authority for their role in
making units and subsidies available, partnering for services and housing, and
consistent forward-looking leadership.
C. ENGAGE THE HOMELESS HOUSING AND SERVICE PROVIDERS IN .
NEW WAYS TO WORK
JUIV
Hold retreat of core "primary responder" agencies to homelessness, with a few key
community safety net agencies, to discuss agency-level implementation activity needed
under the Plan
August
Agencies develop profiles of their transition steps and requirements
Profile as Tool delivered to key funding bodies throughout county, to be used for
establishing performance measures consistent with the Plan, by grantees seeking
resources to respond to homelessness
September
Profiles presented to Leadership Council
Agencies who Need to Develop Implementation Schedule for first wave of
implementation
Primary Responders
Maxine Lewis Shelter
Prado Day Center
TMHA
ECHO
Interfaith Coalition for the Homeless
People's Kitchen
5
ATTACHMENT 5
Community Safety Net
Dept of Social Services
Health Agency
Housing Authority
Key Plan Policies and Activit.. t�gency-level Implementation Schedules to Cover for
initial activity
1. Mainstream, Coordinated Policy
• Creating the Community Services Centers (in lieu of the "homeless services
campus" idea)
• Creating the Basic Housing Assistance Centers
• Expanding the Homeless Outreach effort
2. Housing First Policy
role in housing provision:
• convening to Interim Housing all emergency shelter
• converting to Interim Bousing all transitional housing
• expanding Permanent Supportive Housing supply
• expanding access to Affordable Housing, including increasing supply
• additional housing subsidies
role in services linked to all housing provided:
• single case plan
• fast track benefits
• Work.Fast focus
6