HomeMy WebLinkAbout2022-05-24 - AGENDA REPORTS - 2022 COMMUNITY ACTION PLAN HOMELESSNESSO
Agenda Item: 2
1. CITY OF SANTA CLARITA
AGENDA REPORT
NEW BUSINESS
CITY MANAGER APPROVAL:
DATE: May 24, 2022
SUBJECT: 2022 COMMUNITY ACTION PLAN TO ADDRESS
HOMELESSNESS
DEPARTMENT: Community Development
PRESENTER: Michael Villegas
RECOMMENDED ACTION
City Council receive a presentation on the 2022 Community Plan to Address Homelessness.
BACKGROUND
The City of Santa Clarita (City) has provided support for local nonprofit homeless service
providers, such as Bridge to Home and Family Promise, since Santa Clarita's first emergency
shelter was opened in 1997. This support includes annual City grant funding, annual Community
Development Block Grant (CDBG) funding, and the Los Angeles County (County) Homeless
Initiative Plan to Prevent and Combat Homelessness. In addition, the City has donated land
worth approximately $3 million to Bridge to Home and Family Promise for the development and
construction of a permanent, year-round homeless shelter and transitional -housing facility,
respectively.
With the passage of Measure H in 2017, a quarter -cent sales tax to help fund resources for
homeless services for 10 years, the Santa Clarita City Council created the Ad Hoc Committee on
Homeless Issues, led by Councilmembers Smyth and McLean. Under the guidance of both
Councilmembers, the City led the development of the Community Plan to Address Homelessness
(Community Plan), a comprehensive research plan created with the help of a $50,000 grant from
the County in order to identify priorities in Santa Clarita, which was officially adopted in 2018.
With the adoption of the Community Plan, the City, in partnership with the Community Task
Force on Homelessness (Task Force), has sought to develop solutions to address the steadily
increasing issues associated with homelessness that face our communities. Over 35 stakeholders
from across the Santa Clarita Valley (SCV) have contributed to the implementation and
completion of the Community Plan through consistent collaborative efforts designed to build
ownership of the plan and its priorities, align local resources, and ensure that goals are met.
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To accomplish the action items identified in the Community Plan, the Task Force has met
monthly since adoption and established four subcommittees: 1) Prevention/Coordination of
Resources, 2) Increasing Income, 3) Direct Services, and 4) Affordable Housing. Through these
subcommittees, the Task Force was able to accomplish 27 action items identified in the
Community Plan, with some major accomplishments including:
• Creation of safe drug disposal and sharps drop-off locations at the Santa Clarita Valley
Sheriff's Station and Henry Mayo Newhall Hospital
• Increased mental health service capacity offered through new on -site wellness centers at
various school sites across multiple school districts in Santa Clarita
• Execution of six innovation grants, which provided funding for a student affordable housing
feasibility study and shared housing pilot program, led by College of the Canyons and Bridge
to Home, respectively
• Development and deployment of santaclaritahomelessaction.org, a website dedicated to the
efforts of the Task Force, including extensive information on service providers in SCV
• Completion of two comprehensive resource guides for all organizations serving the homeless
and at -risk of homelessness populations, which are available on the Task Force's website
With the completion of the majority of action items listed in the Community Plan, over the last
six months, the Task Force has completed a thorough three-year review and held two
brainstorming sessions for the development of a new Community Plan based on the current
needs of Santa Clarita communities. The new two-year Community Plan builds on the existing
efforts to prevent and combat homelessness, and serves as the next phase in the Task Force's
attempt to mitigate the occurrence of homelessness. Like the 2018 plan, the new Community
Plan identifies key actions items that will be facilitated by four subcommittees: 1) Advocacy and
Coordination of Resources, 2) Direct Services, 3) Housing, and 4) Prevention.
The proposed new Community Plan is attached for reference. The action items within it are
substantially complete. Upon approval of the City Council, staff will meet with the Task Force to
finalize the new Community Plan and move forward with implementation.
ALTERNATIVE ACTION
Other action as determined by the City Council.
FISCAL IMPACT
There is no fiscal impact associated with this item.
ATTACHMENTS
Draft 2022 Community Action Plan
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Introduction
With the adoption of the first Community Plan to Address Homelessness (Plan) in 2018, the City of Santa
Clarita (City), in partnership with the Community Task Force on Homelessness (Task Force), has sought
to develop solutions to address the steadily increasing issues regarding homelessness facing our
communities. Over 35 stakeholders from across the Santa Clarita Valley (SCV) have contributed to the
development of the past and current Plan through consistent collaborative efforts designed to build
ownership of the Plan and its priorities, align local resources, and ensure that goals are met.
The Task Force has established the following four subcommittees to fulfill the goals of the new Plan:
Advocacy and Coordination of Resources; Direct Services; Housing; and Prevention. Each
subcommittee is tasked with specific duties and responsibilities to ensure the Plan's actionable items
are met in an efficient and timely manner. Major action items the subcommittees previously
accomplished include:
➢ Measure H funding was provided to the City of Santa Clarita, Bridge to Home, and Family
Promise for homeless coordination services, a new homeless shelter, and a transitional housing
complex;
➢ Six grants were provided to six different organizations to identify or improve services for
homelessness in the SCV;
➢ Individuals experiencing homelessness, or are at -risk, were linked to various benefits through
Samuel Dixon Family Health Center, North Valley Health Corporation, the Department of Social
Services, and Henry Mayo Newhall Hospital;
➢ Safe drug disposal and sharps drop-off locations were made available at the Santa Clarita Valley
Sheriff's Station and Henry Mayo Newhall Hospital;
➢ Members of the Coordination and Prevention of Resources Committee worked collaboratively
to create two resource guides, which are available on the Task Force's website.
The new two-year Plan is built on the Task Force's existing efforts to prevent and combat homelessness,
and serves as the next phase in the Task Force's attempts to mitigate the occurrence of homelessness.
The framework for the goals of this Plan are structured in a SMART format which stands for Specific,
Measurable, Achievable, Relevant, and Time -Bound. SMART is an effective tool that provides both
direction and clarity, and serves as a successful metric to assist organizations in achieving their goals.
City and Plan Information
Name of City: Santa Clarita
Period of Time Covered by Plan: July 2022 - July 2024
Date of Plan Adoption: June 2022
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Challenges
Housing Cost Burden
Per data collected in the City's Consolidated Plan for Fiscal Years 2019-2023, approximately 44 percent
of Santa Clarita households had a housing cost burden - those that spent more than 30 percent of their
gross household income on housing. Citywide, severe cost burden impacted 20 percent of the
households - those that spent more than 50 percent of gross household income on housing. As the
housing affordability crisis hits those households on the lower end of the income spectrum the hardest,
unaffordable housing options can potentially push households into homelessness.
The lack of low-income and Permanent Supportive Housing services create high barriers for those
individuals attempting to move into permanent housing solutions. The Regional Housing Needs
Allocation (RHNA), which is approved by the California Department of Housing and Community
Development (HCD), establishes zoning requirements for cities to accommodate zoning where housing
units can be built. The City's total Regional Housing Needs Allocation (RHNA) share for the 2013-2021
cycle is as follows:
Li 10,981 units
➢ 2,645 units for extremely low-income housing (0-30 percent of Area Median Income
(AMI))
➢ 1,678 units for low-income housing (31-50 percent AMI)
➢ 1,532 units for moderate income housing (51 - 80 percent AMI)
➢ 5,126 units for above -moderate income housing (81 percent - 120 percent AMI)
Year to date, the following
permitted units have been issued
by affordability:
IJ 4,265 units
➢ 13 units for extremely
low-income housing
➢ 141 units for low-
income housing
➢ 172 units for
moderate -income
housing
➢ 3,939 units for above -
moderate income
housing
As the responsibility lies with private developers and institutions for building housing units, and not
cities, it has been difficult for cities to comply with their RHNA obligations.
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Funding Streams
Many key stakeholders acknowledge the limited resources cities receive to address the needs of those
experiencing homelessness. From the adoption of Measure H in 2017 to support the County's
Homeless Initiative (HI) strategies to prevent and combat homelessness, many cities have not received a
substantial return back into their communities. The funding gap that exists causes cities, including the
SCV, to compete for additional Measure H dollars to realize many homeless -related goals.
Apart from Measure H, many stakeholders have also inquired as to the challenge that relates to
applying for the right forms of funding. As multiple funding streams prevail through an intricate network
of federal, state, county, and city funds, the trouble lies with awareness and availability of those funds as
well as with which funds stakeholders should apply for.
TABLE 1: FUNDS SPENT ON HOMELESS -RELATED SERVICES (SCV)
Administering
Source•
•Amount
City of
-
• Family Promise (land donated)
City of Santa
$3,400,000
Santa
• Bridge to Home (land donated)
Clarita
Clarita
• Family Promise
(Homeless/COVID Households
HUD
CDBG
Support Program)
City of Santa
$155,108
• Bridge to Home (Intake
Clarita
Specialist/Homeless Outreach)
• College of the Canyons
Foundation
• Single Mother's Outreach
Innovation
• Bridge to Home
City of Santa
$126,493
LA County
Fund
• Santa Clarita Grocery
Clarita
Grants
• William S. Hart Education
Foundation
• Salvation Army
Measure H
-
• City of Santa Clarita
LAHSA
*$674,986
Total•
,587
*Since 2017, the City has contributed approximately $26,500,000 in Measure H dollars.
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Homeless Count Data
In January 2020, 168 persons were identified as
homeless in the SCV at the annual Point -In -Time
(PIT) Count conducted by The Los Angeles
Homeless Services Authority (LAHSA). Of the
168 persons identified, 61 percent were
accounted for as unsheltered and the remaining
39 percent as sheltered.
FIGURE 1: SCV PIT COUNTS 2016-2020 (SOURCE: LAHSA)
za:
13c,
T-otaI Point -In -Time F1-om&less PopuIa$ion (2016 thru 2020)
Tin 2-017 2018 2019
oUnsheftered Shel.a.a
Although the SCV has experienced modest overall progress of a 35 percent drop in homelessness
from 2019, the results discount the SCV's efforts in establishing a more accurate count that
addresses our "hidden" homeless populations.
Unsheltered Persons
Persons on the Street T- Persons to rare 20.9120.354i�
21.0 [tune%I
Persans in._ 3.20.1 %1
Persons in Nakeshlll Shelters _
2A 12.77%] _ Parsams in Vans
13.0 f 12.43%4
Parsons to RV9 capers J
41.8 U13.e9%1
For example, in 2019, the Newhall School District, alone,
recorded 148 students experiencing homelessness, with
an increase in those seeking resources. These individuals
typically locate temporary solutions by staying with family
members or friends, living in insecure accommodation,
and/or sleeping in their cars.
For the 2020 PIT Count, the SCV saw a staggering
number, in particular, for those individuals who were
found to be living in their vehicles. Of the 61 percent identified as unsheltered, approximately 74
percent, or 78 persons, were reported living in RV's/campers, vans, and cars.
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SUBCOMMITTEES AND
THEIR GOALS
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1. Advocacy and Coordination of Resources
Purpose: The goal of the Advocacy and Coordination of Resources subcommittee is to establish joint
efforts in the areas of legislative advocacy and resource coordination. Goals include understanding
local, county, state, and federal legislation regarding homelessness; establishing partnership
opportunities to support funding and grant efforts for homeless -related services; conducting outreach
efforts; continuing the management of the Task Force website; and educating the Task Force on
relevant metrics (e.g. PIT Homeless Count data) to raise awareness on the plight of homelessness.
Goals include:
➢ Provide legislative and funding updates;
➢ Increase cross -organizational collaboration;
➢ Promote outreach and publishing media to raise awareness on homelessness;
➢ Instill continued communication through the management of the Task Force website.
Stakeholders:
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Goals
Provide legislative and funding updates. The creation of an Advocacy and Coordination of
Resources subcommittee would help raise awareness on pertinent information regarding
legislation and funding/grant opportunities related to homelessness that exist at the city, county,
state, and federal levels. Through effective litigation, research and analysis, and coordination,
organizations would receive adequate information regarding resources available for homeless -
related services, thereby reducing information asymmetry among stakeholders.
•
1.
2.
Provide updates on legislation,
policies, and grant funding regarding 3
homeless -related issues.
4.
5.
-flished By:
Have subcommittee meet on a monthly
basis to discuss new and pending local,
county, state, and federal legislation and
potential grant funding sources related to
homelessness.
Develop a master grant/funding source
list that includes NOFA's for organizations
to apply to.
Complete letters of support/opposition to
constituents on policies related to
homelessness, as needed.
Attend candidate forums or town hall
meetings held by legislators to raise
awareness on homelessness.
Take proactive steps to develop effective
relationships with legislators who would
potentially support funding efforts for
homeless -related services.
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• Increase cross -organizational collaboration. Many key stakeholders identified cross -
collaboration as an important means of understanding each member's role within the Task
Force. As multiple stakeholders provide similar services, it remains unclear as to which
organization is in charge of what part of the system. The absence of a cross -agency process
results in fragmented decision making, a misalignment of goals, and competition among
stakeholders for similar resources and funding streams.
SIVIARTGOAL2
1. Conduct inter -agency visits on a
bimonthly basis.
Increase the rate at which more than
75% of the Task Force remains active 2. Create and manage an ongoing
and communicates directly with each spreadsheet to update on a quarterly
other. basis for tasks and assignments; meeting
deadlines; setting timelines for events;
etc., to keep each subcommittee
accountable.
Promote outreach efforts & production of media. The Task Force should develop community
education, engagement, and resources around homelessness to members of the public
including, but not limited to, property owners, tenants, business owners, and individuals
experiencing homelessness. The creation of educational materials would enhance the visibility
of homelessness by which community members may put forth ideas on how to address the
issue. In order to humanize the occurrence of homelessness facing our communities, materials
should be drafted to inform the public on first-hand experiences homeless individuals face.
1. Create social media campaigns to raise
awareness on the issue (English/Spanish
translations).
2. Draft a 'State of the Homeless Report' on a
Establish a community outreach team yearly basis which includes pertinent data
to produce digital and physical regarding our sheltered vs. unsheltered
resources of support to educate populations (e.g. allocation of veterans,
community members. youth, families, etc.)
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3. Create social media account(s) (e.g.
Instagram, Facebook) for the Task Force
to increase the committee's visibility and
promote homeless -related services.
4. Coordinate with homeless individuals by
conducting outreach via in -person
contact (e.g. stepping out with City Code
Enforcement or LA Sheriff's Department
to homeless encampment sites).
Instill communication through management of website. Many of the developments in
homeless -related services are communicated through the Task Force website. Steps should be
taken to ensure that all information provided is accurate and updated to assist our homeless
population in locating adequate resources for their needs.
IU�SAL 4
ACCOMPlisnea
1. Update the Task Force website with a
current list of organizations that provide
homeless -related services.
2. Complete monthly updates/review the
Task Force website and Resource
Guides to ensure accuracy of
information.
Assist in the management of the Task
Force website.
3. Create separate subcommittee
content/webpages through the main
Task Force website.
4. Incorporate a dedicated testimonials
page to demonstrate first-hand
homeless experiences and stories;
showcase homeless -related news; etc.
5. Develop a QR Code that lists all
resources available for the homeless
community and place them in strategic
locations such as bus stops, parks,
schools, and libraries throughout the
S CV.
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2. Direct Services
Purpose: The Direct Services Subcommittee is designed to support community members who are at -
risk or are experiencing homelessness through the coordination and partnership with direct service
providers. Members of the subcommittee assist with the identification of resources such as mental
health and substance use disorder services to streamline service delivery for at -risk or homeless
individuals, and divert them to service providers who can more appropriately address their needs.
Goals include:
➢ Increase the capacity for mental health services;
➢ Increase the capacity for substance use disorder services.
Stakeholders:
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Goals
• Increase capacity for mental health services. The SCV is in dire need of mental health
resources along with other serious medical health services to address the needs of individuals
who are at -risk or are experiencing homelessness. As the Los Angeles Department of Mental
Health (DMH) controls services such as Severe Mental Illness and/or persons with Substance Use
Disorder, stakeholders have a difficult time coordinating resources for individuals in need of
those services in the SCV.
SMART GOAL 1
Accomplished By:
1. Partner with DMH to provide mental
health training to Task Force
stakeholders.
2. Conduct a Citywide bi-monthly or
quarterly survey on our at-
risk/homeless population to
determine who needs access to
mental health services, permanent
housing, job skills, etc.
3. Identify additional in -patient beds
dedicated to Santa Clarita residents.
Identify resources of support for those
individuals who are at -risk or
experiencing homelessness and need
mental health services.
4. Conduct community info session(s)
that educate individuals on how to
safely address and approach at-
risk/homeless individuals
experiencing mental health issues.
5. Determine whether there are specific
programs that address the mental
health needs of Transitional Age
Youth (TAY), and partner with
organizations that offer such services
(schools, clinics, etc.)
6. Determine if any funding sources exist
to assist at-risk/homeless, low-income
and/or uninsured individuals in
obtaining complimentary or
affordable mental health services.
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Increase capacity for substance use disorder services. According to data provided by the Los
Angeles Department of Public Health (DPH), per 100,000 individuals, 7.5 persons in the SCV
died from unintentional drug overdose for the years 2012-2016. That number has steadily
increased to 29 drug -related deaths reported in 2021. The increase is a cause for concern
among our at-risk/homeless population who may not have the adequate resources of support to
abstain from substance abuse.
SMARTGOAL2
1. Partner with DPH to provide substance
use disorder training to Task Force
stakeholders.
2. Establish a partnership with counseling
organizations located in the SCV that
provide local residential treatment
centers made available to our at-
risk/homeless population.
Identify homeless resources of support
for those individuals who are at -risk or
experiencing homelessness and need
substance use disorder services.
3. Establish relationships with wellness
centers in the SCV to offer free
workshops on substance use/prevention
classes and mental health support
groups for at-risk/homeless groups.
4. Determine if any funding sources exist to
assist at-risk/homeless, low-income,
and/or uninsured individuals in
obtaining complimentary or affordable
substance use disorder services.
5. Examine the feasibility of establishing an
inpatient treatment program and
determining what organization would
co-sponsor the program.
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3. Housing
Purpose: The Housing subcommittee is comprised of members with experience in, and knowledge
about, developing and financing affordable housing; the housing market in the SCV; and economic
development. The purpose of this subcommittee is to identify relevant solutions relating to affordable
housing for the SCV's at-risk/homeless population, and provide recommendations to the Task Force on
whether to increase the supply of affordable housing; on strategies to support rental, supportive, and
transitional housing; and on funding initiatives to support housing -related services.
Goals include:
➢ Evaluate opportunities for a centralized services location;
➢ Increase access to permanent supportive housing (PSH) options;
➢ Establish the Shared Housing Program.
Stakeholders:
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Goals
Evaluate opportunities for a centralized services location. A single supportive living
environment may be key to having our unhoused population move off the streets. Incorporating
a wraparound service model by providing services such as housing, mental health services,
workforce training, and case management, all under one roof, would ensure an efficient and
structured system responsible for improving the lives of our at-risk/homeless communities.
Identify a centralized location to house all
homeless -related services.
Conduct an inventory of vacant
sites to repurpose as the central
homeless services location.
2. Foster relationships with
developers or private equity firms
that may be interested in financing
the repurpose of a building.
3. Coordinate with developers and
the County/State to determine any
financial incentives for developer to
partake in funding the building.
4. Hire a consultant and/or identify a
legal firm that could provide
services in -kind to execute legal
contracts/agreements.
5. Identify organizations that would be
selected and housed in the
centralized location to provide
services.
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Increase access to permanent supportive housing (PSH) options. As discussed in a previous
section of the Plan, the issues associated with steep housing prices within the SCV could cause
individuals and families on the lower -income scale to fall into homelessness. If given access to
PSH options, the rate at which individuals become unhoused could drop to a subsistent level.
Chronically homeless persons, in particular, who have experienced homelessness for at least a
year while struggling with a disabling condition are most in need of PSH. Although the SCV does
not have any permanent supportive housing options, several studies find that PSH is effective for
those highest risk chronically homeless persons.
SMARTGOAL2
1. Identify public or private funding
sources for permanent housing creation.
2. Determine whether there are
Identify permanent supportive housing incentives/programs through the County
solutions to mitigate the effects of our (e.g. People Assisting the Homeless
visibly homeless population. (PATH) and Homeless Incentive Program
(HIP)) available for SCV
landlords/residents.
3. Identify partnerships with housing
providers to review federal, state, and
county policies and provide aid with
supportive housing.
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Establish the Shared Housing Program. According to the Department of Housing and Urban
Development (HUD), home sharing programs provide services that help match an individual
who has an extra room or separate unit available with a seeker who is looking for a place to live.
Since 2018, the Task Force has been concerned with creating a shared housing model to add to
the stock of attainable, sustainable housing.
SMARTGOAL3
1. Finalize an online database and website
forthe Shared Housing project.
2. Establish one administrator at each
partnering agency to assist home
seekers in submitting their program
Implement the Shared Housing application.
Program to increase sustainable
housing stock in the SCV. 3. Implement a marketing program
through social media campaigns, press
releases, local news articles, etc. to raise
awareness on shared housing in the
S CV.
4. Create a Steering Committee
responsible for overseeing the program.
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4. Prevention
Purpose: The Prevention of Resources subcommittee was designed to connect at -risk of homelessness
individuals and families with the appropriate community -based resources to assist them with receiving
basic needs such as food, clothing, and housing; mental health services; substance use disorder
services; domestic violence services; and youth and family services.
Goals include:
➢ Establish the framework for a By Name Registry;
➢ Promote local programs that provide workforce and life skills training;
➢ Increase food security and sustainability.
Stakeholders:
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Goals
Establish the framework for a By Name Registry. To align with the Plan's goals, the Task
Force should take steps to develop a centralized information tracking system that documents
the number of unhoused persons, the specific needs of those persons, and records the local
efforts made to match the homeless or at -risk of homelessness individual/family to services
needed. If access were to be obtained at the local level, through the Homeless Management
Information System (HMIS) platform, the Task Force would be able to streamline and
consolidate many of the services that certain stakeholders provide, thereby eliminating
duplication of efforts.
SMART GOAL 1
Accomplished By:
1. Identify a lead organization that is
eligible for HMIS access.
2. Identify organizations that should be
involved in the By Name Registry.
3. Have the lead organization apply for
HMIS access to be the point of contact
for referrals to other organizations.
Establish the framework for a By Name
Registry to track and verify homeless
data.
4. Have the organization take LAHSA-
sponsored HMIS training.
5. Once approved, the Task Force should
assist in identifying the source of
funding for the program, whether
through a grant, loan, or other form of
sponsorship.
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Promote local programs that provide life skills and workforce training. The SCV economy
is expected to generate approximately 4,300 jobs in 2022, with full recovery expected to be
reached by 2023. Steps should be taken to determine how individuals within our at-
risk/homeless communities can reenter the workforce and apply for positions that are suitable
for their needs. A variety of evidence -based and promising approaches have emerged to assist
transitions into employment for different homeless subpopulations, including Transitional Jobs
(TJ), Individualized Placement Support (IPS), Alternative Staffing (AS), and Customized
Employment (CE).
Facilitate the hiring of homeless individuals
through workforce and life skills training.
1. Identify partnerships with American
Job Centers of California (AJCC)
representatives to offer life skills
and workforce trainings, and
implementing a training schedule.
2. Coordinate with the City's
Economic Development
Department, SCVEDC, and local
businesses to conduct job -market
analyses and identify areas where
at-risk/homeless individuals could
potentially find work.
3. Coordinate with LA County's
WDACS workforce/employment
programs through which at-
risk/homeless individuals within the
SCV can apply for.
Comintulit_y Task Force on Homelessness I santaclaritahonielessaction.org Packet Pg. 112
2.a
Increase food security and sustainability. The USDA defines food insecurity as a lack of
consistent access to enough food for an active and healthy lifestyle. Per data collected from the
Los Angeles Department of Public Health, approximately 18 percent of households in the SCV
face food insecurity due to incomes falling below 300 percent of the federal poverty level.
Availability to programs such as CalFresh to low-income residents, of which 51 percent of SCV
residents have participated in, provides financial assistance for low-income SCV residents to
purchase basic necessities such as food.
Establish local programs to assist in
maintaining food security options in the SCV.
1. Coordinate with the City's public
libraries to connect at-
risk/homeless individuals with food
assistance programs.
2. Coordinate with the Community
Gardens of Santa Clarita to pursue
a partnership program to ensure
food availability for our at-
risk/homeless communities.
3. Determine whether any grants or
additional nutrition programs exist
to support our vulnerable at-
risk/homeless population.
4. Partner with farmers and/or
vendors at any of the three SCV
farmer's markets to allocate or
donate a portion of goods to our at-
risk/homeless population.
Coimintuiity Task Force on Homelessness I sautaclaritahoinelessaction.org 22
Packet Pg. 113
2.a
Community Task Force on Homelessness Stakeholders
1. Action Family Counseling
Website: actiondrugrehab.com
2. America's Job Center of California
(AJCC)
Website: ajcc.lacounty.gov
3. Assemblywoman Suzette Valladares
Website: suzettevalladares.com
4. Assistance League
Website: assistanceleaguesantaclarita.org
5. Bethlehem SCV
Website: bethlehemscv.com
6. Bridge to Home
Website: btohome.org
7. California Institute of the Arts
Website: calarts.edu
S. Child & Family Center
Website: childfamilycenter.org
9. Children's Bureau
Website: all4kids.org
10. Church of Jesus Christ of Latter -Day
Saints
Website: local. churchofj esu schrist. org
11. City of Santa Clarita
Website: santa-clarita.com
12. College of the Canyons
Website: canyons.edu
13. Congressman Mike Garcia's Office
Website: mikegarcia.house.edu
14. Family Promise
Website: familypromisescv.org
15. Goodwill
Website: goodwillsocal.org
16. Henry Mayo Newhall Hospital
Website: henrymayo.com
17. LAHSA
Website: lahsa.org
18. Lighthouse Church
19. Los Angeles County
Website: lacounty.gov
20. Newhall School District
Website: newhallschooldistrict.com
21. Northeast Valley Health Corp
Website: nevhc.org
22. Real Life Church
Website: reallifechurch.org
23. Rotary Club
Website: scvrotary.com
24. Saint Kateri Parish
Website: saintkateriparish.org
25. Salvation Army
Website: santaclarita.salvationarmy.org
26. Samuel Dixon Family Health Center
Website: sdfhc.org
27. Santa Clarita Food Pantry
Website: scvfoodpantry.org
Community Task Force on Homelessness I santaclaritahonielessaction.org Packet Pg. 114
2.a
28. Santa Clarita Grocery
Website: santaclaritagrocery.org
29. Santa Clarita Valley Chamber of
Commerce
Website: scvchamber.com
30. Santa Clarita Valley Economic
Development Corporation
Website: scvedc.org
31. Santa Clarita Valley Mental Health
Center
32. Santa Clarita Valley Senior Center
Website: myscvcoa.org
33. Santa Clarita Valley Sheriffs Station
Website: lasd.org
34. Saugus Union School District
Website: saugusud.org
35. Senator Scott Wilk, 2 v District
Website: wilk.cssrc.us
36. Single Mother's Outreach
Website: singlemothersoutreach.org
37. Sulphur Springs Union School District
Website: sssd.kl2.ca.us
38. Valencia United Methodist Church
Website: Umcv.org
39. William S. Hart School District
Website: hartdistrict.org
Community Task Force on Homelessness I santaclaritahomelessaction.org 24
Packet Pg. 115
2.a
Appendix A
Los Angeles County Strategies to Combat Homelessness
El
Advocate with Relevant Federal
E5
Gecdrninalization Policy
Ei.2 Enhanced Data Sharing and
Z
and Slate Agencies io Strearnfine
Traclung
Q
.Apoicahle Administralive
ER
Countywide Quireaclh Systern
cA
PraCesSee for SS I and veterans
E13 Coordinalion of Fun ft for
Z_
Benefits
Ea
Sirengthen the Coordinted Emry
Suppertve Housing
System
U)
E2
Drug madi-t lOrganizedDelivery
E14 Enhanad9ervicesfor Transition
Lu
System for Substance Use
ES
Enhance the Emergency Sheyer
Ago
Z
Z
Dimear Treatment Services
Seem
E15 Hornale= tiler Registration and
W
F3
Creating Partnerships for Effective
E9
discharge Daiairarlcing Sy lem
A sto Vital Racnrds
W
Access and utilization oi ACA
Services by Perms Experiencir�
E13
Regional Coordination of Los
E18 Affordable Care Act Cppoduridies
2
O
Homelessness
Angeles County IFlousiM
_
Aulhonlies
E17 Regional Horrrelessmss Advimy
N
E4
First FtespDndeni Training
Council and Implementation
W
E11
County Specialist Suitport Team
Coordination
Q
A. PREVENT HOMELESSNESS
O
R
EL SUosriDIZE HOUSING
C. INCREASE INCOME
~
Al
Homeless Prevenbon Program iof
Z
91
Provide Subsidized Housing to
FanI&S
C1 Enhance Ino ca sr�ORKs
J
Homeless Disabled Individuals
A2
Discharge Planning Guideirias
Subsidized Em Io t
p
Z
Pursuing SSI
P109MMfor Homeless Families
O
A3
Housing Authority Farr%
H
B2
Exfiand Irderim Assistance
Reunification Program
C2 Increase Emplorgment for
CU
Reknibrrsemenl to additional
HomelessAdults by Supporting
Q
C wty Departments and
A4
discharges From Faster fare and,
Iracial Enterprise
H
LAHSA
Juvenile 15mbaWn
Z
C3 Expand Targeled Fteaurlment
83
Partnar with Ck as to Expand
and Hiring Process to
Rapid Ra-Houiing
HomelessrFtecenlly Homeless
S4
Faciitame UdizatiDt of Federal
D.
PROVIDE E MANAGEMENT
AND SERVICES
People to Increase Access to
CounlyJobs
O
U
Neu" 91lhsidigs
N
DI
Model Ernooymenl Rmernion
C4 Establish a Countywide SSI
EIS
Expand General Relief Housing
Support Program
Advocacy Program for People
v
Subsidies
Expenienc,ng Homeless or Al
88
Family Rounif""ion Housing
02
Expand .tail In Reach
Risk of Homelessness
f4
a
Subsidy
D3
5up"a Services Standards far
C5 Establish a Coun"de
r-
Subsidized Housing
veterans Benefits Advocacy
.2
aF
lalerim Stidga linusiYlg,for
Program for veterans
Q
ttma Eating Ins4fitutiions
D4
Regional Integrated Re-entry
Experiencing Hornalessmw or
11A
Floursing Choice %Iouohcfs for
Networks - Homeless Focus
AI frisk of HomelBssnss�
c
Permanent tiupporliue Heousirlg
D5
Support for Homeless rise
Cti targeted SSI Ad►reawy liar
E
Managers
Inmates
E
DO
Criinal Record Cleadrig Project
m
U
N
N
O
F. INCREASE ;4FFORDABLE1140MELESS H
c�
L
Fl
Prornole Regional 88 2
F3
Supporl Inclusionary Zoning for
FS Inooriliva Zerrri oVakie Caphrrs
�
Compliance and Implementation
Affordable Housing Rental Units
Str°abo s
F2
Lirr'kage Fee I+ nus Study
F4
tKgvelopmeni of Second Dwweang
F8 using Pu blic Land for HomelRSs
Chas Pita Program
Housing
v
c�
pr ioritie s.laC aunty_govjh€rmel ess Q
Commti iiw Task Force on Homelessness I santaclaritahomelessaction.org 25
Packet Pg. 116