Regular Board Meeting

February 6, 2020

Santa Maria/Santa Barbara County Continuum of Care

Public Comment

Approval of the Agenda

Item III.A.

Approval of Minutes from

December 5th Meeting

Item IV.A

Homeless Assistance Program Staffing

Item V.A.

Deputy DirectorHomeless Assistance

Program ManagerHousing Specialist Sr. Housing Specialist Sr.

EDP Systems Analyst I

HMIS Administrator

Housing Specialist I

Grants Administration

Department Business

Specialist II

Computer Systems

Specialist I

Dinah Lockhart Kimberlee Albers Jett Black-Maertz Lucille Boss Kanika Mahajan Miriam Moreno Roc Lowry Rudy Razo

CoC, ESG HHAP, CES HMIS, CES ESG, CCP, General Shelter HEAP, CESH HMIS

Homeless Programs

Oversight

Assist with County

Wide Strategy and Plan

Grant Program

Administration,

Compliance and

Monitoring

Grant Program

Administration,

Compliance and

Monitoring

HUD Reporting LSA, Sys

PM, APR

ESG, CCP, GF

Reimbursement

Processing

Grant Program

Administration,

Compliance and

Monitoring

HMIS End User Training

and Support

Fiscal Oversight

Collaborate with

Stakeholders/

Communtiy

Engagement

CoC Lead Agency

Responsibilites

Assist with Facilitation

of Phase II Homeless

Plan

HMIS Capacity Building

Implementation

Homeless Grants

Administrative Support

Quarterly

Reimbursement

Processing, Cost Reports

HMIS System Admin and

Data Quality Review

Board and County

Leadership

Communication

CoC Lead Agency

Responsibilites 2020 PIT Count

Coordinated Entry

System Oversight

HMIS and CES System

Configuration

Community Corrections

Partnership Reporitng

and Referral Tracking

Homeless Coordinating

and Financing Council

Office Hours

HMIS Program Set Up

and Security Audits

Staff and Consultant

Supervision

Technical Assistance,

Compliance,

Monitoring to

Providers

Youth Homelessness,

Action Board,

Demonstration Project,

and Strategies

Housing and Data

Analysis

Homelessness

Prevention and

Reducing Inflow

Advocate

Community Dashboards

and HAP Website

HIAPC Support and

Participation - County

Work Plan

Agendas, Notifications,

Minutes at CoC

Meetings

Agendas, Notifications,

Minutes at CoC CES

Meetings

Captial Project Support

from Ted Teyber

HMIS Shelter and Skan

Point Implementation

Homeless Grant

Programs Management CoC Grants Reporting

HHAP Invoice

Processing and Grants

Reporting

State HMIS HEAP

Reporting, Data

Integration

All Reporting Review

and Submission

CoC and UW CEO

Invoice Processing,

Maintain Veteran and

FUP Master Lists

Homeless Assistance Program Staffing

Homeless Assistance Program Staffing

Strategy Champions Update

Item V.A.

Updates

• The Following Strategies were combined to avoid redundant efforts:• #5 (increase the rate at which individuals and families in permanent housing

retain their housing or exit to other permanent housing), and #6 (Strategies to reduce returns to homelessness)

• #7 (to increase access to employment, volunteerism, and community service) and #8 (promote partnerships and access to employment opportunities with private employers and private employment organizations)

• #9 (increase non-employment cash income (mainstream benefits)) and #10 (increase access to other cash income/ SSDI and SSI)

Strategy Champions

HCD Staff

4. Strategies to increase the rate at

which individuals and families in

emergency shelter, transitional housing,

and rapid rehousing exit to permanent

housing

SVP and Karen Nielson, Partners in

Housing Solutions Glenn Bacheller,

Social Venture Partners (SVP)

2. Strategies to address individuals and

families at risk of becoming homeless

Glenn Bacheller, Social Venture Partners

(SVP)

Research conducted on prevention/diversion

methods and best practices.

HCD staff (Roc and Jett) are participating in a

nation wide Community of Practive to reduce

inflow.

3. Strategies to re-house families with

children within 30 days of becoming

homeless

Sylvia Barnard, Good Samaritan Shelter

Jett Black-

Maertz

and Roc

Lowery

Kanika

Mahajan

Strategy Champion Notes and Progress

1. Strategies to increase Homeless

Management Information System

(HMIS) bed coverages to 85%

Dinah Lockhart, County of Santa Barbara HMIS Capacity Building Grant approved by County BOSRudy

Razo

Strategy Champions

HCD Staff

Kristine Schwarz, New Beginnings

Counseling Center, Wayne Mellinger

Sara Grasso, SB County Department of

Behavioral Wellness and Emily Allen,

Home For Good Santa Barbara County

5. Strategies to increase the rate at

which individuals and families in

permanent housing retain their housing

or exit to other permanent housing

6.Strategies to reduce returns to

homelessness

7. Strategies to increase access to

employment, volunteerism, and

community service 8. Strategies to

promote partnerships and access to

employment opportunities with private

employers and private employment

Dominique Samario, City of Goleta

Frank Quezada, Housing Authority of the

City of Santa Barbara and Edwin Weaver,

Fighting Back SMV

9. Strategies to increase non-

employment cash income (mainstream

benefits) 10. Strategies to increase

access to other cash income/ SSDI and

SSI

Noel Lossing, Department of Social

Services and Jasmine Gaytan, DSS

Department Business Specialist

supporting the Medi-Cal program

Strategy Champion Notes and Progress

Elected Leaders Forum to Address Homelessness Presentation

February 5, 2020

12

Item V.C.

Objectives

1. Provide overview of current homeless system including persons served, housing resources, funding, and system performance

2. Provide observations of current system, gaps, and recommendations

3. Receive feedback on proposed guiding principles

4. Receive feedback on proposed goals

5. Receive feedback on proposed action plan governance structure

6. Receive feedback on proposed new housing intervention targets

7. Receive feedback on proposed action strategies

8. Other questions/feedback

13

Introduction and Background

• Homelessness is traumatic for those who experience it and has significant impact on one’s overall well-being.

• Homelessness significantly impacts community: law enforcement, healthcare, business, tourism, and neighborhoods.

• Homelessness is a top concern among diverse stakeholders across the region including the general public.

• Efforts to address homelessness have been building.• Bringing Our Community Home: 10 Year Plan to End Chronic Homelessness (2006)

• Enhanced governance structure of the Continuum of Care (CoC)

• Fully implemented a Coordinated Entry System (CES)

• Expanded formal and informal cross-sector collaboration within the system of care

• Network of partners – County, Cities, governmental agencies, homeless services providers, faith-based providers, healthcare, and others are more engaged and working together than ever before

14

Introduction and Background – Phase I Plan

Collaborative engagement process that identified needs and set 5 overarching goals:

1. Increase Access to Safe, Affordable Housing

2. Use Best Practices to Deliver Tailored Supportive Services to Meet Individual Needs

3. Build a Collective Action Plan; Improve Data Sharing

4. Strengthen Support System Available to Help Residents Obtain and Maintain Housing

5. Build Provider Capacity to Address the Needs of Specific Populations

15

Persons Served Annually in Homeless Programs

3,623total persons

accessed homeless services

349Veterans

153 were housed permanently

1,289chronically homeless

200 youth (18-24)2,877

total households

2,626single adult households

250 families with

children

1,027mental

health issue

960 substance

use

2,407 had health insurance

October 1, 2018 to September 30, 2019

HouseholdsSub-Populations (Adults 18+)

Note: Data includes all programs that entered data into HMIS, including permanent housing programs such as RRH and PSH, so data is not entirely representative of just those in homeless living situations as it includes some in permanent housing settings.

16

Santa Barbara Homeless Housing Interventions

Emergency Shelter: Low-barrier, safe place for people to stay while awaiting housing placement. Focused on housing but generally has some support services – healthcare, linkages to mainstream services, some employment, etc.

Transitional Housing: Temporary housing with more support services and longer length of stay –up to 2 years. Focused on addressing challenges –employment, mental health, substance use, etc… prior to permanent housing. Generally higher barrier programs with rules and sobriety requirements.

Rapid Re-Housing: Permanent housing model that uses the private rental market and provides time-limited rental assistance with wraparound case management to promote housing stability and taking over of the rent. Targeted to mid-level acuity households who will be self-sufficient in time and most likely be employed.

Permanent Supportive Housing: Subsidized housing with intensive services – targeted to those most in need, with significant challenges, who are disabled. Single site and scattered site.

Other Permanent Housing: Affordable housing dedicated to homeless households. Minimal services provided.

Temporary Housing Permanent Housing

17

Homeless Housing Inventory Trends

408 408 443531 542 572

318 311 328 293 273 217

59 54 108166 213 127

510648

774840 890

962

0

200

400

600

800

1000

1200

2014 2015 2016 2017 2018 2019

Emergency Shelter Transitional Housing RRH PSH/PH

Source: County of Santa Barbara Continuum of Care Housing Inventory Chart, 2014-2019

# of beds/ slots

18

Regional Funding for Homelessness

TOTAL ANNUAL FUNDING THROUGH THE COUNTY OF

SANTA BARBARA:

$16,014,684 2018-19

County General FundsFederal Funds (CDBG, ESG, HHS)

State Funds (AB109, MHSA, CalWORKS)

With increased state funding and more forthcoming it is critical to align

funding priorities for impact.

19

Homeless Prevention

3%

Outreach to Unsheltered Households

15%

Health & Supportive

Services16%Shelter &

Housing51%

System Coordination

4%

Other (i.e. capital

improvem…

Dedicated Annual Funding for Homeless Programs and Services

$1,158,434

$6,030,785

$6,218,812

Note: Does not include all dollars being spent to address impacts of homelessness such as law enforcement, healthcare, public works, and other public agencies that incur expenses for managing the problem. Figures only include dedicated funds for providing housing and services to homeless households.

Region TOTAL: $39,456,699

(includes public and private funding)

$20,119,090

$1,446,877 $4,482,701

20

System Performance Measures

HUD has 7 core System Performance Measures that all communities are measured by.

Includes all programs reporting homeless services in HMIS not just those that are HUD or publicly funded.

HMIS data and System Performance Measures determined by HUD are more now frequently connected to funding decisions.

0%

10%

20%

30%

2015 2016 2017 2018 2019

RETURNS TO HOMELESSNESS

6 months 12 months 24 months

17181337 1260 1269 1224

0

500

1000

1500

2000

2015 2016 2017 2018 2019

FIRST TIME HOMELESS

21

System Performance Measures

0%

10%

20%

30%

40%

2015 2016 2017 2018 2019

EXIT FROM STREET OUTREACH TO PERMANENT HOUSING

0%

10%

20%

30%

40%

2015 2016 2017 2018 2019

EXIT FROM ES, TH and RRH TO PERMANENT HOUSING

22

Homeless System Data: Observations • Housing affordability continues to significantly impact households across the

County and remains a key factor contributing to homelessness.

• The local PIT count remains stable while counts across California have been increasing significantly.

• Along with steadily increasing funding from HUD CoC program, new state funding is providing unprecedented resources that require coordination and alignment for maximum impact.

• Although Housing Inventory resources have increased, demand for shelter and housing opportunities far exceed availability, limiting new placements.

• Street outreach programs and their effectiveness have increased over the past two years, including improved results in connecting people to shelter and housing.

• Lack of participation in HMIS impacts the ability to provide the community, funders and stakeholders with a comprehensive view of the homeless response system.

23

Homeless System Data: Recommendations• More services tailored to meet the unique needs of specific populations.

• Chronic and unsheltered counts are rising.• Many individuals need expanded and enhanced services. Over 10% of those who exit to permanent housing fall back into

homelessness within six months, that number rises to 25% within two years.

• More affordable housing and better matching of housing interventions to household types.• The largest unmet need is additional Rapid Re-Housing. Families in the region primarily need RRH and individuals with

disabilities primarily need PSH.• 23% of households need long-term rental assistance/affordable housing but likely do not require intensive services.

• 70% of households successfully exiting from RRH is notable, though 20% returns to homelessness within two years supports the need for longer-term rental assistance.

• More efforts targeting youth, veteran and family populations.• Though the percentage of homeless youth declined slightly from 2018-2019, this population rose steadily in the

preceding five years.

• The total number of veterans experiencing homelessness has remained steady even with increase in veteran housing resources. Many veterans are unsheltered.

• Families living in shelters has increased steadily.

• More homeless prevention and shelter diversion resources.• 14% of people entered emergency shelter from a housed situation highlighting the need to have diversion activities at

the front door of the shelter system.

24

25

Action Plan Purpose and Process

Use Data to Identify Specific

Homeless Intervention

Needs

Planning

Action

Set Goals, Strategies,

Priorities, and Action Steps

Ensure Collective Buy In

for Regional Impact

Adopt Common Vision and

Guiding Principles

Determine Action Plan Governance Model and

Measurement

Process: Review of progress to date, diverse community engagement, data-driven, review of best-practices, and

conversations with key stakeholders

26

Key Themes from Community Engagement

Increase Access to Affordable

Housing

Deliver Tailored Supportive

Services

Collective Action; Improve

Communications

Maximize Funding & Resources

Develop & Expand

Partnerships

Build Service Provider Capacity

Create Culture of Best Practices

27

Regional Vision and Guiding Principles

Vision: Create a regional a unified strategic response and a flexible, responsive system of care that is driven by data, guided by best practices and seeks to prevent homelessness

when possible or otherwise ensures that homelessness is rare, brief, and one-time for anyone in Santa Barbara County. It is through collaboration, connection, and commitment that we

realize this vision.

Grounded in community with

regular and ongoing

communication

Respond with urgency

Work collaboratively

and create culture of

togetherness

Incorporate those with lived

experience at all levels of planning,

policy, and implementation

Embrace best practices and be housing focused

Use objective data to drive

decision making

Promote cross-sector

collaboration and response

Support homeless services

providers and value

contributionCommitment to

ongoing performance

management and process

improvement

Transparency and

accountability at all levels of

decision making

28

Commit to Goals: Immediate, Short-Term, Longer Term

29

• Prioritize ending/dramatically reducing homelessness for specific populations.• Immediate: End homelessness among Veterans. Reduce street homelessness among youth.

• Short-term: Prevent and end homelessness for families.

• Longer term: Reduce homelessness for all other populations, including chronic.

• Increase housing inventory (units and beds) dedicated to homelessness and affordability.• Immediate: Add South County Crisis Respite Navigation Center. Reach Full Capacity (Bed

Utilization) at Existing Shelters.

• Short-term: Submit and Develop Housing Projects for No Place Like Home and Dedicated State Funding

• Longer term: New Housing Projects in Every Supervisorial District and Municipal Jurisdiction

• Reduce the number of people who become homeless for the first time by creating a culture of diversion and prevention across the homeless response system.

• Improve overall homeless system performance.• Increase participation, decrease length of time of homeless, increase homeless placements,

and limit returns to homelessness.

What does End Veteran Homelessness mean?

30

1. All veterans are identified.

2. The community can provide immediate shelter to any Veteran in need.

3. A housing resource for all identified veterans.

4. Resources in place should a Veteran become homeless.

Note: Map indicates communities that have ended veteran or chronic homelessness or both. Dark blue states have ended veteran homelessness. Other blue states have at least one city that has ended all homelessness (Source: USICH) .

Overview of Key Stakeholders

County of Santa

Barbara and impacted

departments

Cities within Santa

Barbara County and

impacted departments

Community, neighbors,

general public

Continuum of Care

Healthcare partners –

Health Plan, Hospitals, and Clinics

Faith Based organizations

and community

Current or formerly homeless persons

Homeless Services

Providers

Local, state, and federal

elected leaders

Business and Private

Philanthropy

31

Action Plan Leadership and Governance Structure

Local Elected Leaders

Homeless Interagency

Policy Council

Continuum of Care

Responsibility: Leadership, political will, commitment, education, advocacy, and increasing community-wide buy in

Responsibility: Ownership and overall oversite of the Action Plan, planning how strategies are going to be implemented,

funding, working with stakeholders, and measuring and regularly reporting progress

Responsibility: Implementation of various strategies, Coordinated Entry, HMIS, federal and state funding decisions,

promoting best practices, providing training opportunities, system and project level monitoring and evaluation

32

Housing & Shelter Gaps Analysis

New Permanent Housing Total Need Amount In System Available Annually

New Housing Needed

Rapid Re-Housing 1,215 162 1,053 slots/vouchersPermanent Supportive Housing

898 63 835 units

Long-Term Subsidy/Rental Asst.

631 100531 units/vouchers

New Temporary Housing Total Need Amount in System Available Annually

Total People Still Needing a Bed

Total Beds NeededAt current turnover rate

Shelter and TH Beds 2,780 1603 1,177 563 beds

33

Rapid Re-Housing and Long-Term Subsidies utilize existing units in the rental market. New PSH units would be a combination of existing units in the market and new construction.

Temporary Beds Needed by Region

Region Number of New Beds Needed

SOUTH COUNTYGoleta, IV, Montecito, Carpinteria, Summerland, City of Santa Barbara 369

MID-COUNTYLompoc, Santa Ynez Valley 61

NORTH COUNTYSanta Maria, Orcutt, Guadalupe 133

TOTAL 563

Based on % of unsheltered PIT numbers

34

CoC Program Competition

• In 2019, HUD made available approximately $2.3 billion for the CoC Program.

• The CoC Program is designed to promote a community-wide commitment to the goals of: • Ending homelessness; • To provide funding for efforts by nonprofit providers, States, and local

governments to quickly re-house homeless individuals, families, persons fleeing domestic violence, and youth while minimizing the trauma and dislocation caused by homelessness;

• To promote access to and effective utilization of mainstream programs by homeless individuals and families; and

• To optimize self-sufficiency among those experiencing homelessness.

• Typically, the CoC Program Competition NOFA is released in early summer with an application due date at the end of September.

35Item VI.A.

2020 CoC Program Competition APR Date Range

•For the 2019 CoC Program Competition, the CoCBoard voted to use 1/1/18-12/31/18 for the APR date range.

•To avoid overlapping dates, it is recommended that the 2020 CoC Program Competition date range for APR review should be 1/1/19-12/31/19

36

37

Homeless Housing, Assistance and Prevention (HHAP)

One-time flexible block grants intended to expand and develop local capacity

to address their immediate homeless challenges informed by a best practices framework

focused on moving homeless individuals and families into permanent housing

and supporting the efforts of those individuals and families to maintain their permanent housing.

Item VI.B.

38

Santa Maria/Santa Barbara County Continuum of Care HHAP Funding Application

Eligible Activity Request Amount

Rental assistance and rapid rehousing $700,000 Incentives for Landlords $299,154 Support for Crisis Respite Navigation Center $700,000 Administrative Costs $148,676 System Support Costs $106,197 Youth Set Aside* $169,915

Total CoC HHAP Application $2,123,942

39

County of Santa Barbara HHAP Funding Application Eligible Activity Request Amount

Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing $574,145 Support for Crisis Respite Navigation Center $1,000,000

Administrative Costs $137,738

System Support Costs $98,384

Youth Set Aside* $157,414

Total County HHAP Application $1,967,681

40

Detail of Combined Youth Set Aside (both CoC and County Allocations)

Eligible Activity Request Amount

Rental assistance and rapid rehousing $218,220

Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing

$109,110

Total HHAP Dedicated to Youth Homelessness $327,330

41

Proposed Activity Measurable Goal

Rental assistance and rapid rehousing (RRH) and Incentives to Landlords

Permanently place at least 50 adult households and at least 16 youth households, and secure at least 100 adult units dedicated to RRH households.

Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing

Improve housing retention by assisting at least 100 vulnerable adults in accessing permanent housing and promote housing stability in supportive housing through outreach and coordination.

New navigation center(s) and emergency shelter(s) based on demonstrated need

Lower returns to homelessness after permanent housing placement by developing 30-40 respite care beds with supportive services.

HEAP State Annual Report

Item VI.C.

HEAP State Report Overview

• Annual Report, year one, covered 12/20/2018 through 9/30/2019.

• HCD executed the first agreements 3/1/2019

• Many programs were ramping up for a portion of this time.

• Total funds expended during reporting period: Approximately $1.1 million

Project Type Amount Expended

Capital $485,000

Services $460,000

Rental Assistance $20,000

Other – Vehicle Purchase $50,000

Administration $80,000

TOTAL $1,095,000

Capital Projects: Highlights

• FBSMV Purchased a Residential Home to provide PSH for four transitional aged youth (TAY)• Conducted rehabilitation on structure - currently ongoing

• GSS Purchased two modulars to be used as navigation centers

• Other: FBSMV Purchased a van to transport TAY

Services: Performance Highlights

• 350 Persons Served

• 108 Households Without Children Served

• 92 Households With Children Served

• Over 5000 Instances of Service Delivered

• 76 Persons Exiting to a Permanent Housing Destination

• 41% of persons served where 12 and under

Veterans Housing an Homelessness Prevention Program (VHHP) letter for

Ventura

Item VII.A.

Veterans Homeless and Housing Program

Ventura Veterans Home

• Ventura Veterans Home (VVH) is a new construction project that includes 120 housing units for veterans and their families and two manager’s units. The project’s mission is to create a community that will enrich the lives of veterans from Ventura, Santa Barbara, and San Luis Obispo Counties and their families who may have a disability, experienced homelessness or economic challenges which have made it difficult to afford quality housing.

• The project will have sixty (60) permanent supportive housing units, sixty (60) general affordable units for low-income veterans, and two (2) managers units.

2020 General Meeting

Item VII.B.

Proposed 2020 General Meeting Date

• The CoC General meeting is a Governance Charter requirement.

• Each board member is elected to a 2 year term. These seats are staggered, with a certain number turning over each year.

• The board the general membership of the CoC are invited to attend the meeting to vote for vacant board seats.

• Typically, the meeting takes place before a regular CoC board meeting so the new members can participate in the regular meeting.

• The proposed date for the 2020 General CoC meeting and election is June 4th, 2020.

Seats up for Election

Category First Name Last Name Agency Election Date

Public Sector George ChapjianCounty of Santa Barbara -Community Services Dept.

3/12/2018

Education Dolores DanielSanta Barbara County Education

Office3/12/2018

Mental Health Alice Gleghorn Dept, of Behavioral Wellness 7/25/2018

Healthcare Amelia Grover Dignity Health 3/12/2018

Law Enforcement Fr. Jon Hedges SB County Sherriff, UCSBPD 3/12/2018

Unaccompanied Youth Valerie KissellYMCA Youth and Family Svcs/Noah's Anchorage

3/12/2018

Member-At-Large (Elected Official in 2020)

Chuck Madson Family Service Agency 3/12/2018

Victims Services Megan Riker-Rheinschild Victim Witness 7/25/2018

Public Sector Rosie Rojo City of Santa Maria 7/25/2018

LGBT+ Colette Schabram Pacific Pride Foundation 3/12/2018

Youth Services Edwin Weaver Fighting Back Santa Maria Valley 3/12/2018

Faith-Based Erin Wilson Unitarian Society of Santa Barbara 3/12/2018

Elected Official VACANT

Youth or Formerly Homeless Youth VACANT

Elected Official Seats

• In 2019 the CoC board voted to convert the Member-at-Large seat to an Elected Official seat and to add an additional Elected Official Seat.

• Local jurisdictional counsel interpreted a California law to mean that if an elected official was elected to the CoC board, they would have the resign their position a government official.

Recommended modifications to the Governance Charter:

•Eliminate 1 Elected Official Seat•Revert the other Elected Official Seat back to a

Member-at-Large seat.

Staff Report

Item VII.C.

Calendar and Upcoming Events

Item VII.D.