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City
Council Report |
City Council Meeting: November
10, 2009
Agenda Item: 3-C
To: Mayor and City Council
From:
Andy
Agle, Housing and Economic Development Director
Tim
Jackman, Chief of Police
Subject: Annual Review of the City’s Plan for
Homeless Services and Update on the Implementation of the City’s Action Plan to
Address Homelessness in
Recommended
Action
Staff recommends that the City Council:
1) Hold a public
hearing on the Annual Review of the City’s Plan for Homeless Services, pursuant
to Municipal Code Section 2.69.030; and
2) Receive a
progress update on implementation of the City’s Action Plan to Address
Homelessness in
Executive
Summary
This staff report meets the requirements of the City’s Public Safety Initiative by providing an: “Annual Review of the City’s Plan for Homeless Services” (Annual Review) for FY 2008-09; a report on selected accomplishments of the “Year 2 Action Plan to Address Homelessness in Santa Monica” (Action Plan) adopted by the City Council in February 2009 (Attachment I); the current Action Plan (Attachment II); and a strategy for updating the Action Plan.
The public hearing affords the public and the City Council with an opportunity to comment on the attached documents and provide input on strategies to address homelessness.
The required Annual Review reports on the performance of the homeless service system summarizing outcomes for the 2,979 individuals who received services from City-funded programs in FY 2008-09 as well as the performance of special initiatives targeting priority homeless populations.
In FY 2008-09, work in the six project areas of the Action Plan was advanced through the coordinated efforts of City staff, public agency partners and service providers. These accomplishments are detailed in Attachment I.
Background
Public Safety Initiative
In 1994, the City Council
adopted the Public Safety Initiative (SMMC Sections 2.69.010 through 2.69.030)
calling for the City to adopt a plan for homeless services, based on the
following goals:
·
Effectively
assist the homeless in returning to a self-sufficient status;
·
Monitor
the progress of individual recipients;
·
Eliminate
unnecessary duplication of services;
·
Emphasize
long-term solutions to homelessness by combining housing, counseling and job
training;
·
Prevent
an increase, and wherever feasible, reduce overall City expenditures relating
to homeless services; and
·
Impose
reasonable time limits on the provision of services to the same individuals.
The City’s plan required by the Public
Safety Initiative is incorporated into the City’s FY 2007-10 Community
Development Plan and in the Consolidated Plan for FY 2005-10 required by the
U.S. Department of Housing and Urban Development (HUD).
The Public Safety Initiative also requires
the City Council to conduct an annual review of the City’s progress in meeting
the goals established by the Initiative, and hold a public hearing to assess:
·
The
impact of the City’s homeless population on other residents of the City;
·
The
effectiveness of the delivery of services to the homeless by the City and
various social service agencies;
·
The
cost of those services; and
· The changes which should be made in the Plan in order to carry out its primary goals and objectives.
Notice of a public hearing for November 10, 2009, was placed in the Santa Monica Daily Press, www.surfsantamonica.com, and posted on the City’s website.
In February 2008, the City Council adopted the “Action Plan to Address Homelessness In Santa Monica” (Action Plan). The Action Plan established a vision statement, guiding principles, and suggested refinements to the City’s homeless service system within six project areas: services, housing, evalution, community education and public policy. In March 2009, City Council adopted the “Action Plan to Address Homelessness in Santa Monica – Year 2”, which proposed new initiatives based on year one accomplishments and lessons learned. The Plan (Attachment II) was and is consistent with the goals of the Public Safety Initiative and is intended to be a “living document” that is revised periodically to reflect new approaches. A strategy for continued updating of the Plan is detailed in this report.
Discussion
The Evolution of
The Action Plan established priority populations to
be served by City-funded programs -
The Service Registry provides a framework for
delivering intensive services to
New resources have been added to prevent
people from becoming homeless. In
FY08-09 the City of
FY 2008-09: Who the
System Served and Outcomes
In FY 2008-09, the City’s Community Development Program provided
funding to programs in seven core homeless agencies: Chrysalis, the CLARE Foundation, New
Directions, OPCC,
The data in ClientTrack
indicates that in FY 2008-09, a total of 2,979 persons1
were provided with case management, temporary and permanent housing, addiction
recovery, mental health services, and employment assistance through the
homeless programs funded by the City.
Approximately 25% of those were formerly homeless individuals who
received services while living in permanent housing.
Of the
2,979 individuals served throughout the year:
·
406 of
2,979 (14%) were placed in permanent housing
·
583
(20%) received emergency or transitional housing.
·
495
(17%) adults found and maintained jobs leading to self-sufficiency.
Beginning in January 2008, volunteers and City staff
interviewed individuals found living on the streets, highly visible individuals
and high users of first responder resources. By early 2008, 282 homeless individuals
were interviewed and the 131 most vulnerable, chronically homeless were
identified and placed on the Service Registry. During the past year, an
additional 100 chronically homeless individuals were interviewed and over 70
were identified as vulnerable.
·
By
June, 2009 386 individuals had been surveyed and 219 (57%) found to be
vulnerable.
·
Thirty-nine
(39) of the 386 Service Registry participants (10%) have moved into permanent
housing.
In January 2009, the City, in collaboration with
the regional Los Angeles Homeless Services Authority (LAHSA) Homeless Count,
mobilized an effort to conduct a city-wide enumeration of homeless individuals
on the streets and in local shelters. The results of the count demonstrated an
8% reduction in Santa Monica’s point-in-time homeless population from 999 in
2007 to 915 in 20092. On January 27, 2010, another
city-wide street and shelter count will be conducted. Results of the 2010 count
will be publicized in the first quarter of 2010.
Reuniting
with family or friends is one of the ways that both long-term and newly-arrived
homeless individuals can be permanently housed and connected with services near
their community of origin. Oftentimes, partnerships between first responders
and service providers help individuals reconnect with housing and support
systems within and outside of
·
West
Coast Care, an outreach
team partnered with the Santa Monica Police’s HLP Team, contacted 1,212
individuals in FY08-09 and helped 283 find alternatives to living on the
street, 154 of whom utilized Project Homecoming.
·
Project
Homecoming, a
transportation program, assisted 266 total people in FY08-09 relocate to
permanent housing, at an average cost of $170. Seventy percent (70%) remained
housed four months after reaching their destinations.
Permanent housing is a key component of
efforts to end homelessness. The Santa Monica Housing Authority provides rental
subsidies to formerly homeless households using Federal assistance under the
U.S. Department of Housing and Urban Development HOME, Supportive Housing and
Shelter Plus Care programs as well as Santa Monica Redevelopment Agency funds.
In FY 2008-09, approximately $2.64 million was spent on over 250 active
vouchers. In addition, in the last fiscal year, the Santa Monica Housing
Authority was awarded 25 new Shelter Plus Care. New supportive housing came on
line and the development of new units moved forward.
·
Step Up
on Fifth opened with 46 units of permanent supportive housing for persons with
special needs, including 33 units for Shelter Plus Care-eligible homeless
individuals.
·
OPCC
is in the process of developing 1614-1616 Ocean as permanent affordable housing
with supportive services for chronically homeless individuals, which will add
seven units to the local inventory.
·
Common Ground and
McCormack Baron Salazar were selected as the developer/service provider for one
of three buildings on the
Impacts of Homelessness
In spite of the significant number of
homeless individuals who have improved their lives, homelessness remains a top
community concern in
·
In FY
2008-09, the Police Department made 1,701 arrests of individuals
(duplicated) who listed their residence as transient, homeless, none, or
provided an address of a known homeless shelter. In FY 2007-08, the number of
arrests was 1,598. This figure does not include citations (tickets) that were
issued to homeless persons.
·
In CY
2008, SMPD’s Homeless Liaison Program (HLP) team made 3,794 contacts
with homeless individuals (duplicated) and made approximately 2,626 periodic
checks on property and open space. These
responses were in addition to the arrests reported above. In CY 2007, the team
made contact with approximately 3,241 duplicated homeless individuals and made
about 4,000 periodic checks on property and open space. This year, periodic
checks were tracked through a new method. Contacts with homeless individuals
increased 17%.
·
In FY
2008-09,
·
In FY
2008-09, the Santa Monica City Attorney’s Office filed 2,451 cases involving
arrests and citations in which the subjects involved are usually homeless
persons; these include violations of ordinances relating to: camping; park
closure, abusive solicitation (panhandling); shopping cart possession; deposit of
offensive substance (public defecation/urination); taking recyclables; sleeping
in doorways; lost property (theft); and public intoxication. In FY07-08 2,365
cases for violation of the same ordinances were filed.
Strong partnerships between law enforcement, the criminal justice system and service providers act as leverage to promote participation in treatment, offer a way off the streets and remove long-standing legal barriers.
·
CLARE’s
Serial Inebriate program continues to provide outreach at the Santa Monica Jail
for those arrested for public intoxication. In FY08-09, CLARE staff provided
825 interviews to 1236 arrestees (67%) (duplicated). Of those interviewed, 30
individuals (4%) accepted additional services at CLARE. In FY07-08, 80 of the
486 unduplicated people interviewed (18%) accepted additional services at
CLARE.
·
Coordination
between law enforcement, the criminal justice system and service providers was
enhanced through the continuation of the Santa Monica Homeless Community Court,
which completed its second year. Since the program began in February 2007, 155
participants have been served, 72% of whom had citations or warrants dismissed
upon program completion and 26 (17%) moved into permanent housing. The
Cost of Services
In FY 2008-09, the City provided
funding for the seven core
programs in the amount of $2,802,584 through a combination of City General
Funds, County Homeless Prevention Initiative funds, Federal Community
Development Block Grant funds, Federal Supportive Housing Program funds, and
County Proposition A dollars. For these same programs, the core agencies raised
an additional $5.46 million in other public and private funds. The City also
provided funding to the Westside Food Bank, Common Ground, Community
Corporation of
The Year 2 Action Plan represents continuation
of ongoing efforts funded through the City’s 2007-2010 Community Development
Program and through Federal, State, County and private funding streams. To
ensure the continuity of these programs, City staff will work with service
providers and funders to anticipate any funding reductions due to the current
economic climate, pursue funding opportunities from non-City sources, and when
appropriate, realign existing resources to meet emerging needs.
Future Updates to the Action Plan
While other jurisdictions
have developed five- or ten-year plans to address homelessness,
Commission Input
The Social Services and Disabilities Commissions heard staff’s presentation on the report during their October and November 2009 meetings. Written comments have been provided to the City Council.
Financial Impacts &
Budget Actions
Reviewing this report and holding the public hearing do not have budgetary or financial impacts. The report and public and Council input will be considered in the development of the City’s FY 2010-11 Budget.
Prepared by: Julie Rusk, Human Services Manager
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Approved: |
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Forwarded to Council: |
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Barbara
Stinchfield Director,
Community and Cultural Services |
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City
Manager |
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1.
This number indicates the total number of
individuals who received services from City-funded agencies over the course of
the year. This is distinct from the
point-in-time number of 915 individuals directly counted within the City
boundaries on January 27, 2009 because more people experience homelessness –
and request services – over the course of one year than at any single
point-in-time.
2.
The 2007 Countywide Homeless Count conducted by
the Los Angeles Homeless Services Authority estimated that 1,506 persons were homeless
in
Attachment I: Year 2 Accomplishments Related to the Action Plan to
Address Homelessness in Santa Monica
Attachment II: Action Plan to Address Homelessness in Santa Monica – Year 2
YEAR 2 ACCOMPLISHMENTS RELATED
TO
THE ACTION PLAN TO ADDRESS
HOMELESSNESS IN
Year 2 progress in each of the project areas of the Action Plan includes:
PROJECT AREA:
Services
· Implementing best practices and targeting service to priority populations:
o In January 2008, over 60 community
volunteers counted 277 individuals, and interviewed 266 over the course of 4 nights
using a “vulnerability index” to identify the most vulnerable homeless
individuals. Additional interviews were conducted in 2009 with highly visible
individuals and high users of first responder services. By the end of June
2009, 386 individuals had been surveyed, 219 (57%) were identified as
vulnerable and 39 of the 386 (10%) were permanently housed.
o Service providers in
o City and agency staff continue to
participate in Common Ground’s Hospital to Home national demonstration project
to share best practices related to linking high users of hospital services to
housing. OPCC and Venice Family Clinic implemented a 10-bed respite program for
vulnerable individuals discharged from local hospitals in January 2009.
o The Santa Monica Homeless Community Court
served 155 participants, 72% of whom had citations or warrants dismissed upon
program completion and 26 (17%) were permanently housed.
o Provided travel assistance to 266
individuals through Project Homecoming, 70% of those served remained housed
four months after reaching their destination.
Project Area: Housing
·
Developing
more permanent supportive housing for chronically homeless individuals:
o
The City-funded
Step Up on Fifth opened with 46 units of permanent supportive housing for
persons with special needs, including 33 units for Shelter Plus Care-eligible
homeless individuals.
o
The
City Council approved executing a lease with OPCC for 1614-1616 Ocean as
permanent affordable housing with supportive services for chronically homeless
individuals and provided funding for architectural, legal and consultant
services.
o
Collaborated
with the Housing Division to establish a pre-application process to match vouchers
to clients; conducted outreach to rental property owners/managers; establish a
repair and mitigation fund; received funding for an additional 25 Shelter Plus
Care vouchers; and expanded the use of VASH vouchers.
o
During FY08-09,
a new integrated Homeless Management Information System (HMIS) was developed
for real-time intake, assessment and case management. The system will go live
in the fall of 2009.
o
On January
27, 2009 over 250 community volunteers conducted a complete, direct count of
homeless individuals on the streets and in shelters in
o
Program targets
and outcomes through City-funded programs are better aligned to be consistent
with the Action Plan, i.e. focused on serving fewer individuals, but achieving
better outcomes (e.g., permanent housing) for priority populations.
Project Area: Community Education
·
Provide opportunities to the community to become
educated about and engaged in responses to homelessness:
o
Staff
and consultants completed the research and message-development phase of the
panhandling education/alternative giving campaign. Based on stakeholder input,
successfully proposed a redirection of the campaign to a broader
community-education campaign.
o
Increased
circulation of the monthly e-newsletter on homelessness to over 1,800
individuals kept the community updated on new and ongoing initiatives..
o
Human
Services staff collaborated with CityTV to produce four Santa Monica News
Update news packages on homelessness.
o
Consistent
data and messages have been integrated into materials and presentations to 18
community groups including participants in the Convention and Visitor’s
Bureau’s “I am
o
Human
Services staff collaborated with the Santa Monica Police Department and the
Westside Shelter and Hunger Coalition to increase the active engagement of the
faith community in homeless issues.
o
The
2009 Santa Monica Homeless Count and the presentation of the findings provided
a unique opportunity to engage and educate the community. Over 250 volunteers participated in the
count, and over 100 residents and stakeholders attended a community forum and
volunteer resource fair to present the count findings, raise awareness of
efforts to address homelessness, and further engage the community.
o
City
staff completed a community-wide needs assessment in response to the award of
over $550,000 in Federal stimulus funds
·
Good
Neighbor Agreements have been established for all facilities housing
City-funded programs. City-funded agencies report on any issues related to the
agreements through their semi-annual program reports.
Project Area: Public Policy
·
o
City
staff reviewed and updated the City’s Action Plan to Address Homelessness in
collaboration with multiple City Departments and non-profit service providers.
o
The City
proposed a pilot pass-system to prioritize vulnerable individuals for access to
Winter Shelter transportation and to better manage Winter Shelter pick-up
locations. The proposal was rejected by
LAHSA.
o
Coordination
between Police, Fire, the City Attorney’s Office, Human Services and service
providers has led to more opportunities to redirect and engage people in
services as an alternative to jail.
o
Multiple
trainings were provided to City staff about addressing homelessness on the job,
including specific trainings regarding the enforcement of facility rules. In
collaboration with the Santa Monica Police Department (HLP Team), Human
Services staff provided annual training to the Santa Monica Fire Department
staff on the City’s Action Plan.
o
Human
Services and Housing staff collaborated with Community Development and Planning
on an award-winning Housing Element.
·
Develop
new policies regarding locating food distribution indoors and facilitating
linkages to services:
o
Ongoing
outreach to meal program providers resulted in the redirection of two new
groups to alternative locations.
Project
Area: Regional Collaboration
·
Define the City’s “fair share” service capacity and
support legislation and policies with a regional emphasis, including collaborating
with Veterans Affairs Greater Los Angeles Healthcare System to reduce barriers
to their services for homeless veterans.
o
The City
collaborated with LAHSA in the 2009 Homeless Count to mobilize over 250
volunteers to complete a direct count of the entire City, documenting an 8%
reduction in the city’s homeless population since 2007 and establishing a
baseline to measure future efforts.
o
Advocacy at the
Westside COG has resulted in other cities participating in a complete, direct homeless
count (Culver City) and implementing a Service Registry to identify their most
vulnerable homeless individuals and target them for services and housing (West
Hollywood, Venice).
o
Improved
coordination with the
o
Common Ground
and McCormack Baron Salazar were selected as the developer/service provider for
one of three buildings on the
·
The Westside COG
provided advocacy on specific legislative issues, including State funding cuts,
and is preparing a legislative advocacy packet addressing broader legislative
goals.
ACTION PLAN
TO ADDRESS HOMELESSNESS IN
YEAR 2
VISION
We will transform
Through collaboration and cooperation, the City of
GUIDING
PRINCIPLES
·
Success is measured by reducing street homelessness.
·
·
New and existing resources (supportive housing and services) should be
focused on priority populations:
§
§
§
Vulnerable members of
·
Limited housing and service resources should be matched with the needs
of priority populations.
·
NEW: All services will be directly linked to
facilities and programs which are directed to ending participants’ homelessness.
·
Targeted services should use interdisciplinary teams with low staff to
client ratios, including, but not limited to, clinical mental health and
substance abuse support.
·
Resources – human and financial—should be re-evaluated, shifted, or expanded
to support program models that are consistent with the Plan and its Vision and
recognize the intensity of services required by the priority populations.
·
A range of permanent housing options for homeless persons should be developed,
with a focus on permanent supportive housing linked to services, consistent
with fair share.
·
Evaluation of services should be data-driven.
·
The City’s efforts should involve increased communication, education and
involvement of the public.
ACTION STEPS
|
Project
Area: Services |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
Develop a service registry
and apply the vulnerability index to identify the most vulnerable, long-term chronically
homeless individuals for prioritized services and housing. |
Complete |
·
Regularly update the service registry
using input from Police, Fire, health care providers, and nonprofit and
public agency partners. ·
Use data to identify and target services
to specific cohorts, e.g., frequent users of hospital and first responders
services, veterans, serial inebriates. ·
Assign most vulnerable individuals to
case management teams and ensure service registry participants have priority
access to existing services and housing vouchers. ·
Refine approaches to housing and services
to be able to provide them as quickly as possible. ·
Use data to secure additional funding and
resources needed to house individuals on the service registry. ·
Participate in national “Hospital to
Home” pilot project. ·
Develop training and service protocols
needed to support rapid re-housing and housing retention strategies. |
|
Develop, train and support
interdisciplinary teams (including community-based psychiatric, substance
abuse and health care professionals) to focus on access to mainstream
benefits, rapid re-housing and retention. |
Complete |
·
Look for new opportunities to enhance or
realign resources. |
|
Establish consistent outreach
presence in public areas to identify new homeless individuals in |
Complete |
·
Continue outreach efforts through SMPD’s Homeless
Liaison Program. ·
Continue Project Homecoming to connect
individuals not anchored in our community with services or family support
outside of |
|
Link outreach and mental
health services to efforts of SMPD’s HLP Team to address needs of mentally
ill individuals encountered by the Police. |
Ongoing |
·
Coordinate efforts of SMPD’s Mental
Evaluation Team with service providers, SMFD, hospitals, the City Attorney’s
Office, and the courts to provide outreach to address service needs of
mentally ill individuals, streamlining the City’s work with the Departmental
Health. |
|
Continue to coordinate
activities of SMPD, SMFD, the City Attorney’s Office and the criminal justice
system, hospitals, public defenders in linking priority populations to
services and housing, ultimately resulting in reductions to calls for
services, citations and arrests. Includes participants in the |
New |
·
Secure continued funding or realign
resources as necessary to continue those elements of the |
|
Work with nonprofits, public
agencies, SMPD, SMFD, health care providers and other community stakeholders
to identify emerging needs as a result of the current economic downturn and
develop coordinated, flexible and effective responses. |
New |
n/a |
|
Look for funding
opportunities to expand best practices to priority populations and address
emergency needs from non-City sources |
New |
n/a |
|
Align existing bed capacity
to serve priority populations including criteria for access to emergency
beds, transitional beds, substance abuse treatment beds and motel vouchers.
Designate or develop respite beds. |
Ongoing |
n/a |
|
Continue to provide intensive
outreach to priority populations through existing service configuration. |
Ongoing |
·
Look for opportunities to enhance or
realign resources. |
|
Modify and align resources,
program targets and outcomes to be consistent with Action Plan to Reduce
Homelessness. |
Ongoing |
·
Look for opportunities to enhance or realign
resources to link housing opportunities to supportive services. |
|
Project
Area: Housing |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
Streamline access to housing
subsidies through simplified paperwork, technical assistance and
pre-application process |
Ongoing |
·
Open the wait list process and maintain
one housing opportunity list for all applications to the Section 8 Housing
Choice Voucher, Self Sufficiency Program, Service Registry and inclusionary
programs. (Pending Council direction) ·
Establish a wait list priority for ·
Prioritize housing for homeless veterans
to better utilize the Veterans Assistance Supportive Housing voucher program
(VASH) linked to services provided by the Veteran’s Administration. |
|
Increase access to housing
units within and outside of |
Ongoing |
·
Housing Authority to issue an RFP and
allocate up to 20% of Housing Choice Vouchers as Project-Based Section 8. ·
Expand use of housing vouchers from
sources such as the Housing Authorities of Los Angeles County and City of |
|
Define and develop a range of
permanent housing options with short and long term goals. |
Ongoing |
·
Explore master lease option to access
blocks of units in multi-family properties. ·
Continue to provide input and monitor the
development of long-term, therapeutic housing for homeless veterans in
Building 209 on the Veterans Affairs West LA Campus, and continue to advocate
that development begin on two additional buildings designated for this use. ·
Continue to facilitate the development of
permanent supportive housing for homeless individuals at ·
Expand service dollars that are aligned
with permanent housing for chronically homeless persons. ·
Explore diversity of funding sources for
both housing development and supportive services (e.g. Mental Health Services
Act). |
|
Develop more permanent
supportive housing resources for homeless individuals within and outside of |
Ongoing |
·
Explore opportunities to apply for
additional Shelter Plus Care vouchers. |
|
Project
Area: Evaluation |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
Set clear benchmarks to
evaluate progress. |
Complete |
·
Conduct regular complete street and
shelter counts of homeless individuals in ·
Use benchmarks to evaluate progress on
Plan initiatives including services and defining |
|
Maximize new HMIS database
system to track clients, service delivery and outcomes. |
Ongoing |
·
Implement system with data quality and
review protocols. |
|
Conduct a continual review of
data from street counts and service tracking. |
Ongoing |
·
Align data review and funding with goals
of Action Plan. |
|
Conduct a cost-benefit
analysis of innovative approaches. |
Ongoing |
·
Complete analysis during FY2008-09. |
|
Explore contracting with
outside consultant to evaluate effectiveness of new initiatives. |
Ongoing |
·
Continue discussion with RAND, other
potential consultants. |
|
Project
Area: Community Education |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
Implement an interactive,
coordinated community education campaign including month e-newsletter
(current distribution 950 people). |
Ongoing |
·
Integrate electronic and print outreach
materials into a broad community education program about ·
Distribute information materials to local
residents, businesses and tourists. ·
Expand e-newsletter subscriber base. ·
Develop methods to measure resident
awareness and perception of efforts to address homelessness. |
|
Implement an anti-panhandling
and alternative giving campaign which incorporates public education elements. |
Ongoing |
·
Integrate into broad community education
campaign on the Action Plan and panhandling alternatives. |
|
Use community education to
increase involvement from the business and faith communities. |
Ongoing |
·
Integrate grassroots education and
outreach to the business, faith and resident communities into broad community
education campaign. ·
Conduct targeted outreach to
organizations and individuals providing meals, transportation and other
services in public spaces. Provide and encourage use of indoor, service-based
alternative locations. |
|
Develop and implement Good
Neighbor Agreements |
Complete |
·
Monitor Good Neighbor Agreements. ·
Establish new Good Neighbor Agreements as
needed for new programs. |
|
Project
Area: Public Policy |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
|
Ongoing |
·
Continue to identify training
opportunities for City staff regarding homelessness. Distribute information materials
to local residents, businesses and tourists. ·
Review local ordinances and standards to
promote a full range of affordable housing opportunities. ·
Explore opportunities to develop and
implement new policies regarding outdoor food distribution and other basics
not linked to services. ·
Address the impacts and potential for
replication of Clean & safe Teams/Ambassador programs in the downtown
area. |
|
Continue to address the
impacts of homelessness on the community through a range of approaches
including those involving services and housing, law enforcement, the criminal
justice system and community maintenance. |
Ongoing |
n/a |
|
Project
Area: Regional Collaboration |
||
|
Project |
Status |
Next Steps/Ongoing Efforts |
|
Support legislation and
public policies to encourage the development and siting of homeless programs
in other cities. |
Complete |
·
Assist in the completion of the Westside
COG’s legislative advocacy package. ·
Advance advocacy positions as
opportunities arise. |
|
Continue discussions on
methodologies to define “fair share” |
Ongoing |
·
Advance discussion of issues as
opportunities arise. |
|
Explore how regional dollars
are currently used and how they might be best targeted to |
Ongoing |
·
Explore opportunities to use non-City
funds in ways consistent with the Plan. |
|
Analyze range of options
related to the City’s relationship with LAHSA |
Ongoing |
·
Complete report during FY2008-09. |
|
Encourage discharge planning
with County facilities to place people in services proximate to their
communities of origin. |
Ongoing |
·
Advance discussion of issues as
opportunities arise. |
|
Work with other jurisdictions
to address practices which could result in homeless persons who were not
first-homeless in |
Ongoing |
·
Advance discussion of issues as
opportunities arise. |
|
Work with the Westside COG to
further a regional approach on the Westside, including setting sub-regional
goals and targets beyond |
Ongoing |
·
Use complete count and Service Registry
information to help develop sub-regional goals and targets, and coordination of
services across Westside jurisdictions. |