County of Los AngelesCHIEF EXECUTIVE OFFICE

Kenneth Hahn Hall of Administration500 West Temple Street, Room 713, Los Angeles, California 90012

(213) 974-1101http://ceo.Iacounty.gov

Board of SupervisorsHILDA L. SOLISFirst District

MARK RIDLEY-THOMAS

November 9, 2017 Second District

SHEILA KUEHLThird District

To: Supervisor Mark Ridley-Thomas, Chairman JANICE HAHNSupervisor Hilda L. Solis Fourth District

Supervisor Sheila Kuehl KATHRYN BARGERFifth District

Supervisor Janice HahnSupervisor Kathryn Barger

From: Sachi A. HamaiChief Executive Qf,%cer (]

HOMELESS INITIATIVE QUARTERLY REPORT NO. 7

On February 9, 2016, the Board of Supervisors (Board) approved the Los Angeles CountyHomeless Initiative (HI) recommendations, which included 47 Strategies to combathomelessness, and instructed the Chief Executive Office (CEO) to report back to theBoard on a quarterly basis regarding the implementation status and outcomes of eachStrategy. On December 6, 2016, the Board approved four new strategies as part of theMeasure H ordinance. These Strategies are now also included in the CEO’s quarterlyreports. This is the seventh quarterly report that the CEO has provided to the Board. Thereport addresses the implementation status of the 51 Homeless Initiative Strategies withhighlights and impact stories, status of Board directives and motions, and other key HIactivities.

Status Update on HI Strategies and Implementation Highlights

Of the 51 HI Strategies approved by the Board, 40 have been fully or partiallyimplemented, as reflected in Attachment I, Implementation Status Update Chart. Of the17 original HI Strategies now funded through Measure H, all except two have beenimplemented. Implementation status and next steps for the 51 HI Strategies can be foundin Attachment II.

County departments/agencies and their community partners have made substantialprogress in implementing the HI Strategies approved by the Board. On September 21,2017, the CEO submitted final implementation plans for 19 Measure H-funded HIStrategies. The plans were developed by the lead County departments/agencies for eachStrategy in consultation with the County HI team. The plans were also presented to theHomeless Policy Deputies at their July and August meetings; their input was incorporatedinto the final versions of the plans.

SACHI A. HAMAIChief Executive Officer

“To Enrich Lives Through Effective And Caring Service”

Each SupervisorNovember 9, 2017Page 2

The impact of the HI is illustrated in Attachment III, which includes stories of formerlyhomeless families and individuals who have received assistance through HI Strategies.In addition, implementation highlights for selected Strategies include:

• Al: Homeless Prevention Program for FamiliesFrom July through September 2017, 547 families received homeless preventionservices through the Family Solutions Centers. Of the 52 families that completed thehomelessness prevention program, 38 (73%) retained permanent housing.

• B4: Facilitate Utilization of Federal Housing SubsidiesAs of September 29, 2017, the Housing Authority of the County of Los Angeles(HAC0LA) received 620 landlord requests to participate in the Homeless IncentiveProgram (HIP) and provided $825,495 in incentive payments to help secure 520vacant units for voucher holders. There were 426 formerly homeless familiessuccessfully housed, with an additional eight families in the final leasing stages.

• B7: Interim/Bridge Housing for Those Exiting InstitutionsFrom July through September 2017, the Department of Health Services (DHS)provided interim housing to approximately 46 individuals who were discharged fromprivate hospitals.

• C41C5/C6: Establish a Countywide SSI and Veterans Benefits AdvocacyProgram for People Experiencing Homelessness or At Risk of HomelessnessFrom April through September 2017, Countywide Benefits Entitlement Services(CBEST) teams assisted 2,320 disabled individuals with applications forSupplemental Security Income (SSI) and Veterans Disability Benefits.

• D2: Expand Jail In-ReachAs of September 2017, 4,540 clients have been engaged by the Jail In-Reach project.Following the initiation of project services at Pitchess Detention Center inSeptember 2017, all Los Angeles County Sheriff’s Department (LASD) jail facilitiesnow have in-reach services.

• D7: Provide Services and Rental Subsidies for Permanent Supportive HousingThe Health Agency began implementation on July 1, 2017. DHS increasedIntensive Case Management Services which include comprehensive andmultidisciplinary services to help homeless individuals and families meet theirhousing, health, and social service needs. The Department of Mental Health(DMH) also released a Statement of Eligibility and Interest to expand Full ServicePartnership (FSP) programs that serve those with severe mental illness.

Each SupervisorNovember 9, 2017Page 3

• E4; First Responder TrainingAs of September 30, 2017, 24 First Responder Training classes have been taughtwith approximately 618 deputies and sergeants attending.

• E6: Countywide Outreach SystemDuring the last quarter, Multidisciplinary Teams (MDT5) made contact with more than3,000 individuals, connected more than 1,000 individuals to services, placed 280individuals into interim housing, linked 270 individuals to a permanent housingprogram, and placed 18 individuals into permanent housing.

• E7: Strengthen the Coordinated Entry SystemIn early October 2017, 33 existing Coordinated Entry System (CES) contracts wereexpanded with Measure H funds, increasing services for single adults, families,and youth, including a 300 percent increase in housing navigation services.

• E8: Enhance the Emergency Shelter SystemAs a result of Measure H funding, 200 units of interim housing for families wereadded through new site-based units and motel voucher funding. There was anincrease of 84 interim beds that serve homeless clients with complex health and/orbehavioral health conditions who need a higher level of support services than isavailable in most shelter settings. In October, Los Angeles Homeless ServicesAuthority (LAHSA) awarded contracts for 150 crisis housing beds for single adultsand 152 beds for youth (60 crisis beds and 92 bridge housing beds).

• El 4: Enhanced Services for Transition Age YouthFrom July through September2017, 2,315 youth have been assessed using the NextStep Tool. During that period, 896 youth were placed in permanent housing throughthe Youth CES.

Responses to Board Motions

During the last quarter (through October 12, 2017), the CEO responded to eight Boardmotions. For summaries of these reports, please see Attachment IV.

Other Key Homeless Initiative Activities

• Continua of Care UpdateOn June 13, 2017, the Board approved the allocation of Measure H funding to theGlendale and Long Beach Continua of Care (C0C) and instructed the CEO to workwith LAHSA and DHS to provide funding for five of the 21 Measure H Strategies. OnOctober 24, 2017, the Board approved the allocation of Measure H funding to the

Each SupervisorNovember 9, 2017Page 4

Pasadena CoO. Discussions with the CoCs are underway, and the CoCs are currentlyat various stages of the contract development process.

• Coordination with Cities and Councils of GovernmentDuring this quarter, the CEO worked with cities across the County in a range of waysto strengthen their contribution to the countywide movement to prevent and combathomelessness.

o Contracts with Councils of Governments and City Planning GrantsOn June 13, 2017, the Board allocated $2 million for regional coordinationservices by Councils of Government (COGs) and homelessness planninggrants for cities in the Los Angeles Continuum of Care. Of these funds, theCEO allocated $1.5 million for the cities and $500,000 for COGs.

Contracts have been executed for the San Gabriel Valley and South BayCOGs. Contracts for the Gateway, San Fernando Valley, and Westside COGswill be executed during November or December. Work is underway with theMalibu-Las Virgenes COG. In the Antelope Valley, where there is no actualCOG, discussions are underway about how to best utilize the funding allocatedfor coordination of services.

To assist cities to join the County in combating homelessness, the HI partneredwith United Way’s Home for Good Funders Collaborative to develop andrelease a Request for Proposals for City Homelessness Planning Grants onJuly 28, 2017. These range between $30,000 and $70,000, depending onLAHSA’s 2017 Homeless Count data for each city. The goal of the grants isfor the cities to develop individualized city homelessness plans, which will meetthe needs of their local jurisdictions and align with Board-approvedHI Strategies. On August 10, 2017, HI and the Funders Collaborativeco-hosted an Information Session with prospective city applicants. OnSeptember 18, 2017, 47 cities submitted 45 proposals for a total amount of$2,075,000. Two proposals were submitted jointly by pairs of cities. For a listof cities that submitted proposals, see Attachment V. The COGs wereinstrumental in engaging and providing technical assistance to the cities duringproposal development.

The total requested amount exceeded the earmarked funding by $575,000. OnOctober 17, 2017, the Board approved the allocation of $575,000 in additionalone-time funding from the Provisional Financing Uses (PFU) budget unit toensure adequate funding for all city homelessness planning proposals thatwere determined to warrant funding through the proposal evaluation process.

Each SupervisorNovember 9, 2017Page 5

On October 18, 2017, the Funders Collaborative deliberated on the cities’proposals and agreed to award conditional grants to all 45 proposals, pendingdevelopment of an outcome-driven statement of work for each contractbetween the CEO and cities. The Funders Collaborative and HI will co-host amandatory Grantees Orientation on November 29, 2017, to establish mutualunderstanding of the project goals, process, and desired regional outcomes.Awarded cities will submit their final Homelessness Plans by March 31, 2018,unless they submit a request seeking an extension of one to three months.

o Cities’ SummitThe HI hosted the 2rd Cities’ Summit to Combat Homelessness onSeptember 27, 2017. The City of Carson provided the Summit venue andsupported the event. Nearly 300 County and city elected officials, citymanagement/representatives, County departments, COG representatives, andCoordinated Entry System providers attended to discuss Homeless InitiativeStrategies, with an emphasis on Measure H-funded Strategies that areparticularly relevant to cities.

o Permanent Supportive Housing Memoranda of Understanding with CitiesOn August 22, 2017, the Board approved a motion directing the CEO tonegotiate and execute Memoranda of Understanding with cities to increase thesupply of Permanent Supportive Housing (PSH). As part of the motion, theBoard approved a template MOU, which will serve as a starting point fordiscussions with interested cities. The CEO has reached agreement on a PSHMOU with the City of Los Angeles, and that MOU is scheduled to be executedthis month. At the Cities’ Summit, representatives of 16 cities expressed theirinterest in exploring a PSH MOU with the County, and preliminary discussionswith those cities are currently underway.

• AB 2lOlPrioritization of Housing and Services for Heaviest Users of CountyServicesCounty-sponsored AB 210 was signed into law by the Governor onOctober 7, 201 7. AB 210 authorizes counties to establish homeless adult and familymultidisciplinary personnel teams to facilitate the expedited identification,assessment, and linkage of homeless individuals and families to housing andsupportive services within the County. It allows provider agencies to shareconfidential information in order to coordinate housing and supportive services, ensurecontinuity of care, and reduce duplication of services. AB 210 will be effective onJanuary 1, 2018. HI is working with County Counsel and participating Countydepartments/agencies to develop a protocol which will govern the sharing of

Each SupervisorNovember 9, 2017Page 6

confidential information within these teams, and is aiming to begin implementingAB 210 in early 2018.

The new law will considerably aid in the County’s efforts to prioritize the care ofhigh-cost homeless single adults. Beginning in December 2016, the CEO has madeavailable, to a group of County departments, files with the names of their clients whoare among the 5 percent of homeless single adults who are the heaviest users ofCounty services. These files do not currently include any past or current serviceinformation, but the enactment of AB 210 will enable service information to be shared,greatly enhancing the County’s ability to prioritize housing and related services forheavy users of County services, as directed by the Board on February 9, 2016.

• Measure H Citizens Oversight Advisory BoardThe Measure H Citizens’ Oversight Advisory Board held its inaugural meeting onSeptember 26, 2017. The Oversight Board’s five members, each appointed by amember of the Board of Supervisors, will review and evaluate all Measure H spending.Their work is a crucial component of the accountability built into Measure H. At themeeting, the Advisory Board selected Christine Margiolla, appointed by the ThirdSupervisorial District, to be the Chairperson. The next two meetings will take place inDecember 2017, and February 2018.

• Interfaith Summit on Homelessness — Follow-up ActionsOn June 7, 2017, HI and LA Voice hosted the County’s first Interfaith Summit onHomelessness. The Summit focused on combating homelessness by building acommon vision and collaboration between faith organizations and the County,highlighting HI Strategies on which the County and faith organizations can partner,and creating avenues for faith organizations to align their work with broader efforts tocombat homelessness across the County.

The HI and LAHSA hosted follow-up sessions in each of the County’s eight serviceplanning areas (SPAs). The follow-up sessions were designed to foster more in-depthconversations about meaningful partnerships between the County and faithorganizations. These sessions also provided further information about various HIStrategies where there are the greatest opportunities for faith organizations to partnerwith the homeless service delivery system in support of homeless individuals andfamilies.

In response to these efforts, thirty-one faith organizations have expressed interest inexploring partnerships with the County in support of one or more specific HIStrategies. HI lead agencies are reaching out to the faith organizations to discusscollaboration opportunities. Additionally, the HI continues to work with LA Voice to

Each SupervisorNovember 9, 2017Page 7

develop and provide capacity building opportunities for faith organizations. The HIhas released a supplement to the Measure H contracting guide specifically for faithorganizations.

• National Alliance to End Homelessness Annual AwardThe County was awarded one of three prestigious Innovation and Excellence awardsby the National Alliance to End Homelessness (NAEH). The award recognized theCounty’s transparent and inclusive process for developing the HI Strategies and thesuccessful passage of Measure H. Chairman Mark Ridley-Thomas, Phil Ansell, and Iattended the award ceremony in Washington, D.C. on October 26, 2017.

The next HI quarterly report will be submitted on February 9, 2018. If you have anyquestions, please contact Phil Ansell, Director of the Homeless Initiative, at(213) 974-1 752 or at pansell(ceo.Iacounty.qov.

SAH:JJ:FADPA:JR:EBI:ef

Attachments

C: Executive Office, Board of Supervisors Mental HealthCounty Counsel Military and Veterans AffairsDistrict Attorney Parks and RecreationSheriff ProbationAlternate Public Defender Public HealthAnimal Care and Control Public LibraryArts Commission Public Social ServicesBeaches and Harbors Public WorksChild Support Services Regional PlanningChildren and Family Services Registrar-Recorder/County ClerkCommunity Development Commission Superior CourtConsumer and Business Affairs Workforce Development,Fire Aging and Community ServicesHealth Services LAHSAHuman Resources

Attachment I

Approved County Strategies to Combat HomelessnessImplementation Status At-A-Glance

November 2017

E5 — Decriminalization Policy E13 — Coordination of Funding for

E6 — Countywide Outreach System (H) 7 Supportive Housing

E7 — Strengthen the Coordinated Entry System E14 — Enhanced Services for Transition(H) Age Youth (H) - -___

E8 — Enhance the Emergency Shelter System E15— Homeless Voter Registration and(H) Access to Vital Records

E9 — Discharge Data Tracking System-_- E16 —Affordable Care Act

I EI.O. — Regional Coordination of LA County1.... - Opportunities

.117 — Regional Homelessness Ad- - —--——— Council and Implementation

E12 Enhanced Data Sharing and Tracking Coordination

07- Provide Services and Rental Subsidies forPermanent Supportive Housing (H)

Cl — Enhance the CalWORKsSubsidized Employment Program forHomeless Families

_____

C2 — Increase Employment forHomeless Adults by Supporting SocialEnterprise (H)

C3 — Expand Targeted Recruitmentand Hiring Process to Homeless!Recently Homeless People to IncreaseAccess to County Jobs

C4 — Establish a Countywide 551Advocacy Program for PeopleExperiencing Homelessness or At Riskof Homelessness (H)

Fl — Promote Regional 55 2 ComI1ceandjplementation

_______

F2— Linkage Fee Nexus Study

F. Increase Affordable/Hprneless t--

F4 — Development of Second DweJPilot ProgramF5 — Incentiveti-. -—-

E. Create a Coordinated System

El — Advocate with Relevant Federal andState Agencies to Streamline ApplicableAdministrative Processes for SSI andVeterans Benefits

E2 — Drug Medi-Cal Organized DeliverySystem for Substance Use DisorderTreitment Services

[E4 — First Responders Training

A. Prevent Homelessness

C. Increase Incomerevention Program fo V

________

GuidelinesI

çth1a1iT

_________

:r

_________

rn7MAlA4 — Foster Care Discharges

A5 — Homeless Prevention Programfor Individuals (H)

B. Subsidize Housing

—— .- -----.------ -

61 — Provide Subsidized Housing toHomeless, Disabled IndividualsPursuing SSI f H) . ,.

B2 — Expand Interim AssistanceReimbursement to additional CountyDepartments and LAHSA

63 — Partner with Cities to ExpandRapid Re-Housing f H)

84— Facilitate Utilization of FederalHousing SubsidiesH)

i

86 — Family Reunification HousingSubsidy (H)

—

87— Interim/Bridge Housing for thoseExiting Institutions (H)

68— Housing Choice Vouchers forPermanent Supportive Housing

(H) — Strategies eligible toreceive Measure H Funding

0. Provide Case Management and Services

Dl — Model Employment Retention SupportProgram

_____________

D2 — Expand Jail In-Reach

f D3 — Supportive Services Standards forSubsidized HousingD4 — Regional Integrated Re-entry Networks— Homeless Focus (H)

. .

D5 — Support for Homeless Case Managers

D6 — Criminal Record Clearing Project (H)

C5 — Establish a Countywide VeteransBenefits Advocacy Program forVeterans Experiencing Homelessnessor At Risk of Homelessness (H)C6 — Targeted 551 Advocacy forInmates (H)

__________

C7- Subsidized Employment for AdultsH)

F3 — Support for Inclusionary Zoning forAffordable Housing Rental Units

F7 — Preserve Current Affordable Housingand Promote the Development of AffordableHousing for Homeless Families and

L J Individuals f H)F6 — Using Public Land for Homeless Housing

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som

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ount

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ount

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ase

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gion

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epen

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ter

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nce

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emen

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Tota

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ices

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tal

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fam

ilies

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ildre

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enho

used

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rim/B

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ide

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ider

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ning

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emen

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ctua

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enta

tion

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e:LA

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fund

edbe

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train

ing

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ober

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ork

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ter

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ider

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ober

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reng

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ough

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itted

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rral

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ctiv

eJu

ly1,

2017

,D

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impl

emen

ted

the

Rec

over

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ridge

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sing

(RBH

)be

nefit

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ram

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stin

ence

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gbe

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ess

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ting

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ter

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rimho

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88:

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Cho

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cher

sfo

r•

On

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11,

2017

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Dde

emed

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llag

ency

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vitie

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sbe

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ual

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emen

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onD

ate:

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uth

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mel

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ober

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als

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ount

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emen

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odel

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ned

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uary

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ount

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e3:

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sitio

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ploy

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UU

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dults

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ase

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cale

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the

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nty

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ased

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The Los Angeles County

HOMELESS INITIATIVE

Attachment Ill

IMPACT STORIESNovember 2017

Combating homelessness among families and individuals takes strong partnerships, effectiveprograms, and numerous committed staff, volunteers, and community members. Here are a fewsuccess stories where the Homeless Initiative made a difference.

Strategy B3 — Partner with Cities to Expand Rapid Re-Housing

A NEW START ON THE WEST COASTAngela is a 23-year-old woman who moved from the East Coast to escape domestic violence. Soonafter she moved, she lost her job and was sleeping in her car. Through the Rapid Re-Housing Program,LA Family Housing helped Angela find housing and connected her to counseling and employmentservices. She started teaching dance at a local afterschool program and launched her own nutrition andfitness coaching business. She also went back to school for a certificate program in Personal Fitness,Health, and Wellbeing and will be graduating at the end of this year.

Strategy B4 — Facilitate Utilization of Federal Housing Subsidies

SINGLE MOM FINDS STABILITYDarlene Burnett had been in and out of drug and alcohol treatment centers since losing her home in2013. Sometimes she and her young daughter would sleep in her car. She was referred to the HousingAuthority of the County of Los Angeles (HAC0LA) by Pacific Clinics and, although hesitant at first, sheaccepted her Continuum of Care certificate and was referred to the Housing Advisor Unit. After anexhaustive search for an apartment, Ms. Burnett finally found a unit in Monterey Park. HACoLA staffassisted with rent negotiations and provided Ms. Burnett with security deposit assistance, enabling herto use her housing subsidy. “This experience has taught me a new level of gratitude. Losing everythinggives you a whole new perspective on life.”

1

Attachment Ill;The Los Angeles County

‘‘HOMELESS INITIATIVEREAL HELP. LASTING CHANGE.

Strategy 58— Housing Choice Vouchers for Permanent Supportive Housing

NEVER GIVE UPMr. Marcus MeShack has been homeless since 2012. In May 2017, he was referred to HACoLA by acase manager at Pacific Clinics. He quickly received a housing voucher and found housing in Lancaster.His case manager assisted him with the application process and helped him move into his new unit inJuly 2017. Mr. MeShack says, “Just do it...never give up.”

A FAMILY FINDS A HOMEIn 2017, Ms. Crump and her two children were homeless again. With her Shelter Plus Care certificate,Ms. Crump immediately sought help from HACoLA’s Homeless Incentive Program (HIP) and wasreferred to a townhome in Lancaster. Through HIP (Strategy B4), Ms. Crump received assistance withthe rental application fees and security deposit. In the meantime, The Whole Child placed Ms. Crumpand her children in a hotel and provided the children with school supplies. Ms. Crump and her childrenmoved into their new home in August 2017.

VET GETS BACK ON HIS FEETAfter serving in the U.S. Army and working in the retail business for over 16 years, Mr. Young foundhimself homeless. The VA linked Mr. Young to health care services and referred him to HACoLA’s HIPProgram. HACoLA staff provided transportation for Mr. Young to view available units acquired by HIPand helped him apply and pay for the security deposit. Mr. Young moved into his new unit in July 2017.

Strategy C3 — Expand Targeted Recruitment and Hiring Process to Homeless/RecentlyHomeless People to Increase Access to County Jobs

GROWING WITH LA COUNTYAmelia is a single mother who was struggling to find stable housing for her family. After participatingin Job Club, she was placed in Los Angeles County’s Lancaster Department of Public Social Services(DPSS) office as a temporary clerical assistant. After 10 months of working full-time, she was notifiedby the Department of Human Resources (DHR) of an Office Support Assistant position through theTempLA Program. She successfully tested for the position and was able to continue in her new role inthe same DPSS office. When she got the job, she stated that she “knew then that our life was going tobe better.” She found an apartment near the DPSS office and is finally able to provide the stability forher family that she worked so hard to achieve. ‘l am able to provide a mote secure life for [myfamily]because of TempLA. I thank DHR from the bottom of my heart for allowing people the opportunity tohave a good life when they didn’t think it was possible. I can’t wait to grow with L.A. County.”

2

Attachment IllThe Los Angeles County

HOMELESS INITIATIVECR

Strategy D2 — Expansion of Jail In-Reach

JAIL IN-REACH HELPS CLIENT FIND STABILITYA case manager conducted in-reach at Twin Towers Correctional Facility and engaged a 40-year-oldAfrican-American male. She assisted the client in securing his social security card, state identificationcard, and birth certificate, as well as transportation to a drug treatment facility. The case managercontinued to follow up with the client after his release and helped him find a room to rent aftercompletion of his treatment program. He has been clean from drugs and alcohol for four months,gained stable employment and housing, and recently was able to purchase a car. The clientaffectionately refers to his case manager as “Miss Amazing” due to her dedication and commitmentto helping him meet his goals.

Strategy E6 — Countywide Outreach System

BROTHERS AND NEIGHBORSJordan is a 57-year-old single man who has been homeless for approximately 12 years, living in a self-built shelter under the Arleta Bridge. Born and raised in the Valley, Jordan got involved in a gang andwas in and out of prison for 20 years. His brother, who also lives under the Bridge, has a similar story.When their mother passed away in 2005, they had nowhere to call home. In the month leading up tohis first outreach contact, Jordan had been hospitalized for a head injury he sustained while climbinginto his shelter.

Over the course of several outreach efforts, coordinated among four different agencies, CA FamilyHousing (LAFH) was able to convince Jordan to receive medical attention, enroll in Medi-Cal, apply forGeneral Relief (GR), and obtain vital records from the DMV and Social Security Office. Although Jordanis not yet ready to leave his self-built shelter, LAFH has matched Jordan and his brother to units atLAFH’s Campus Permanent Supportive Housing (PSH) in North Hollywood. They have lived togethermost of their adult lives, and will continue to live as neighbors in PSH.

MAN FINDS SENSE OF FAMILY IN OUTREACH TEAMWhen outreach workers found Mr. Jones, a 51-year-old man, living under the 105 Freeway, he wassuffering from seizures, bipolar disorder, and a foot ulcer. He had already lost two toes. The outreachteam took Mr. Jones to a primary medical care provider, as well as a mental health provider. The teamhelped Mr. Jones obtain orthopedic shoes prescribed by his doctor, and transferred him to MLKRecuperative Care to receive specialized medical supportive care. To date, Mr. Jones remains at MLKand awaits placement into permanent housing through the SSG HOPICS’ Rapid Re-Housing Program.To the outreach workers, Mr. Jones says, “You guys are my saviors. You guys are family. hove you all.When lam housed, I want to take a big picture of you and put it on my wall.”

3

Attachment IllThe Los Ang&es County

HOMELESS INITIATIVE

Strategy E7 — Strengthen the CoordinatedEntry System

HOME FOR THE FIRST TIME IN 20YEARS

As far back as many residents in San Pedro canremember, Ed has been sitting at a bus stopand refusing assistance for housing or services.Although Ed did not want to visit theCoordinated Entry System (CES) lead agency,the agency went to him. Peter, a CES housingnavigator, met Ed at the bus stop to provideservices, including assisting him with obtainingvital documents and transporting him to thedoctor to address untreated health issues.Over the next few months, Ed was matched toa HACoLA voucher. He also applied and wasapproved for 551 benefits. It was the first timeEd had any kind of income in over 20 years.With Peter’s help, Ed applied for a unit and isscheduled to move in during November. Attheir last meeting, Ed told the housingnavigator that “no one cared about himanymore” and that he was grateful that Peterwas there for him now.

Strategy E8 — Enhance the Emergency Shelter System

SECOND TIME’S A CHARMAnthony M. is a 65-year-old man who was chronically homeless for seven years on the streets ofPomona. Mr. Anthony was housed with assistance from CES providers in 2015. However, heexperienced difficulty transitioning to permanent housing and soon became homeless again. In April2017, he sought shelter at Pomona Armory and was engaged in the CES again. He reconnected withSPA 3 coordinators and felt more comfortable receiving assistance the second time around. By August2017, he moved into crisis and bridge housing in Pomona and applied for housing at the Olivera SeniorApartments. He was awarded a permanent supportive housing voucher and was able to move in laterthat month. He continues to receive mental health services and support from Tn-City Mental HealthCenter. Anthony says, “VOA’s program helped me to establish my own stability, support, andcommunity when they helped me with housing, which benefitted my life tremendously, and now I havethe housing that I was seeking for many years.”

4

Attachment IIIThe Los Angeles County

: HOMELESS INITIATIVEREAL HEIR LASTING CHANGE.

Strategy E14 — Enhanced Services for Transition Age Youth

YOUNG WOMAN WITH A BRIGHT FUTUREThrough Strategy E14, a 19-year-old former foster youth was placed in permanent housing withsupportive services that include ongoing education. This young person had experienced long-termunsheltered homelessness and housing instability when Jovenes engaged her and referred her to theCollege Success Initiative. She is currently studying communications and is writing a book thatchronicles her experience in the foster care system with the goal of helping others to transform theirlives. She explains, “Without the College Success Initiative, I would not be where I am...homelessness,

1...] made me strong and resilient, [but it] was holding me back and took a toll on my mental health.Jovenes did not just help me with housing, but this program has really helped me remain accountableand responsible so I can achieve my goals. They treat me like family and have helped me achieve mygreatest accomplishment thus far in my life, overcoming homelessness.”

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Responses to Board Motions: August 1 — October 12, 2017

During the last quarter, the Chief Executive Officer (CEO) responded to eight Boardmotions. Summaries of these reports are below.

Eviction Prevention (Item No. 9, Agenda of March 21, 2017)On August 4, 2017, the CEO provided a final report on the expansion of evictiondefense services within HI Strategies Al and A5 (Homeless Prevention Programs forFamilies and Adults, respectively). The CEO consulted with a variety of stakeholdersto develop recommendations. Stakeholders concurred that the most effective evictiondefense occurs pre-litigation, before a three-day Notice to Pay or Quit is served, buteffective targeting of services at this stage is difficult. Court-based tenantrepresentation can be useful, but should not be the primary intervention for prevention.The Los Angeles Homeless Services Authority (LAHSA), which is the lead onStrategies Al and A5, has replicated the Homeless Prevention and Rapid Re-HousingProgram (HPRP), which stakeholders identified as a successful prevention model, byincluding in its approach: (1) case management, (2) financial assistance, and (3) legalassistance. However, at current funding levels, Al and A5 will be unable to serve asizeable number of households at risk of losing housing. Additional funding fromMeasure H or other sources is needed. LASHA will discuss aspects of Al and A5 atupcoming Homeless Policy Deputies meetings.

Antelope Valley Homeless Consortium (Item No. 62-A, Supplemental Agenda ofAugust 1, 2017)On August 8, 2017, the CEO provided a report back to the Board on a directive towork with Antelope Valley (AV) stakeholders to identify emergency shelter beds inlight of the closure of the only shelter in the AV on August 7, 2017, leading to a lossof 104 emergency shelter beds. The 84 individuals who were displaced as a result ofthe closure were placed in permanent supportive housing, Rapid Re-Housing, ortemporary housing. Options that LAHSA and local service providers identified includebeds offered at other shelters and scattered site housing operators, motels/hotels,family reunification, services available to particular populations (veterans, people witha criminal history), and meal/shower service provided by faith-based organizations(FBO5). The CEO also identified short and long-term options for emergency shelterfacilities in the AV. The memo identified High Desert Multiple Ambulatory Care Center(MACC) as a potential short-term option, and, on October 10, 2017, the Boardapproved the use of MACC as an emergency shelter this winter. Long-term optionsinclude exploration of County-owned space and County parks in the AV, local FBOswith existing structures or space for a tent structure, and properties owned by theCities of Lancaster and Palmdale. The CEO recommended that LAHSA and the HIwork closely with the Antelope Valley Homeless Consortium (AVHC) and theconsultant identified to support the Consortium to explore long-term options.

Corporation for Supportive Housing (CSH) was retained to facilitate AVHC’s planningprocess. The County hosted four public meetings this quarter for AVHC to discuss

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existing resources, service gaps, and opportunities to prevent and combathomelessness. Final recommendations will be submitted to the Board this month.

• Measure H and Continua of Care (Item No. 77-B, Agenda of June 13, 2017)On August 11, 2017, the CEO provided a report on efforts to work with the staff fromthe Continua of Care (C0C) in Long Beach, Glendale, and Pasadena to identify waysto allow for flexibility in the use of Measure H funding. The CEO HI met with the threeCoCs and agreed that: (1) for Strategy B3 (“Partner with Cities to Expand Rapid Re-Housing”), the CoCs can use a portion of funds to support services for formerlyhomeless individuals and families in subsidized housing other than permanentsupportive housing, as long as the individual or family was previously homeless; and(2) for Strategy E8 (“Enhance the Emergency Shelter System”), the CoCs can usefunding for shelter beds to pay for motel vouchers. The CEO HI has been workingwith LAHSA and the CoCs to develop contracts for Measure H funding. The HI willmeet quarterly with the CoCs, LAHSA, and key County departments to ensurealignment.

• Crisis Housing for Homeless Women (Item No. 6, Agenda of June 13, 2017)On September 11, 2017, the CEO provided an interim report on whether funding forHI Strategies, aside from Strategy E8 (“Enhance the Emergency Shelter System”),should be set aside to specifically address the needs of women experiencinghomelessness. The CEO is working with LAHSA and DHS on this directive and willcomplete a thorough assessment, which will include a review of LAHSA’sAugust 25, 2017, report: The Report and Recommendations of the Ad Hoc Committeeon Women and Homelessness. The CEO returned to the Board onNovember 1, 2017, with the results of its assessment and a plan to survey Strategylead departments to better understand how they are addressing the needs of womenexperiencing homelessness in their implementation of the HI Strategies.

• Child Care for Homeless Families (Item No. 26, Agenda of June 13, 2017)On September 11, 2017, the CEO provided an interim report on access to child carefor homeless families. The CEO convened stakeholders to form a Child CareWorkgroup (Workgroup), which identified barriers for homeless families seekingsubsidized child care, including: insufficient child care spaces; insufficient programswith capacity to meet the needs of children and families experiencing trauma andinstability; administrative burden on child care providers providing care for familiesexperiencing homelessness; and certain program eligibility requirements that areoften barriers to homeless parents’ ability to access subsidized child care. Toaddress these barriers, the Workgroup identified potential actions, including: (1) colocation of Child Care Resource and Referral (R&R) Agency Navigators within eachof the Coordinated Entry System (CES) for Families lead agencies to assist withmatching families with subsidized child care; and (2) helping families to meet the childcare eligibility requirements for CaIWORKs Stage 1 and 2 Child Care by enhancingthe Department of Public Social Services’ (DPSS) role in connecting eligible familiesto appropriate activities. The Workgroup will continue to meet and report back on theabove recommendations, while also assessing data gathered as the CES for Families

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begins to track how many children experiencing homelessness are not eligible or ableto be connected with child care entitlement programs in a timely manner. Based onthis assessment, the Workgroup will report on the feasibility and costs of anEmergency Child Care Bridge program for homeless children. Further, in coordinationwith statewide organizations and stakeholders, the County will explore fundingopportunities to create and secure an annual child care funding allocation from theCalifornia Department of Education for families experiencing homelessness (whichwould require statewide legislation).

Homelessness Among Community College Students (Item No. 77-C, Agenda ofJune 13, 2017)On September 11, 2017, the CEO provided a final report on HI Strategies that canassist college students. Students can access support services in the same ways asother young people experiencing homelessness. HI Strategy E14 (“EnhancedServices for Transition Age Youth”) is oriented specifically to young people. Inaddition, young people experiencing homelessness have been identified as a targetpopulation in the following strategies, with slots or funding set aside specifically foryouth:

o A5 Homeless Prevention Program for Individualso B3 Partner with Cities to Expand Rapid Re-Housingo B7 Interim/Bridge Housing for those Existing Institutionso E7 Strengthen the Coordinated Entry Systemo E8 (“Enhance the Emergency Shelter System”)

Additionally, the following Strategies could support college students experiencinghomelessness, but do not have set-aside funding for youth:

o Cl Enhance the CaIWORKs Subsidized Employment Program for HomelessFamilies

o C2 Increase Employment for Homeless Adults by Supporting Social Enterpriseo C3 Expand Targeted Recruitment and Hiring Process to Homeless/Recently

Homeless People to Increase Access to County Jobso C7 Subsidized Employment for Homeless Adultso D6 Criminal Record Clearing Projecto El 5 Homeless Voter Registration and Access to Vital Records

Stakeholders agree that increasing capacity on higher education campuses is key.Existing initiatives to this end that are underway or under consideration include:implementation of AB 801 (enacted in September 2016), which will provide parity tohomeless youth for registration prioritization and other supports that are afforded tofoster youth on many campuses; co-location of Youth CES agencies on campuses;and trainings for college support services staff to help them link students tohomelessness resources. The CEO also recommends that college campuses meetthe needs of students experiencing homelessness by: providing housing duringacademic breaks; encouraging the development of affordable student housing near

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campuses and explore using dorms on college campuses that are vacant duringsummer for interim housing for homeless youth; and expanding the CaiFreshRestaurant Meals Program to allow use of EBT cards at more campus meal providerlocations.

• Allocation of Measure H Funding (Item No. 12, Agenda of June 13, 2017)On September 11, 2017, the CEO provided an interim report on the ways thehomeless population that is unaccounted for in the Homeless Count could potentiallybe reflected in the future allocation of Measure H funding. The CEO’s Research andEvaluation Services Unit (RES) is preparing a report that will compare data from sevenadministrative data sources to the data from the 2017 Homeless Count. This reportwill be submitted to the Board in November. CEO HI will review the findings and reportback to the Board with any recommendations.

The CEO provided a final report on Measure H Strategies that could address theimpacts of homelessness on County departments and regional agencies that did notparticipate in the Measure H funding allocation process but are fiscally impacted bythe homeless crisis. Based on a survey of the County Library, Parks and Recreation,Public Works, Coroner, Beaches and Harbors, and the Metropolitan TransportationAuthority, the CEO recommended that the Board instruct the CEO to: 1) utilize onetime funding of $1,649,060 from the Provisional Financing Uses budget allocated forthe HI to fund 40 outreach workers from January 2018 to June 2018; and 2) submitan annualized funding recommendation to sustain these staff as part of the finalMeasure H funding recommendations for FY 2018-19. The Board approved a motionwhich included these recommendations on October 17, 2017.

The CEO also provided a final report in response to the Board’s directive to identifythe total amount of funding allocated to Case Management within HI Strategies fundedwith Measure H. The CEO reported that a total of $85.2 million is allocated to CaseManagement in FY 2017-18.

• Community Homelessness Education and Engagement Efforts (Item No. 11,Agenda of December 20, 2016)On September 21, 2017, the CEO reported on ongoing work with FentonCommunications, a consultant retained to research and identify best practices forfacilitating community dialogues about siting permanent supportive housing (PSH)and homelessness service sites. Fenton is developing focus groups to assessknowledge and perceptions of homelessness among County residents. Fenton andthe CEO have also met with each Board office to seek input on upcoming and/orpotential development projects, focus group design, and suggested areas/regions offocus where PSH is needed but difficult to build. Fenton will continue to work with theCEO and other stakeholders to identify best practices.

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City Planning Grant Applicants Gateway Council of Governments Artesia Downey Hawaiian Gardens Lynwood Norwalk Paramount/Bellflower Whittier Montebello

Las Virgenes-Malibu Council of Governments Malibu

North County Lancaster Palmdale

San Fernando Valley Council of Governments Burbank Santa Clarita

Westside Council of Governments Culver City West Hollywood Santa Monica

Total Number of Applications: 45 Total Number of Cities: 47

San Gabriel Valley Council of Governments Alhambra Arcadia Azusa Baldwin Park Claremont Covina Duarte/Irwindale

El Monte Glendora Industry La Puente La Verne Monrovia Monterey Park Pomona Rosemead San Dimas San Gabriel

South El Monte South Pasadena West Covina

South Bay Council of Governments Carson El Segundo Hawthorne Hermosa Beach Inglewood Manhattan Beach

Redondo Beach Multiple Councils of Governments Los Angeles