Acceptance of the 2004 Santa Clara County Homeless Census and Survey and the Report from the Homeless Task Force, "Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County"
: BOS,Agenda.Date.iMay,3,2005:
County of Santa Clara
Office of the County Executive
Office of Affordable Housing
CE07 050305
Prepared by: Marjorie Matthews
Director, Office of
Affordable Housing
Margaret Gregg
Homeless Coordinator
Submitted by: Jane Decker
Deputy County Executive
DATE:
May 3, 2005
TO:
Board of Supervisors
FROM:
Peter Kutras Jr.
County Executive
I
SUBJECT: Acceptance of the 2004 Santa Clara County Homeless Census and Survey and the
report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to End
Chronic Homelessness in Santa Clara County."
RECOMMENDED ACTION
Consider recommendations relating to the 2004 Santa Clara County Homeless Census and
Survey and the report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to
End Chronic Homelessness in Santa Clara County."
Board of Supetyiso'rs:;Doriald F,'Gage,Slancl^^^
;Gibu,nty,Ex.ecutive:ipdter KutrasJJi..
Pete McHugh,Jim Beall, LizkniSB
DO'S.Agehda .Date.:Ma^;3,2005;
Possible action:
a. Accept the 2004 Santa Clara County Homeless Census and Survey.
b. Accept the report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to
End Chronic Homelessness in Santa Clara County," and direct the Administration to
send it to the Cities for review and comment.
c. Direct the Office of Affordable Housing to communicate with the County's homeless
service providers, business community, and philanthropic community to discuss next
steps in the implementation ofthe 10-Year Plan.
d. Commend the members ofthe Homeless Task Force for their work and request their
continuing participation on a quarterly basis as an Oversight Committee for "Keys to
Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County."
e. Request that the Santa Clara County Collaborative on Affordable Housing and
Homeless Issues work with the Office of Affordable Housing and the Oversight
Committee to develop specific implementation and funding recommendations.
f. Adopt a resolution expressing the County's commitment to end chronic Homelessness
in Santa Clara County in 10 years.(Attachment D)
FISCAL TMPLTCATIONS
There is no impact to the General Fund at this time. The Administration will return to the
Board of Supervisors in the future with funding implications as components of the 10-Year
Plan are formulated in detail and recommended for implementation.
CONTRACT HISTORY
None.
REASONS FOR RECOMMENDATION
2004 Santa Clara County Homeless Census and Survey (Attachment A)
The 2004 Santa Clara County Homeless Census and Survey was jointly funded by the County
and 13 of 15 municipalities. It was conducted by Applied Survey Research(ASR)in
Board ofSupewisofs: Dohald F.' GageVBIarifeaAlvarado^ Pdte McHugh,Jim Beali, Liz Kniss
Gourity; Executiye;;Peter KutrasJr.
BOS Agenda Date;:May.3, 2005
December 2004 with the following goals:
• To increase public awareness and generate support for solutions.
• To provide a baseline to track progress in ending chronic homelessness.
• To improve services to meet the needs ofthe homeless.
• To preserve and enhance the level offederal funding in this area.
A two—fold methodology was used to count homeless individuals and families over a two—day
period (December 14th and 15th) and to conduct detailed surveys over the following six
weeks. Approximately 700 people conducted the census and survey; 490(70%)were
homeless individuals. All of the County's 341 census tracts were covered.
The census resulted in count of 7,646 homeless people on the streets or in emergency shelters,
transitional housing, domestic violence shelters, hospitals,jails, and rehabilitation facilities.
Census workers also interviewed 1,796 homeless individuals to understand the common
causes and contributing factors to homelessness in our region. Survey data regarding the
average length of homelessness indicates that the homeless population renews itself
approximately 2.66 times every year. This length of homelessness figure was used to calculate
the estimate that 20,338 persons were homeless some time during 2004.
Of the homeless people identified, 36% were in shelter facilities and 64% were unsheltered.
The County's homeless population is diverse with 35% Caucasian, 31% Latino, 21% African
American,5% Asian, and 4% American Indian. The typical homeless person is a white male
about 40 years of age, has lived in Santa Clara County for 10 years or more, and has been
homeless for one year or less. Alcohol or drug use was reported by 20% of the respondents as
a primary cause oftheir homelessness. Other causes reported were unemployment(17.5 %,)
and unable to pay rent/mortgage(14%). Almost 58% of survey respondents indicated that they
received no government assistance. The number of individuals who were under the age of 18
in shelters or on the streets was 1,051.
It should be noted that this count should be considered conservative since many homeless may
stay in inaccessible areas. It is widely understood that many people without homes share
overcrowded living spaces with friends or family or sleep out of sight in unfit structures.
Children, in particular, may stay or be kept "under the radar" for fear of Child Protective
Services.
■ Board of Supetvisprs: Donald F. Gage,Blanck Alvarado, Pete fi^lcHugh, Jirh Beail, Liz Knlss
i.Gounty Executivp;-Peter Kutras Jf-
B0S.AgendaDate.:May3,2005.
The Administration recommends that the Board accept the 2004 Santa Clara County
Homeless Census and Survey and direct the Office of Affordable Housing to incorporate its
findings into the further development and implementation ofthe 10-Year Plan to End
Homelessness in Santa Clara County.
Report from the Task Force -"Keys to Housing: a 10-Year Plan to End Chronic
Homelessness in Santa Clara County"(Attachment B)
In November 2004, in response to a nationwide effort to end homelessness, the Board of
Supervisors appointed a Homeless Task Force to develop a 10-Year Plan to End Chronic
Homelessness in Santa Clara County. The formation of a multi-jurisdictional task force has
been an important first step in recognizing the extent of homelessness countywide and the
extremely high costs of chronic homelessness, in terms of both human suffering and
unnecessary public expenditures.
Supervisor Jim Beall and Supervisor Don Gage co-chaired the 40-member Task Force,
which included representatives ofthe municipalities, service providers, community groups,
and businesses. Two homeless people were active members ofthe group. The Task Force met
four times over a five—month period. Working groups were formed to focus on core areas and
develop strategies and action steps.
The charge of the Task Force was to develop a vision for an end to chronic homelessness and
to prepare a call to action. The work was guided by the Office of Affordable Housing and the
non-profit consulting team of HomeBase/The Center of Common Concerns. The City of San
Jose played an active part in the Plan, as it did in the Homeless Census and Survey. Other
municipalities were encouraged to join in the effort to end chronic homelessness countjwide.
It was understood that additional revenue does not exist for new local government programs at
this time. "Keys to Housing," therefore, is meant to serve as a foundation for the identification
of potential funding sources as well as for future planning and implementation. The
preliminary implementation schedule suggests that the various action steps be taken in three
phases: Year 1, Years 1-5, and Years 5-10. A summary of this information is included with
this transmittal as Attachment C.
Board ofSupeiVisorsi.Donald F. Gage, BlanM Alvaradb, Pete McHugh,Jirn;:Beall, LizKniss
Goutity Executive: Peter kutfasJr.
:B0
A Blueprint for Future Action
"Keys to Housing" is a blueprint, or starting point, for future action. It will be used as the
foundation for decision making in future years with the recognition that it is an ambitious
comprehensive review of what could be done to facilitate the end of homelessness. Given the
severe constraints on local government budgets at this time, priority must be given to action
steps that cost little or no money. The first year ofthe Plan will be spent maximizing existing
resources in the County and municipalities and strategizing on how to identify sufficient new
resources to implement the full plan. The Homeless Census and Survey and the development
of the 10-Year Plan are already important steps in retaining federal McKinney-Vento funds
and increasing this area's eompetiveness in applying for funding this year from the federal
Interagency Council on Homelessness.
Causes of Homelessness
The overriding goal of Keys to Housing is to end chronic homelessness in Santa Clara County
within 10 years. People become homeless when personal hardship intersects with society's
systemic breakdowns. Those who suffer from poverty, little education, mental or physical
illnesses, or are victims of domestic violence can fall into homelessness when there are
breakdowns in a community's support system. Such breakdowns in the system include a lack
of affordable housing,few employment opportunities, cutbacks in health systems, and
inadequate child care, transportation, and job training. Perhaps the most tragic evidence of this
dynamic is the fact that nearly 30% offoster children end Up in homelessness.
Studies have shown that when people have permanent housing, they are better able to improve
other areas of their lives—health, education, employment, and personal relationships. A third
important factor in this issue is that as the homeless population rises, the community bears
increasing costs for emergency housing,jail, health care, and income supports. For example a
recent study has identified 200 homeless individuals who have used emergency rooms in
Santa Clara County more than 20 times each in a 12—month period(New Directions, Hospital
Council of Northern and Central California).
Work of the Task Force
Board ofSupimsoM'Ddnaid;!?; ©ag^ BlaM^
Go'unty Executiv§;:Peter^k^
liizKriiss
jBGSjAgehda Sate^May,3,2005
The Task Force sought to end the individual suffering and high community costs of
homelessness by recommending cost effective strategies that could be reached in 10 years. A
brief summary ofthe deliberations follows:
1. Prevention
Prevention of homelessness is the most cost-effective and humane way of addressing
homelessness. To avoid people becoming homeless upon discharge from health facilities,
jails, and the foster care system, the Task Force recommends that a system of screening, case
management, diversion, and specialized assistance be put in place.
2. Permanent Housing with Supportive Services
The Task Force recommends a "Housing First" approach to ending homelessness by assisting
people into permanent housing as quickly as possible, so that supportive services can be more
effective. Housing First,(permanent supportive housing) is regarded as a national best
practice. San Francisco's 10-Year Plan reports that permanent supportive housing for an
individual, including services and care, costs $16,000. On the other hand, services to the
homeless without permanent housing, including emergency room care Or incarceration, costs
$61,000 — and the person is left living on the street. Shelters should be phased out and
replaced with permanent supportive housing. A significant number of living units will have to
be built, leased, or otherwise secured to meet the need identified in the recent homeless
census.
3. Engaging the Unhoused Population
Outreach is an essential tool for engaging homeless individuals or families to improve their
situations. A multi-disciplinary model of outreach is recommended to overcome the
reluctance of the homeless to trust a helping hand and accept housing and services.
4. Increasing Income and Benefits
The 2004 Santa Clara County Homeless Count and Census indicated that 58% of the County's
homeless population are receiving no safety net benefits(CalWORKs,Food Stamps, Social
Security Programs, MediCal, Medicare, employment related assistance). Many are eligible for
government programs but do not know about or know how to access them. The Task Force
recommends a number of strategies to make existing "mainstream" benefits more accessible to
'Bpifd of SupowsdrsTD^^^
Gage,Blanch Alvarado,PeteMcBugh,
:dbunty Executive: PfeterKutras^
liiz^knl^s
'B0aAgeiida;[3ate;:t^
2005.
the homeless.
5. Funding and Revenue
While the Task Force recommends improving the use of existing resources and programs, it
understands that the goal ofthe plan cannot be achieved without additional funding. The
recommended strategies are to create public awareness of homelessneSs and the benefits of
ending it, to engage the philanthropic and business communities, and to develop new
on-going sources offunding for the long term. Since many of the chronically homeless are
mentally ill, programs should be designed to maximize the use ofthe State's Mental Health
Services Act(Proposition 63)funding coming to the County. Another recommendation is to
reduce overhead costs of local fiinding streams by coordinating and streamlining funding
application processes that the County and municipalities currently administer.
6. Plan Implementation and Administration
It is recommended that the Office of Affordable Housing be directed to communicate with
each of the municipalities in the County as well as with homeless service providers and the
business and funding communities to discuss the 10—Year Plan and collaborate on how best to
proceed with implementation. During this process, more detailed analysis can be given to the
costs of action steps, and research can be done on potential mechanisms for new funding.
The Task Force concluded that diligent oversight would be necessary to implement the plan
and recommends that members ofthe Task Force, or appropriate replacements, be requested
to continue to meet quarterly to provide leadership and policy oversight through
implementation. It also recommended that the Santa Clara County Collaborative on
Affordable Housing and Homeless Issues be asked to become involved in some of the
technical aspects of implementation. The Collaborative represents more than 160 homeless
and housing service providers.
It was recommended that the Office of Affordable Housing be given the responsibility of
managing the implementation process. The Task Force recommended adding a new full-time
position in OAH; however, because of fiscal constraints, the existing Homeless Coordinator
will assume the role. The Task Force also recommended that one or more community leaders
be identified to raise the awareness ofthe homeless problem. It was also suggested that other
forms of governance be explored, for example, the formation of a City/County non-profit, or
a joint powers entity, with the ability to raise private sector contributions.
'Bpafd.of Supervisors/'Dpnaid F G'ageuBlanpa
igounty Executive PeterKutras Jr
Pete McHugh,
LizKnlss
'BQ&ftg^da:[5^e.:Mav::3i:p
In spite ofthe difficult economy, a number of actions in the Plan can be started immediately.
Discharge policies for the County's jails and emergency rooms are already being modified to
be more effective in preventing homelessness. Other actions will take longer to implement.
The construction or leasing of permanent supportive housing for the chronically homeless will
take a considerable amount oftime and effort. Given the scarcity offimds for new County
initiatives, further research and planning will have to be done for full implementation.
The County's acceptance of"Keys to Housing" and the adoption ofthe attached resolution
will signal the recognition of the homeless problem in Santa Clara County and the collective
commitment to solve it.
BACKGROUND
On November 2, 2004,the Board of Supervisors authorized the Administration to conduct a
Homeless Census and Survey and also appointed a Task Force to develop a 10-Year Plan to
End Chronic Homelessness in Santa Clara County. The Homeless Census and Survey was
conducted by Applied Survey Research(ASR)in the month of December,2004. The
Homeless Task Force, chaired by Supervisor Beall and Supervisor Gage, was composed of
representatives from federal and state elected officials, the 15 municipalities, a number of
County departments, housing and homeless service providers, community, business, and
philanthropic organizations, and the homeless population.
The Administration had recommended these actions to address the growing homeless problem
in the region. The homeless count will enable the County to conform to the federal
government's requirement to conduct such a count in order to continue to receive
McKiimey—Vento fimds. The development of a 10—Year Plan was in response to the
President's goal of ending chronic homelessness in the nation in ten years and thereby make
the County eligible to receive additional federal funding to end homelessness. Across the
nation, 150 cities and metropolitan areas have completed 10—year plans including, San
Francisco, Alameda, San Mateo, and Placer counties.
The 2004 Santa Clara County Homeless Census and Survey(Attachment A)and the report
from the Homeless Task Force,"Key to Housing: A 10-year plan to end Chronic
Homelessness in Santa Clara County"(Attachment B)is held for filing in the Clerk ofthe
'sHafifotBUpetvispj^;
■dounty^ExecutiyeicrP.ieter
Flte^^cHugh,
jjzKniss
fBQS^gendaDate:;May;^
Board's Office located at 70 West Hedding Street, 10th Floor, San Jose, California.
CONSEQTJENCES OF NEGATIVE ACTTON
If the Board decides not to accept the recommendations contained in this transmittal, the
County would not be in compliance with federal McKinney-Vento regulations to conduct a
point-in-time homeless count and would jeopardize the June application for this funding. If
the Board decides not to approve the 10-Year Plan to End Chronic Homelessness, the Office
of Affordable Housing would not be able to implement the Plan and would not be in position
to apply for federal funding this year from the Interagency Council on Homelessness.
STEPS FOLT OWING APPROVAT.
There is no action required by the Clerk ofthe Board for this item. The Administration will
return to the Board as details of implementation and funding recommendations are developed.
ATTACHMENTS
• Attachment A - 2004 Santa Clara County Homeless Census Survey
•Attachment B - Report from the Task Force
• Attachment C - Summary Report
•Attachment D - Resolution
Board of SUpeivisors:,Donald F. Gage. Blanca'AlvaradOj Pete fclcHugh,Jim'peall, LiiKniss
Gounty"Executive; Peter Kutras Jr.
BOS 5/3/05
Item CE07050305
Attachment C
Keys to Housing: A 10-Year Pian to End Chronic Homelessness in Santa Clara Couniy
Preliminary Implementation Schedule
Implementation
Goals
1
1-5
yr
yrs
5-10
:
yrs
Strategy #1- Screen for homelessness and at-iisk status during initial intake ofcUents entering healthcare,
criminnl justice and foster care systems and initiate case management services immediately.
-Develop uniform web-based assessment tool. Provide staffassessment training.
-Provide triage services addressing physical/mental health and ni^tly shelter
X
!
X
X
-Initiate case management for long temi needs
Strategy #2- Estabh^ a Countywide centralized case management team to provide assistance to clients while
I
in public institutions and plan for discharge.
-Provide case management for homeless and at risk persons in the system to prepare for eventual discharge
-Tmplement cnmfuunity case management to follow clients throu^ to permanent housing
-Enhance Homeless Management Information System
X .
X
X
Strategy #3- Divert Homeless people arrested for public inebriation and nuisance violations from the criminal
iustice system.
-Develop new criminaljustice system policies
X
-Create temporary ovemi^t'sobering centers
-Create alternatives to incarceration for mentally the ill
X
X
Strategy #4- Provide necessary assistance to youth to prevent homelessness and assist therh in achieving selfsuf&ciency.
-Educate those interactmg with youth about signs ofhomelessness, and assistance
-Establish post emancipation case management for foster care graduates
1 -Raise age ofemancipation for foster youth from 18 to 21
i
X
X
X
yr
1-5
5-10
yrs
yrs
Strategy #1- Increase by 2,500 the number ofunits ofpennanent housing available to chronically homeless
people.
-Monitor the number ofunits needed
X
-Lease and Develop at a pace that ensures immediate availability ofimits
-Subsidize rental rates to coincide with the needs ofthe chronically homeless
-Convert emergency shelters to interim housing
X
-Convert transitional housing to permanent housing
X
Strategy #2- Provide Supportive Services to tenants ofpennanent housing
1-5
5-10
yrs
Strategy #1- Expand outreach edacity and aihance effectiveness throng the creation ofFour MultiDisciplinary Outreach and Service Teams operating according to the principles of Assertive Community
Treatment(ACT).
-Xmplemmt 2-5 person multidisoiplinary ACT outreach teams to target special populations
-Provide wireless capability to field teams
X
X
-Design ongoing training regime for outreach workers
Stiategy #2- Enhance collaboration between outreach workers and facilities referrals to
housing and supportive services.
-Designate a non-profit agency as the home for the ACT team
-Create centralized housing and savices database
-Develop referral agreements between outreach workers
-Expand availability ofpublished resource information about housing and sCTvices
-Host"Services and Housing Fairs"for the chronically homeless
-Engage the communityin finding persons in need ofassistance
X
X
X
X
X
X
1
1-5
5-10
yr
yrs
yrs
strategy #1- Streamline access to benefits by homeless people.
-Design Global Benefits Access Systm to electronically access client eligibility for benefits
-Adopt presumptive elifflbility policy to provide immediate partial benefits
-Train case managers and outreach workars to avert loss ofbenefits
X
X
X
Strategy #2- Hold all County Departments accountable for their success in preventing and ending
homelessness.
-Include homeless and housing related outcome measures in County Department Performance Based
X
Strategy #3- Advocate for changes to state and federal statutes and regulations.
-Advocate for state level f^linnges in supporting infirastructure and reduction ofrequirements for food stamps
-Advocate for federal changes:increasing the number ofSSI applications accepted
X
X
Strategy #4- Expand needed health, mental health and substance abuse treatmaat.
-Establish standard holistic health assessment protocol and a system ofrefennls .
-EniifTice existing heath care services available to the homeless
-Expand Dept. ofMental Health's ability to treat mental problems for those with or without diagnosis as
X
X
X
SMI
X
-Establish holistic health detoxification center
-Expand the number ofresidential treatment beds in the County
X
Strategy #5- Increase the number ofjobs and employers available.
-Increase the number ofemployers who hire homeless people
-Increase training and volunteer opportunities available to homeless people
-Expand local government hiring programs
-Expand tranRpnrtation options available to homeless people
X
X
X
X
1
1-5
5-10
yr
yrs
yrs
Strategy #1- Develop a new,local dedicated sustainable source offimding to implement this Plan.
-Commission an analysis to advise the 10-Year Plan on an approiniate iimding vehicle
-Interact with groups who are polling to gain infonnation
-Determine the vehicle(s)ofimplementation by March,2006
X
X
X
Strategy #2- Increase the public awareness ofhornelessness,its effects, what is required to end it and the benefits
to eachjurisdiction and entire community when it has ended.
-Prepare a cost-effectiveness analysis ofpermanent supportive housing in the Coxmty
-Refirame the issue ofhornelessness to issues that most concern the community
X
X
-Use success stories fiwm other counties
X
-Use a variety of media to increase awareness,including a 10-Year Plan webpage
X
-Engage private and public foundations and businesses to promote awareness
X
Strategy #3- Engage the pHlanlhropic community to make grants to implement the Plan.
-Community leaders will approach the philanthropic community
-Match implementation activities to fimding priorities
-Seek the generosity ofphilanthropists via various forms ofmedia
X
X
X.
X
X
X
X
X
X
Strategy #4- Engage the businras community to become involved in implementation ofthe Plan
-Appoint a small group ofcommunity leaders to approach top businesses
X
-Use various forms ofmedia to tout the generosity of&vers
X
Strategy #5- Build infinstnicture ofthe OfBce ofAffordable Housing to permit timely, collaborative applications
for new fimding resources.
-Add $50,000 grant preparation funding for OfBce ofAffordable Housing,Homelessness Concerns Coordinator
-Evaluate success ofthis investment for subsequent years
X
X
Strategy #6- Align Proposition 63 funding(Mental Health Services Act)with the goals ofthis Plan.
Strategy #7- Advocate for an increased investment by the State and Federal government.*;in ending homelessness
by increasing fimding available for housing and supportive services
-Utilize lobbyists to meet this strategy
X
X
X
-Support housing authority ofSanta Clara County in its request for a HUD Moving-to-wofk(MTW)program
Strategy #8- Advocate for federal and state govemraents to make funding distribution changes to create a single
repository offunds.
- Create a community repository of funding streams by restructuring distribution ofcompetitive grants
X
Strategy #9- Each City and Urban County which receives federal block grant funding for which funding of
homelessness services and housing are eligible — e.g. CDBG,HOME and ESG — shall dedicate an annually
determined percentage ofthose funds to a single repository to support implementaticn ofthis Plan. The application
process for the consolidated funds will be coordinated and streamlined between jurisdictions.
-Explore fixture consolidation and streamlining offederal and state grants with County and City CDB6G
X
coordiuators. Money saved could be used to implement the Plan.
-Repository funds to be administered by a group such as CDBG Coordinators group
X
Strategy #10- Coordinate and streamline funding application processes and administration ofCity/County-fimded
grants between jurisdictions.
1
1-5
5-10
yr
yrs
yrs
Strategy #1- A Plan Implementation Oversi^t Body will be created by the Santa Clara County Board of
Supervisors and charged with primary responsibility-to ensure plan implementation.
-Establish Plan Implementation Oversight Committee
-Invite assistance of Santa Clara Countywide Collaborative on Affordable Housing and Homeless Issues
-Create senior-level oversi^t position within County Office ofAffordable Housing
1
X
X
X
1
1-5
5-10
yr
yrs
yrs
Strategy #1- Each plan component will contain data-based outcome measures for intermediate and long-term
goals which are realistic but chaUenging to meet our overall goal
-Set outcome measures for components
X
-Request development ofoutcome measures fiom each involved agency/organization
X
Strategy #2- Measure success in meeting outcomes utilizing the Homeless Management Information System as
the cenhal data source.
-Expand pfflticipation ofhomeless and mainstream service providers
-Link de-identified data fi-om County and City"mainstream" systems to the HMIS
X
-Ensure that data collected will measure success in meeting outcomes
X
X
Strategy #3- Track and communicate success in enga^g and housing chronicdly homeless people to engage
the community in the response to homelessness.
-Utilize the HMDS data to track number of people engaged in care, services and housing,and units obtained
-Develop a PR/commimications team to speak to the community about the success ofthe program
X
-Engage community groups to educate the community about the success ofthe outreach teams
X
X
DRAFT - April 25,2005
events,simultaneously fostering goodwill and educating the community on the
presence and success of the outreach team.
Strategy #4 Analyze Data to Sustain and Improve Response to Chronic Homelessness.
A designate^ County entity will analyze data as a basis for policy analysis and
recommendations to the Plan Implementation Oversight Body for plan amendment.
Action Steps
=> The Office of Affordable Housing will be charged with overseeing the analysis of
data, and with making recommendations to the Oversight Body for plan
amendment
The staffing of or budgetary resources of the Office of Affordable Housing will be
increased to permit effective data analysis.
Keys to Housing! A 10-Year Flan to End Chronic Homelessness in Santa Clara County
45
DRAFT-April 25,2005
APPENDIX A
The Plan Implementation Oversight Body will be presented with an Implementation
Chart emulating the prototype which follows:
IMPLEMENTATION CHART
Outcome
objective
'Strategies/Action
steps
Entity to
Estimate
Responsible
organization
Target
Current
dates
status
Budget
Outcome objectives, strategies and action steps will be included in the Chart. The Plan
Implementation Oversight Body will complete the remaining colurrins to track its work.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
46
DRAFT - April 25,2005
Data from County and City "mainstream"(Health and Hospital,Social Services
and Criminal Justice)systems will be linked to the HMIS. The data linked will be
"de-identified," that is, not reveal the identity of the person whose data is linked.
o Representatives from these systems and County Counsel will meet to
determine how data can be shared to 1)assist in client assessment and
treatment and/or 2) assist in measuring plan outcomes while maintaining
legal obligations ifor client confidentiality and privacy.
Ensm-e that we are collecting data which will measure success in meeting
outcomes,including by:
o determining a process for collecting housing retention data, and
o conducting a street, shelter and transitional housing count and needs
assessment every other year.
Strategy #3 Track and communicate successes in engaging and housing chronically
unhoused people to engage the communitv in the response to homelessness. Publish
accurate information in public places, utilizing a "report card" format, which chronicles
the successes as our plan is implemented. Also target private landlords, housing
developers, and real estate associations and others who may then choose to assist in
implementing the plan.
Action steps
Utilize the data collected by HMIS to aggregate information and track the number
of people engaged in the continuum of care,the number and types of services
offered, and the housing units obtained by clients. Couple this information with
testimonials from the formerly homeless about their experiences with the
outreach efforts and their successes in getting housed.
!=> Develop a Public Relations/Communications Team to travel throughout Santa
Qara County and speak to City Councils, businesses, discharging institutions,
churches,schools and the homeless population about,the successes of the
outreach team in engaging and housing unhoused people. This team will
coordinate the information released to the media,making certain to reach out to
culturally specific, multilingual media, and maintaining privacy standards in all
data releases.
=> Engage various community groups,such as fire departments, the Veterans
Association, and law enforcement departments,through localized community
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County ,
44
A RESOLUTION ATTESTING TO THE COMMITMENT OF THE COUNTY OF SANTA CLARA
TO END CHRONIC HOMELESSNESS IN 10 YEARS
WHEREAS, chronically homeless individuals and families, thpse with the most persistent forms of
homelessness, are afflicted not only by poverty but also chronic conditions such as mental illness and
substance abuse; and
WHEREAS, many of these individuals and families cycle repeatedly through our local shelters,
hospital emergency rooms, psychiatric wards, detoxification programs, and criminai justice system; and
WHEREAS,the abolition of chronic homelessness requires collaboration and coordination of
resources at all levels of government, together with community institutions, businesses, and faith-based
organizations, to best determine how to implement prevention and intervention strategies,
NOW,THEREFORE,BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE COUNTY
OF SANTA CLARA THAT:
The County of Santa Clara endorses the goals, strategies and action steps of"Keys to Housing: A
1.
10-Year Plan to End Chronic Homelessness in Santa Clara County" and supports working in
partnership with other levels of government, the business community, non-profit housing and
services providers, philanthropies, and others to implement this plan,
The County recognizes that additional resources will be required in order to meet the ambitious
goals in the Plan and that local government resources are not adequate to achieve these goals.
The County of Santa Clara will look for opportunities to implement the strategies and action steps
as set forth in "Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara
2.
3.
County."
PASSED AND ADOPTED by the Board of Supervisors of the County of Santa Clara. State of
California, on May 3, 2005, by the following vote:
AYES* ALV2tSAD0f' BE&LIi# 6AGB/ KNISS/ MCHUQ8
NOES:
i. KfOWSI
ABSENT:
ABSTAIN; k
LIZ KNISS. Chair
Board of Supervisors
Signed and certified that a copy of this Document has been delivered by electronic or other means to the
Chair, Board of Supervisors.
ATTEST:
PHYLLIS^PERE/
Clerk of the Board of Supervisors
APPROVED AS TO FORM AND LEGALITY:
0\A/Os
LESLIE ORTA
Deputy County Counsel
Attachment D - BOS Resolution to Commit to
Ending Chronic Homelessness
. In 10 Years - May 3, 2005
SWAY 0 3 ZOO!
BOS 5/3/05
Item CE07050305
Attachment B
DRAFT - APRIL 25,2005
KEYS TO HOUSING:A 10-YEAR
PLAN TO END CHRONIC
HOMELESSNESS IN SANTA CLARA
COUNTY
A Blueprint for the Communities of Santa Clara County
May,2005
DRAFT - April 25,2005
MEMBERS OF THE SANTA CLARA COUNTY TASK FORCE
TO END CHRONIC HOMELESSNESS IN 10-YEARS
Co-Chair
Don Gage
Jim Beall
Campbell
Cupertino
Joe Hernandez,City Council Member
Patrick Kwok,Mayor
Gilroy
Marilyn Roaf,HCD Coordinator
Chair of the Outreach to and Engaging Unhoused
Co-Chair
People Working Group
Los Altos
Susan Russell
Los Altos Hills
Maureen Cassingham,City Manager,Steve Garcia
Barry Bakken,Chair,Comihunity Services Commission
Felix Reliford,Principal Housing Planner
Mayor Dennis Kennedy - to be assigned
Los Gatos
Milpitas
Morgan Hill
Mountain View
Adriana Garefalos,Sr.Planner, CDBG
Palo Alto
Kathy Espinoza-Howard,Director,Human Services
San Jose
Ken Yeager,City Council Member,
Santa Clara
Patricia Mahan,Mayor
Mayor Kathleen King
Ron Swegles, Vice Mayor
Chair of the Housing Working Group
Saratoga
Sunnyvale
SCVHHS
Mental Health Department
Alcohol and Drug Services
Social Services Agency
II
Robert Sillen, Director
Nancy Pena,Director,Bruce Copley
Robert Garner,Director
Will Lightboume,Director
Frank Motta,Housing Department
Chair of the Access to Mainstream Benefits and
Employment Working Group
Department of Correction
Cynthia Stoops,Family and Children's Services
Edward Flores,Chief
Court System
Stephen V.Manley,Judge
Office of tire Sheriff
Laurie Smith,Sheriff, Steven Angus
Marjotie Matthews,Director
11
Chair of the Prevention Workine Grouo
Office of Affordable Housing
County Homeless Coordinator
City of San Jose Homeless
Coordinator
Housing Authority of Santa Clara
County
see Collaborative on Affordable
Margaret Gregg
RayTovar
Chair of the Assessing Need and Measuring Success
Working Group
Candy Capogrossi,Deputy Director
Poncho Guevara,Chair
Housing and Homeless Issues
Homeless Advocate
Norm Carroll
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
Homeless Advocate
Douglass Murphy
Advocate for Emancipated Youth
Nistha Jolly
Bmancloated Youth
Working Partnerships USA
Bob Brownstein
Silicon Valley Leadership
Shiloh Ballard
Group/Housing Action Coalition
Interfaith Council
Don De Leon
United Neighborhoods
Ed Rast,Leonard Williams
Home Builders Association of
Beverley Bryant
Northern California
Tlie Nolan.Foundation
Bill Nolan
Interagency Council on
Ed Cabrera,Interagency Homeless Coordinatox,Region
Homelessness
JX
Congressional District 14 - Anna
Lily Toten,Field Representative, Sandra Soto,Chief of
Eshoo
Staff
Congressional District 15 - Mike
Arellano Bernadettc,Field Representative
Honda
Congressional District 16 - Zee
Lofgren
Zee Lofgren,Congresswoman,Kathleen Collins,
Congressional Assistant
Congressional District 11 - Richard
Nicole Goehring
Pombo
California State Assemblymember
Sally Lieber(District 22)
United Way of Silicon Valley
Harry Adams
Mark Walker
Chair of the Funding Working Group
[ Housing Trust ofSanta Clara County
Additional Members of the Working Groups to the Task
Force
In addition to the Task Force members who chaired and participated in the
Working Groups,and are not re-named here, many people gave their time and
talent in the Working Group process. Six different Working Groups met three
times each to make recommendations on Plan content to the Task Force. The
Task Force thanks all of these community members.
Eve Agiewich
Wolfram Alderson
Ray Allen
Betsy Arroyo
Lee Barford
Laura Barreras
Chris Block
Courtney Bober
Keys to Housing; A10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
Katherine Bock
Carolyn H.Brown
Dina Campeau
Rita Castro-Hawkin
Tracey Chew
Michelle Covert
Trish Crowder
Jeff Davis
Jeff Dennis
Wendy Denton
Mary Helen Doherty
Bob Dolci
Alison Dougherty
Yolanda Engiles
Amy Estes
Barbara Fahner
Vicky Garcia
Grace Gillis
Carol Gogstad
Jose Gonzalez,Sr.
Sparky Harlan
Holly Herrell
John Holland
Sherry Holm Lebow
Lynn Magruder
Gloria Malander
Lynne Martin
Christine McNulty
Wilma McQuarters
Lynn Morison
Sandra Murillo
Arlette Musallam
Laura Nichols
Jenny Niklaus
Nancy Noel
Maria Eva Pangilinan
Sandy Perry
Bonnie Reed
Maria Romero-Aranda
Denise Scoval
Edith Sona
Art Taylor
Doug Taylor
Lynn Terzian
Susan Walsh
Phyllis Ward
Rristie Kesel
ACKNOWLEGEMENTS
The Ten Year Task Force gratefully acknowledges the significant contributions made by
many individuals in the creation of this plan.
Administrative support to assist the Task Force was generously provided by: Maureen
O'Malley-Moore (for Don Gage),Jean Cohen (for Jim Beall),Lynn Terzian(Office of
Affordable Housing),Tina West(for Ken Yeager),Janis Welsh(United Way of Silicon
Valley), and Carla Cisi(Department of Correction).
We also acknowledge the work of HomeBase/The Center for Comnlon Concerns in
facilitating our planning process and generating this document.
SPECIAL THANKS
Special thanks to the Sobrato Foundation and the Charles and Helen Schwab
Foundation for their financial contributions toward the costs of producing this plan.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
THE CONTENTS OF OUR BLUEPRINT
Orientation to the Plan:
The Goal: We Will End Long-Term Homelessness in Santa Clara
County within 10 Years
We Know How to End Long-Term Homelessness in 10 Years
Our Outcome Objectives
The Strategies and Action Steps:
Prevention of Chronic Homelessness, page 14
Permanent Housing with Supportive Services, page 18
Engaging Unhoused People in our System of Services and Housing,page 22
Increasing Incomes through Benefits Access and Employment,page 26
Garnering the Resources, page 32
Plan Administration, page 39
Appendix A
©
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - April 25,2005
OUR GOAL
VWtat is "long-term" or "chronic" homclessness?
This plax^ is a blueprint toward ending homelessness for individuals and families who have been
• unhoused for more than a year, or who have had four episodes of homelessness within
three years;
• live in a place not meant for humans to live or live in an emergency shelter;and
• who are disabled with a mental health condition, physical illness or substance abuse
problem.
Data show that those who are chronically homeless utilize most of the community's resources
within the homeless service system and are costly to mainstream systems because offrequent
interactions with hospitals, mental health crisis services and the criminal justice system.
What about others who are unhoUsedl
The community must continue to implement strategies toward preventing and ending all
homelessness. This plan is not meant to supplant those efforts, Especially important to this end is
the development of housing which is affordable to those with extremely low incomes. As we are
successful in ending long-term homelessness, our resources to end all homelessness in Santa Clara
County will increase.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - April 25,2005
The Goal: We Will End Long-Term Homelessness in Santa Clam County
Within 10 Years
Santa Clara County is home to many nationally-recognized, best-practice and
evidenced based programs which assist people who are unhoused regain and then
maintain permanent housing which they can afford.
When people become stably housed,the quality of life indicators traditionally
recognized in this community vastly improve: health, education,employment,
engagement in the community.
For that family or person stably housed,the cost of support the community bears
for emergency housing,jail, health care and income supports significantly
decreases.
So why haven't we ended homelessness here? Because we haven't coupled the rich
knowledge and experience of this community with the resources to implement to scale
the sound policies we know work.
We are ready to bring an end to the human misery and lost potential and to invest in
cost-effective strategies to end long-term homelessness in this County within 10 years.
What Causes Homelessness?
Homelessness arises from the intersection between personal hardship or failure and
systemic breakdowns.
These personal hardships include:
• Mental health conditions and/or alcohol or drug addiction
• Generational poverty
• Lack offamily and social networks
• Lack of education and job skills
• Domestic violence or divorce
• Serious illness
Systemic breakdowns include:
• Lack of affordable housing
• Cutbacks in health, mental health and alcohol and drug treatment services
• Lack of other key services, including affordable child care, transportation,
education and job training
• The lack of employment opportunities at a wage affordable for housing
Keys to Housing; A i.U-Year nan to iind Uuonic Homelessness in banta Uara Clounty
T~
DRAFT-April 25,2005
WE CAN SUCCEED
Homelessness in Santa Clara County
According to the 2004 Santa Clara County Homeless Census and Survey,there
are 7,646 unhoused people at a point in time in Santa Clara County,a
conservative number since it does not include the marginally housed.
Of these,35% are chronically unhoused individuals,and in addition,there are
chronically unhoused families.
Over one-third of unhoused people were in shelter facilities and nearly 2/3
were unsheltered. At least 16% of unhoused people in the street and shelters
were in families; approximately 11% of survey respondents had children
under the age of 18 living with them.
One in five survey respondents reported that the primary cause of their
homelessness was due to alcohol or drug use. Further,almost half of all
homeless respondents have experienced alcoholism or drug addiction, Other
key causes of homelessness included economic factors such as job loss,
unemployment and the inability to pay the rent or mortgage.
Keys to Housing: A 10-Year Plan to End Qironic Homelessness in Santa Clara County
DRAFT-April 25,2005
s
We Know How to End Long-Term Homelessness in 10 Years
We will end long-term homelessness in this community by:
t
Preventing its occurrence.
Most people who are chronically homeless cycle through our health and hospital,
criminal justice and/or foster care systems. Our systems aren't uniformly
coordinated well to link a person exiting one of those systems with the support
and housing needed. Consequently, many now are discharged into
homelessness. Under the 10-Year Plan our systems will become "housing
conscious"-immediately assessing housing status of those entering, and then
beginning to plan for discharge, Unking all to case managers to facilitate housing
and services at exit.
T
Providing permanent housing with access to treatment,services and income to
faciUtate long-term housing retention.
People who have lived on the streets for years and who have been resistant to
accessing our services and housing in the past, will not be required to access a
continuum of interim housing - shelter, then transitional housing - before
accessing permanent housing. Data is clear that the stability occasioned by
permanent housing placement with supportive services available results in
permanent housing retention and the dimination of homelessness.
T
Engaging chronically unhoused people to use our services and housing.
Many chronically unhoused people need specialized,intensive assistance in
order to get back into housing and to be linked with the services and treatment
they need for ongoing stability. They suffer from serious mental health
conditions, drug or alcohol addiction and chronic physical illnesses. Making
them even more difficult-to-serve, many have more than one of these conditions.
Not having been able to get the help they need,many have grown increasingly
distrustful of the service system and isolated. We will utilize specially trained
outreach teams to make contact with individuals on their terms and in the
locations where they typically congregate to first develop a trusting relationship
and address immediate needs and then to provide the intensive assistance
necessary when clients are ready and able.
T
Accessing Income Supports and Employment.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - AprU 25,2005
Chronically unhoused people are not accessing government benefits for which
they are eligible for reasons that include a lack of information, difficulties in
completing all the different application requirements and producing the
necessary documentation, and/or fear or reluctance to access the service system
because of previous negative experiences. Our 10-Year Plan calls for a
streamlined one-stop benefits assessment and application process and presumed
eligibility for some benefits so that unhoused people can immediately reap of the
benefits of income. Some chronically unhoused people are able to work,
especially if positions are customized to their particular skills and abilities. Our
10-Year plan calls for employers to participate in customized employment
programs. As unhoused people garner living wages, their need for subsidized
housing will decrease.
Establish an infrastructure to ensure success,
Our plan incorporates a strong Plan Implementation Oversight design,
mechanisms for measuring and publishing success and for garnering the
financial resources which will be required to end homelessness.
Engage the entire community.
Woven throughout this plan are strategies which acknowledge that our success
in ending long-term homelessness requires the participation of all of the
community. Business,labor, philanthropy, government, nonprofits,faith based
organizations, unhoused people,neighborhood associations, housing developers,
funders, citizens and real estate associations — all have a role to play.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
10
DRAFT-April 25,2005
Our Outcome Objectives
Bousing:
The number of chronically unhoused people living in Santa Clara County v\nll decrease
each year so that chronic homelessness is ended in the community in 10 years. While
our first outcome objective will be measured by success after 5 years,in order to meet
the outcome we anticipate aggressive work in years 1-5 to increase units available to
chronically homeless people. The number of housing units needed will be adjusted
throughout the term of this plan and so the outcome objective is stated in terms of the
percentage of then-needed units becoming available:
Year 5:
50%
Year 6:
Year 7:
Year 8;
60%
70%
80%
Year 9:
Year 10:
90%
100%
The number of chronically unhoused people residing in the County will be determined
by Homeless Management Information System(HMI5)data and the biennial street
count.
Prevention:
1,
The munber of people in our community discharged from:
n the foster care system into homelessness
n
n
mental health institutionsinto homelessness
correctional institutions into homelessness
n
hospitals and medical clinics into homelessness
will decrease by;
Year 2: 50%
Year 5: 75%
Year 10:100%,
2.
People who are housed in permanent housing through discharge planning
efforts will retain their housing for at least two years.
The overall number of people prevented from becoming homeless will be
determined by:
Keys to Housing; A 10-Year Plan to End Chronic Homelessness in Santa Clara County
11
DRAFT-April25,2005
the number of"newly homeless people"from HMIS data
the number of people who have returned to homelessness, the number of
days they were homeless and the length of time between episodes of
homelessness,from HMIS data]
Outreach:
1.
25% of those engaged will connect to services and/or housing within 6 months.
2.
Information regarding homeless targeted housing and services available in the
community will be accessible in real time by;
Year 1
Year 3
3.
70% complete
100% complete
County homeless housing and services data systems wiU be integrated into a
central database within5 years,
4.
Of the chronic homeless population outreached to through the ACT team, this
percentage will be housed:
Year 1:
Year 2:
Year 5:
Year 10:
5.
10% will be housed
25% will be housed
60% will be housed
100% will be housed
All chronically homeless people housed will maintain their housing for at least 2
years.
The change in number of people who access our services and housing system will be
measured by HMIS data.
Accessing Mainstream Benefits and Employment:
1.
100% of chronically unhoused people who seek income benefits wiU be assessed
for benefits.
2.
100% of chronically unhoused people assessed will receive the income benefits to
3.
100% of those who seek a health-related assessment will be assessed.
which they are entitled.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
12
DRAFT - April 25,2005
4.
100% of those assessed as needing health-related treatment will receive
treatment.
5.
Universal adoption and use of standard holistic health assessment for all
unhoused people will occur by tire end of Year 1.
6.
The number of new detoxification beds for chronically unhoused people will
increase by at least 10% annually until data indicates that there is no longer a
need to increase.
7.
8.
The number of chronically unhoused people employed wUl increase by 10%
annually in years 1-5, and then by 50% annually between years 6-10.
The number of chronically unhoused people earning a living wage will increase
by 10% annually in years 1-5,and then by 50% annually between years 6-10.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
13
DRAFT - April 25,2005
PREVENTION OF CHRONIC HOMELESSNESS
Santa Clata Co^&nty(SCC)has excellent models of effective discharge planning
programs which:
Provide Intensive Case Management for Frequent Users of Hospital Emergency
Departments through a Mainstream,Homeless-Targeted,Philanthropic
Collaboration:The Hospital Council of Northern and Central California(HCNCC)has
developed a countywide intensive case management program for frequent user
patients of hospital emergency departments in SCC called the New Directions project.
This is a collaborative project among County and nonprofit agencies and SCC
hospitals,funded by the Health Trust,to eliminate unnecessary use of emergency
departments and reduce avoidable hospitalizations. HCNCC and its partners increase
linkages to primary care and community resources,such as housing, mental health,
transportation,and substance abuse treatment programs;to further assess patients'
psychosocial needs;and to refine the case management model. Project partners
include the County Office of Affordable Housing,Department of Alcohol & Drug
Services, Department of Mental Health,Social Services Agency, Valley Medical Center,
and O'Connor,Saint Louise Regional and Stanford Hospitals.
Provide Chronically Homeless People Services in Lieu of Incarceration through the
SCC Adult Dual Diagnosis Treatment Drug Court. SCC's Adult Dual Diagnosis
Treatment Drug Court provides substance abuse treatment for adults who are charged
in adult criminal courts and might otherwise be sentenced to jail. The court is
designed to target effective treatment services to break the cycle of criminal behavior,
alcohol or drug abuse and incarceration,by funding alcohol and drug treatment and
additional services that support substance abuse treatment. SCC is utilizing a three-
year SAMHSA grant to provide expanded services to about 275 new clients in its Drug
Court,of which 50% will be homeless.
Link those discharged from jail with services. Through the PALS(Providing
Assistance with Linkages to Services) program. Upon release from jail, clients are
given direct assistance to help them access County and community services. Examples
of these services include medication support, mental health services, on-going
substance abuse services, housing assistance and help with obtaining SSI and other
entitlements. The goal of the program is to promote engagement in treatment and
support services, which will assist them in maintaining stability.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
14
DRAFT-April25,2005
PREVENTION
Prevent Homelessness Through Effective Discharge Planning
PREVENTION of homelessness is the most cost-effective and humane way of
addressing homelessness. Many people become homeless upon discharge from public
institutions, including hospitals and other health and mental health care facilities.Jails
and prisons and the foster care system. DISCHARGE PLANNING is an effective
prevention strategy that focuses on ensuring that people leaving public institutions are
linked with tlie housing and support services they need to avoid becoming homeless.
Strategy #1 Screen for homelessness and at-risk sitatus during initial intake with clients
entering healthcare,criminal justice and foster care systems and initiate case
management services immediately.
Effective discharge planning begins with early identification of clients who will need
assistance to avoid Wng discharged into homelessness. This assistance includes not
only planning for housing but also addressing other related service needs.
y
Action Steps
=>
Develop a uniform web-based assessment tool and provide staff training in
conducting assessments.
For clients identified as homeless or at-risk, provide triage services addressing
immediate needs for physical health care, mental health care and shelter for the
night.
Initiate case management services as early as possible to address longer-term
needs,including need for housing at time of discharge. Case management can
either be provided through on-site case managers at the facility or through
referral to the centralized case management team depending on the length of
time the person is in the system prior to discharge.
Strategy #2 Establish a Countywide centralized case management team to provide
assistance to clients while in public institutions and plan for discharge.
Case management is the key to effective discharge planning as it is the case manager
that assists clients in identifying their needs and linking them with housing and support
services to ensure ongoing stability. In addition to helping clients access housing,case
managers,help link them to benefits, health and mental health care,substance abuse
treatment,employment and training,credit counseling,legal assistance, and
transportation.
Keys to Housing; A 10-Year Plan to End Chronic Homelessness in Santa Clara County
15
DRAFT - April 25,2005
Action Steps
=> After initial assessment upon entry into the system, provide case management
services to clients who are homeless or at-risk to address immediate service
needs and plan for housing and service needs upon discharge. As appropriate,
involve client's next-of-kin and members of their networks to assist in helping
them to regain stability.
=> Implement a commtmity case management model,such as utilized by the New
Directions project, whereby case managers follow clients from moment of
referral until they are stabilized in permanent housing.
=i> Enhance Homeless Management Information System to facilitate informationsharing among discharging institutions, housing providers, service providers
and the centralized case management team,
Strategv #3 Divert unhoused people arrested for public inebriation and nuisance
violations from the criminal justice system.n
Arresting unhoused people for petty offenses is both expensive and ineffective. A more
successful way to avoid further problems and unnecessary recycling in and out of jail is
to refer them to other facilities that can better address the roots of their problems,
including both their homelessness and any mental health or addiction disabilities that
contribute to their inappropriate behavior.
Action Steps
=> Develop new criminal justice system policies so that public inebriation due to
drugs or alcohol and disruptive behaviors and nuisance crime violations due to
inebriation or mental illness are not chargeable offenses.
=?■ Create temporary overnight sobering centers so that police can divert clients to
these facilities rather than putting them in jail or dropping them off at shelters
and hospitals. Create appropriate incentives for police to utilize these facilities.
=> Create alternatives to incarceration for mentally ill clients, including temporary
overnight mental health centers and lock-down facilities.
Ct
Strategy #4 Provide necessary assistance to youth to prevent homelessness and assist
them in achieving self-sufficiency.
There is a strong correlation between participation in the foster care system and
homelessness; nationwide, as many as 25% of youth in the foster care system end up
homeless within 2-4 years. For this reason, it is extremely important to assist youth in
making the transition from foster care to independence. This involves not only helping
Keys to Housing: A1 D-Year Plan to End Oironic Homelessness in Santa Clara County
16
DRAFT-April 25,2005
them to access housing, but also making sure they have the education,job skills axui life
skills necessary to be self-sufficient. In addition,in order to achieve successful
independence,some youth need treatment for health, mental health or addiction
problems,
Action Steps
^ Educate those who interact with youth(teachers, doctors, after-school program
providers,counselors, etc,) about the signs of homelessness and at-risk status
and about the resources available to assist youth in this situation.
Establish a post-emancipation case management program for "graduating"foster
youth to facilitate successful independent living.
Create an option for foster youth to emancipate between 18 to 21 years of age(or
until academic studies are finished), thus aUowing continued supportfrom the
State for those youth who chose to emancipate later than 18 years of age. Youth
in this range could continue to reside in foster parent's home or move to
supported housing as long as they continue in post-secondary school education
or job training/vocational education.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
17
DRAFT - April 25,2005
PERMANENT HOUSING WITH SUPPORT SERVICES
What is permanent housing under this Plan?
v Unit with a place to:
• Sleep
• Cook {microwave,refrigerator, stove)
•
Bathe
v Provides residents with rights of tenancy
v At a rental the tenant can afford, up to 30% of their income
v Accessible (universal design)
v Meets code for safety
v Is linked to voluntary and flexible supports and services designed to meet
resident's needs and preferences (for permanent supportive housing)
Did you know,Santa Clara Coimty has many excellent permanent supportive
housing projects and two housing first projects:
Off the Streets to.Permanent Housing,Harm Reduction Program: Utilizing federal Health and
Human Services,Substance Abuse and Mental Health Services Agency(SAMHSA)
implementation grant,and led by the City of Palo Alto Human Services Director, the northern
see and adjoining southern San Mateo cities met monthly to implement the exemplary best
practice to respond to chronic hoinelessness identified in the planning phase of this project. The
group agreed on and specifically designed best practices in outreaching to,engaging,housing
and serving people who have been living on the streets(the project is called Off the Streets). This
planning group consisted of approximately 25 community,experts from a wide-range of
organizations,including police departments,human service providers,housing developers,
business leaders"Ind homeless and formerly unhoused people. The housing/services portion of
the project is based on New York's Pathways to Housing Program,and when fully implemented
will house and serve 100foririerly chronically unhoused people, In December,2004,
IrmVisiomThe Way Home sponsored the first phase of implementation,by housing 15 people
through master-leasing.
Housing Homeless Families Utilizing Housing First Approach: Housing First is a methodology
to shorten stays for families in emergency shelters and rapidly re-house them in their own
apartments. The Charles and Helen Schwab Foundation,the Emergency Housing Consortium,
the Housing Industry Foundation,InnVision,the Housing Authority of SCC and the Sobrato
Family Foundation collaborated to pilot a Housing First approach in SCC. The goal of the
project is to relocate at least 125 homeless families annually into permanent affordable housing as
quickly as possible, providing follow-up case management services to ensure their stability. The
Schwab Foundation has allocated $410,000 to the Housing First initiative for grants and
evaluation; the Sobrato Family Foundation and the Housing Industry Foundation are
contributing $50,000 each.In addition,the Collaborative originally leveraged a commitment of
100 Section 8 vouchers per year to the program,worth at least $1.4 million annually.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
18
DRAFT - April 25,2005
HOUSING
Provide Permanent Housing with Supportive Services Available That is
Affordable to Chronically Unhoused people
It is axiomatic that homelessness does not end until a person becomes housed. Santa
Clara County will^^tilize a "Housing First" approach to ending homelessness.
"Housing First" identifies housing as the basis for all the other work that people who
are unhoused must do to regain stability and enhance self-sufficiency. It first seeks to
assist people in accessing stable housing as quickly as possible.
Once in housing,it works to link tenants with services and supports to address other
needs. For some, transitional services for a limited time is all that is needed, while for
others,long-term support is necessary.
As services are accessed,income should increase either by way of government benefits
or employment. We anticipate that some of those housed will be able in a short time to
sustain their tenancy in a permanent unit priced at a rate affordable to people with
extremely low incomes; that others will require rental subsidies for a year or two as
they work their way back into the job market and that a third group will require
continual rental subsidies because of an inability to Work and government income
benefits at levels insufficient to support housing. We also expect over time that some
tenants will be economically able and chose to transition to unsubsidized housing.
While we value the permanent affordability of units we"own," we cannot wait to
acquire/develop all the units we need and therefore will master-lease xmits,seeking
long-term rental agreements with rental caps,
Finally, while this plan calls for the development of units for chronically unhoused
people,it is important that these efforts not supplant efforts to develop housing for
nonchronically unhoused people. Continued production of units affordable to those
with extremely low incomes is necessary for all homelessness in the community to.end.
Strategy #1 Increase bv 2,500 the number of units of permanent housing available to
chronicallv unhoused people.
We will increase units available for chronically unhoused people by master-leasing,
building, purchasing and/or rehabilitating units of permanent housing.
Action steps
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
19
DRAFT-April 25,2005
=> Monitor the number of units needed; The'number of units needed to end chronic
homelessness is determined by:
o The number of people currently homeless(accounting for families who
need one unit with additional bedrooms); plus
o Those who will be discharged from prison,jail, health care, mental health
care and foster care systems into homelessness and who entered as a
chronically unhoused person; plus
o The number of unhoused people who are at-risk of becoming chrordcally
homeless: those who have been hoiheless for more than 10 months,or
three times over two years, who are disabled and who are living either in
a place not meant for human habitation or in emergency shelter; plus
o The number of ELI units we anticipate losing; less
o Units in the pipeline.
The number of units we need to develop should be reviewed every other year
using the above formula after the street count has been completed.
=> Lease and develop mrits at a pace to ensure that units wiU become available
immediately,that affordability is s'Ustained and that we meet our goal of ending
homelessness in 10 years.
o Utilize different housing structures and venues to accommodate the
community's housing stock, housing prices, and tenants' varying needs
and preferences.
o Wliib geographic diversity is preferred so that those who are unhoused
can remain in their own community,housing price realities also must
considered in siting units,
o In the first five years of the plan,tire mix between leased and developed
units will be 60% leased and 40% developed,and that units wiU first be
leased,
o The housing pipeline will be evaluated as needed and at least twice a year,
o To assist in evaluating the housing pipeline and to aid in development
efforts, each jurisdiction is asked to track and provide to the Plan
Implementation Oversight Body on an on-going basis:
» Units in that jurisdiction's pipeline by income level
» Inventory of vacant land suitable for developmentfor permanent
housing
n Inventory of units appropriate for ELI housing if rehabilitated
n Inventory of vacant units by income level
o The Plan Implementation Oversight Body will explore utilizing the
existing HousingSCC web-based inventory of affordable housing to track
units available by income level in each jurisdiction.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-April 25,2005
o Provide incentives for developers to dedicate units to extremely low
income/unhoused people by targeting jurisdictional revenue to activities
which help to sustain affordabiliiy of the units such as debt reduction,
rental subsidies,long-term leases with rental caps,
o Engage local landlords and housing developers including through Real
Estate Associations to rent/build units for chronically unhoused
population
o Designate an office, such as in the Housing Authority of Santa Clara
County, or through HousingSCC,to be responsible for encouraging
landlords to accept unhoused people as tenants by conducting outreach
and education about homelessness and the availability of support services
to resolve problems and facilitate ongoing tenant stability.
=> Set rental rates to be consistent with the needs of chronically unhoused people.
Currently it is anticipated that
o 1,000 units will be developed which are affordable to people with
extremely low incomes(0-30% of the area median income),
o 500 units will be leased and require shallow rental subsides for a period of
two years,and
o 1,000 unit will be leased and require deep rental subsidies for some
period,and then shallower rental subsidies on an on-going basis.
s=> Access to permanent units will be through either:
o Immediate placement; or
o Guaranteed placement after completion of a 60-90 day stay in serviceenriched interim housing (those leaving early are still eligible for Housing
First program).
Which approach is utilized for a particular person will depend upon housing
available,consumer choice and landlord preferences. The successes of tenants
entering permanent housing under both approaches will be tracked and
resources adapted accordingly.
=> Convert transitional housing units currently serving chronically unhoused people
to permanent housing and amend as needed zoning and other regulations to
permit conversion.
=> Emergency shelters primarily serving chronically unhoused people should be
converted as^feasible to service-enriched interim housing; no additional
emergency shelters for chronically unhoused people should be created.
Strategy #2Provide Supportive Services
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - April 25,2005
Supportive services will be available to tenants of all permanent supportive housing
programs at venues which ensure easy access, and on-site is the preference. The
package of services and support will be integrated and individualized designed to
maximize health, self-sufficiency and quality of life.
Keys to Housing: A10-Year Plan to End Chronic Homelessnessin Santa Clara County
22
DRAFT-April 25,2005
ENGAGING UNHOUSED PEOPLE IN OUR SYSTEM OF
SERVICES AND HOUSING
Did
you know...
Santa Clara County has in place an infrastructure for information and referral:
Through the Community Technology Alliance these services are available
communitywide: A toll-free shelter bed hotline(1-800 7SHELTER)provides
information about shelter in the nine Bay Area Counties. SCC callers can hear
information in Spanish or English and,in most cases, speak directly to shelter
staff for accurate information about current bed availability. The Community
VoiceMail system provides telephone capability directly to the homeless or
near homeless,enabling them to attain housing and job information to increase
their independence,self-esteem, and self-determination. HelpSCC,an internet
based directory of up-to-date, accurate information about SCC health and
human services, allows staff at agencies and populations at risk to find the
services they need. Housing SCC provides online information about subsidized
housing searchable by wait list status,services, amenities and population
served.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-April 25,2005
OUTREACH TO AND ENGAGEMENT OF UNHOUSED PEOPLE
Enhance Outreach To Link Unhoused people With Housing, Treatment and
Services
OUTREACH is an essential tool for reaching many unhoused people,especially those
who have been chronically homeless and/or have mental health or addiction
disabilities. This population is often paranoid and extremely reluctant to interact with
the service system due to previous negative experiences. Outreach teams bring services
out to clients and provide them in a manner that is sensitive to the "street or outsider"
culture they have been living in. In this manner,they are able to build trust, engage
clients and help them to access tire assistance they need to transition back to housing
and health.
Strategy #1 Expand outreach capacity and enhance effectiveness through the creation of
Four Multi-Disciplinary Outreach and Services Teams operating according to the
principles of Assertive Community Treatment fACT).
Assertive Community Treatment(ACT)is a type of service provision that is proven in
its effectiveness at engaging hard-to-reach homeless people. Outreach teams operating
according to ACT principles focus initially on developing a trusting relationship with
clients and on meeting their immediate needs. Building trust will require that the ACT
outreach teams have the resources needed to deliver what they have promised. Once
the client's situation has stabilized and a rapport is established,the teams work
intensively to link clients with housing and ihe services they need to move out of
homelessness.
Action Steps
^ Implement four,2-5 person multidisciplinary ACT outreach teams - 2 to operate
in Central County,1 in Northern County and 1 in Southern County. Team
members will be culturally-competent and multilingual and will include a nurse,
mental health amd substance abuse professionals and benefits experts. Some
members of each team will be currently or recently homeless. The ACT outreach
team will be the County's core outreach team around which all other outreach
efforts will be coordinated. The team will provide first aid and refer for other
treatment, ensuring that an appointment for services needed is obtained,that
there is transportation to the services site and post-treatment follow-up.
=*> Provide tlie ACT team with laptop computers or other wireless capability to
facilitate in-field intakes,assessments, referrals and benefits eligibility and
application processing.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-April 25,2005
=> Create capacity for targeted outreach to sub-populations with special needs by
teaming the core ACT team with other existing outreach workers. Services will
be targeted to people who are physically disabled,those needing respite care,
seniors,transgender individuals, and undocumented residents.
Design an ongoing training regime for outreach workers using a variety of
techniques,including observational training; mentoring; case conferencing;and
training workshops. Develop manuals on topics such ACT principles, use of
service incentives and other effective outreach techniques, causes and condition
of homelessness and chronic homeiessness, and cultural competency.
Strategy #2 Enhance collaboration between outreach workers and facilitate referrals to
housing and support serviceSi
Key to effective outreach is being able to link clients with assistance when they are
ready to accept it. Therefore,it is essential that outreach workers have ready access to
accurate information about available housing and services and the ability to refer clients
for housing and service slots in a timely manner.
Action Steps
=> Designate a non-profit agency as the home agency for the ACT outreach team
and coordinator of all outreach efforts in the County.
Create a centralized and continually updated database which provides real time
information about housing and services available in the County by integrating
the different data systems already available (for example,HousingSCC,
HelpSCC,the Shelter Bed Hotline).
Designate an office,such as in the Housing Authority of Santa Ciara County, or
through HousingSCC,to provide centralized coordination of the availability of
affordable housing units in the County,including ongoing updating of the
County database.
S=>
Create a centralized communication system,like a call-in phone number,to be
used by outreach workers to facilitate communication with the lead agency and
between outreach workers and to provide easy access to referrals and other
services.
e
=>
Develop referral agreements between outreach workers and other housing and
service providers and designate priority access to housing and treatment slots for
clients engaged by outreach workers.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-Apiil 25,2005
=> Expand the availability of published resource iriformation about housing and
services to unhoused people and other interested citizens, informed by input
from unhoused people. Distribute this information through the outreach teams,
supportive merchants,churches and other community organizations.
=i> Host regular "Services and Housing Fairs" in all parts of the County for
chronically unhoused people which provide information and immediate
assessment and referrdi to services and housing needed,and income benefits
assessment and applications,
0
=> Engage the community,including County employees, in telephoning an outreach
hotline number to report the location of a person living on the streets who may
need assistance by the outreach team.
Keys to Housing: A 10-Year Plan to End Qironic Homelessness in Santa Clara County
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DRAFT - April 25,2005
INCREASING INCOMES THROUGH BENEFITS
ACCESS AND EMPLOYMENT
Did you know....
Santa Clara County has a new project designed to...
Break Down Barriers to Drug and Alcohol and Mental Health
Services. Several agencies(community-based,as well as SCC Mental
Health,Department of Alcohol and Drug Services, Office of
Affordable Housing,Superior Court's Mental Health Treatment
Court, Drug Treatment Court, U.S. Department of Veterans Affairs)
collaborate together as the Navigator Project to provide outreach,
engagement and housing including important systems and
programmatic changes which remove some barriers to chronically
unhoused people accessing services/housing: case managementfor
those dually diagnosed who "fall between the cracks" of Department
of Alcohol and Drug Services(DADS)and Department of Mental
Health treatment criteria; case management of clients who are
DADS-eligible and enrolled in DADS services(which is not currently
provided)and provision of interdisciplinary services between DADS
and Mental Health.
Create volunteer opportunities, leading to jobs,for unhoused people
in Palo Alto. The Palo Alto Downtown Streets Team is a pilot
program from the Palo Alto Downtown Business and Professional
Association. The program offers unhoused persons the opportunity
to earn vouchers for personal goods in return for helping to maintain
the downtown Palo Alto streets. The goal of the program is to
introduce unhoused people to organizations that will provide them
with job skill training, social support services and paid employment
experience.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-April25,2005
Enhance Access to Safety Net Benefits, Treatment and Employment
SAFETY NET BENEFITS include income support such as CalWORKs,General
Assistance, Food Stamps and Social Security Administration programs(SSA/SSDI/SSI);
health insurance such as MediCal and Medicare;and employment-related assistance
through the Department of Rehabilitation and the Employment Development
Department(unerpployment and SDI). These programs offer crucial support that can
prevent people from becoming homeless in the first place and for those already
homeless, provide resources to assist them in regaining housing and stability.
Despite high levels of poverty and disability,surveys indicate that 57.9% of Santa Clara
County's homeless population are receiving no benefits. Case manager and outreach
worker experience also indicate that there are many people who are not receiving the
full array of benefits for which they are eligible. Reasons for this include a lack of
information about the range of benefits available, difficulties in completing all the
different application requirements and producing the necessary documentation,and/or
fear or reluctance to access the service system because of previous negative experiences.
Ensuring that unhoused people are receiving the full range of benefits for which they
are eligible is a crucial aspect of putting together the comprehensive package of
assistance they need to regain housing and maintain stability for the long term.
Strategy #1 Streamline access to benefits by unhoused people. Using technology to
allow for a single application to multiple benefits programs will make it much easier for
people to obtain benefits for which they are eligible and will facilitate efforts by case
managers to assemble a comprehensive package of assistance for their clients.
Likewise,adoption of a presumptive eligibility policy for County-administered benefits
will remove unnecessary barriers and speed access for those who meet criteria that
indicate their likely eligibility. Finally,for chronically unhoused people and others
outside of the service system, the development of a Mobile Benefits Team will facilitate
efforts to link this hard-to-reach population with the supports they need to get off the
streets.
Action Steps
==> Design a Global Benefits Access System to electronically assess client eligibility
for federat> state and local benefits and then automatically submit applications to
all appropriate programs. This system will also enable sharing of eligibility
verification information (birth certificates, doctors reports) across benefits
programs and staff will provide necessary assistance in completing applications
and compiling documentation. This service will be available at multiple,easilyaccessible sites throughout the County and through mobile teams.
^ Adopt a policy of presumptive eligibility for County administered benefits
programs,including Food Stamps,CalWORKs,General Assistance and MediCal.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - April 25,2005
Under this policy, a certain degree of assistance wiU be immediately provided to
clients presumed eligible,and full benefits will be awarded once eligibility is
confirmed through the formal application process. The County Social Services
Agency will determine presumptive eligibility criteria for all Countyadministered benefit programs,including presuming that any homeless adult is
eligible to immediately receive General Assistance and a public transit voucher.
They will also develop mechanisms for monitoring the cpsts and benefits of this
policy.
To support benefits access and receipt,1)train case managers to provide benefits
advocacy when needed by clients, to provide ongoing monitoring of benefits
receipt and to take necessary action to avert unnecessary loss of benefits by
clients; 2) provide, through existing community based services organizations,
peer support to benefits applicants.
<=> Create a Mobile Benefits Team to assist chronically unhoused people and other
hard-to-reach homeless populations in obtaining benefits for whi^ they are
eligible. The Team will use the Global Benefits Access System through mobile
lap-top computers.
Strategy #2 Hold all County Departments accountable for their success in preventing
and ending homelessness.
People who are homeless or at-risk of becoming homeless are often in touch with
County Departments administering benefits programs and other safety net services. As
such, these Departments can play a crucial role in early identification of people in need
of assistance and in linking them with the broader network of mainstream and
homeless services that can help them avoid or exit homelessness.
Action Steps
Implement homeless and housing related outcome measures for all County
Departments as pai't of their Performance Based Budgeting process. Measures
will be appropriate for each Department's function, but will, at a minimum,
include the housing status of clients at intake and exit as well as homelessness-
related services provided, directly or through referral.
Strategy #3 Advocate for changes to state and federal statutes and regulations.
Currently, there are many unnecessary barriers impeding unhoused people's access to
mainstream benefits that can only be resolved through statutory or regulatory changes
at the federal and state level. Joint advocacy across the Bay Area can help to focus
attention on these issues and bring about needed changes. Each jurisdictiGn is asked to
utilize the resources of its lobbyist to implement these action steps.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT-April 25,2005
Action Steps
=> Advocate for state level changes,including state support for the necessary
infrastructure to implement CalWIN,to cooperate in the development of the
local Global. Benefits Access System and reduce the eligibility requirements for
Food Stamps so that people need not be so economically destitute to qualify.
Advocate for federal level changes, including the elimination of the practice of
regularly declining valid SSI applications when they are the individual's first
application.
TREATMENT for health, mental health and substance abuse problems is needed by
many unhoused people, especially those who are chronically homeless. In some cases,
these conditions are the cause of homelessness and in other cases, they are the result of
the difficulties of life on the streets and in shelters. In all cases,treatment is needed to
assist the individual in regaining health and stability. In order to meet the full range of
need,system capacity must be expanded and outreach efforts reinstated to reach those
who are fearful or reluctant to access services.
Strategy #4 Expand needed health, mental health and substance abuse treatment.
There is a need for better health care assessments and referrals for unhoused people
who make contact with the system,and a need for ancillary services to meet podiatry,
dental and virion needs. Lack of system capacity makes mental health treatment
difficult to accesi;!, even for those diagnosed with a Severe Mental Illness(SMI). For
those incapacitated by chronic depression or other mental health problems short of a
diagnosed SMI,it is nearly impossible to obtain mental health services. Similarly, the
availability of drug and alcohol treatment falls far short of the need, with an insufficient
supply of residential treatment beds and a need for a detoxification center that does not
operate xmder the auspices of law enforcement.
Action Steps
=> Establish a standard holistic health assessment protocol for comprehensive
health and well-being assessments and a system of referrals for all unhoused
people making contact with the health care system.
=4> Enhance existing health care services available to unhoused people to include
podiatry, dental and vision(including eyeglasses) services.
=*► Expand the capacity of the Department of Mental Health to provide treatment
for people diagnosed as Seriously Mentally 111 (SMI) as well as for those who
have mental health problems but who are not diagnosable as SMI.
Keys to Housing: A 10-Yea r Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - ApriU5/2005
=> Establish a detoxification center that provides wraparound services with a
philosophy of holistic health and is not connected to law enforcement,
^ Expand the number of residential treatment beds in the County.
EMPLOYMENT is an essential aspect of helping unhoused people achieve
independence and self-sufficiency. In order to move out of homelessness for the long
term,people need access to employment opportunities that will allow them to afford
housing,cover basic necessities and begin accumulating savings as a cushion against
unexpected emergencies that could tlireaten their ongoing ability to maintain housing.
Strategy #6 Increase the number of jobs and emplovers available.
In order to assist unhoused people in accessing jobs, more training and employment
opportunities are needed. This will require a concerted countywide effort,involving
the private, public and non-profit sectors, to provide training and employment
opportunities targeted specifically to unhoused people including,through
entrepreneurial models. Because it has been shown to be successful for employing
chronically unhoused people, the plan calls for using a Customized Employment
model.
Customized employment involves individualizing the employment relationship to meet
the needs of the job seeker and the employer. Under this model,job development
begins from the individualjob seeker's perspective rather than the labor market
perspective. The first step in customized employment is to get to know the job seeker
for the purpose of developing a "blueprint," so to speak,of the job that will be custom
tailored to them. The job developer negotiates a unique employment relationship based
upon the parameters identified as conditions of emplojrment for the person and the
individual's con^ibutions and meshing these with the needs of the employer,rather
than looking for job openings. Support is provided to the job seeker and employer
during the course of the employment relationship toward successful job retention and
promotion.
Action Steps
^ Utilize a Customized Employment model through WIA One-Stops to increase
the number of public and private employers who hire unhoused people into jobs
that pay,or promote to, a wage sufficient to a^ord housing. Specifically target
efforts to promote the hiring of people who are/have been chronically homeless
and people who are age 50 and older.
=> To accommodate job placement,create a web-based databank of currently and
recently unhoused Job Seekers with relevant qualifications and promote its use
as a first-stop for employers seeking to hire.
Keys to Housing: A10-Yea r Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - April 25,2005
=> Work with the private, public and non-profit sectors to increase training and
volunteer opportunities available to unhoused people.
Use an entrepreneurial model to create jobs for unhoused people.
=> Expand Local Government Hiring Programs by securing commitments from all
Cities and the County to place a priority on hiring homeless and fonnerly
unhoused people, Work to replicate Palo Alto's seasonal worker program.
Expand transportation options available to unhoused people, especially those
commuting to and from work.
• Provide free transportation on VTA through case managers for those who are
chronically homeless or at-risk of chronic homelessness, case managed and
employed or in training for employment
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
32
DRAFT-April 25,2005
GABNERING THE RESOURCES
Did you know...
Housing investments produce jobs and create higher lax revenues; $18
million in county expenditures can leverage $90 million in construction
contracts. This creates 1,000jobs and generates $5 million in employment
taxes.
Increasing access to affordable housing reduces expenditures on social
services. Data from New Yofk show that it costs oidy $1,000 more per unit
per year to permanent house an unhoused person than it does to maintain
that person's homelessness. Data from Minnesota show the one supportive
housing development resulted in a reduction of crisis costs of $6,300 per
family and a shift to supportive and preventive services. Over 1,000
admissions to detox were prevented as a result of supportive housing and
the median cost of health care was reduced from just over $9,000 per year
per resident to just over $5,000.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
33
DRAFT-April25,2005
FUNDING AND REVENUE
Generate the Revenue to Support Implementation of the Plan
As convinced as we are that we know how to end chronic homelessness, we are equally
certain that we cannot achieve this goal without generating additional local.State,
Federal, philantKropic and business contributions to our work.
Our strategies include mechanisms both to increase revenue and to improve the use of
currently existing funds.
Develop A New,Dedicated Source of Funding
Strategy #1 Develop a new,local dedicated sustainable source of funding to implement
this Plan.
While we will work to increase funding for housing and services for unhoused people
from the federal and state levels of government, we should not count on such funding
exclusively. Our funding strategy must include the development of a new dedicated
and sustainable source offunding at the local level.
==> Commission an analysis to advise the 10-Year Plan Implementation Oversight
Body by November,2005.on the appropriate vehicle(s) to utilize to create a
County and/or City dedicated source of funding including:
• The political and popular feasibility of the source
• How much revenue could be generated
• The adverse affect on any industry,market or population
Because activity which may influence the analysis called for in the action step
above is on-going,immediately appoint an "interactive watcher" to monitor
and interact with groups who currently are polling and considering priorities
for generating additional local revenue to further the goals of this plan.
=i> By March,2006,the IQ-Year Plan Implementation Oversight Body will have
determined the vehicle(s) to implement and take action toward
implementation.
Create Public Awareness and Support
We will end clironic homelessness only with the support of the community -
manifested,for example, by votes, donations,support for siting of housing and services.
Keys to Housing: A 10-Year Plan to End Chronic Homelessnessin Santa Clara County
34
DRAFT-April25,2005
voluntary activity. It is important that the coinmunity understand that this effort can be
successful and of benefit to the entire County.
Strategy #2 Increase the public awareness of homelessness. its effects, whatis required
to end it and the benefits to each jurisdiction and entire communitv when it has ended.
Create a comprehensive marketing strategy,raising the level of consciousness around
issues related to homelessness, and demonstrating that homelessness can be ended,it is
fiscally prudent to invest in ending it, and the community-wide and communityspecific benefits to ending it.
Utilizing data from County mainstream providers and the criminal justice
system and the homeless housing and services providers, prepare a costeffectiveness analysis of permanent supportive housing within Santa Qara
Coimty; continue to update this analysis annually.
=> Reframe the issue from "homelessness," or an "affordable housing crisis" to
issues community members are most concerned about,such as"Community
Health," "Qiildren's Educational Outcomes,""Supporting our Veterans,"
"Increased Tax Base as Housing is Built and Employment Increases," or
"Qean Streets"
^ Use success stories and best practices from within the County and in other
localities which have significantly decreased the number of chronically
unhoused residents
Use a variety of media and forums to publish the message,include creation of
a 10-Year Plan Webpage including a copy of the Plain, the Plan
Implementation Detail, regular report cards of progress,a calendar of
community convenings to support implementation and a simple list of what
residents can do to help
Engage our private and public foundations and the business community as
partners in tlnis public awareness and support campaign.
Attract Additional Resources through Existing Funding Streams
In addition to creating a new source of local funding, we can improve our activity
directed toward existing funding streams contributions toward ending chronic
homelessness.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Qara County
35
DRAFT-April 25,2005
Strategy #3 Engage the Philanthropic Community in Making Grants to Implement the
Plan.
Cognizant that this plan seeks to end chronic homelessness while there is a need in our
community to prevent all homelessness (especially through the development of housing
affordable to those with extremely low incomes), and to serve and house all people who
are homeless, this plan does not call for the redirection of philanthropic gifts away from
programs meeting those needs. Rather, we seek to engage the philanthropic
community in making additional one-lime gifts toward plan implementation, and to
establish funds dedicated toward plan implementation into which their donors may
contribute.
i
=i> The 19-Year Plan Implementation Oversight Body will appoint a small group
of community leaders,including a member of the Board of Supervisors,to
approach the top philanthropic organizations/foundations in the Cotmty to
create plan implementation funds and/or contribute toward plan
implementation
=> The implementation activities of this plan will be matched to the funding
priorities of each organization/foundation approached
If desirable to the funder, the 10-Year Plan Implementation Oversight Body
will use various media and forums to publicly adknowledge the generosity of
the funder
Strategy #4 Engage the Business Community to Contribute Toward Implementation of
the Flan.
=> The 10-Year Plan Implementation Oversight Body will appoint a small group
of community leaders,including a member of the Board of Supervisors,to
approach the top businesses in the County to contribute to a selected Fund
with such contributions earmarked for implementation of this plan
The 10-Year Plan Implementation Oversight Body wiU use various media and
forums to publicly acknowledge the generosity of the giver
Strategy #5 Build Capacity for Successful Applications for Federal and State Grants.
State and Federal agencies publish notices of funding availability for services and
housing for unhoused people often with short application deadlines. Many funding
notices state a preference to fund projects co-sponsored by collabdratives of government
and nonprofit agencies. It is frequently difficult for the community to prepare a timely,
collaborative application given current resources,
Keys to Housing: A 10-Year PJan to End Chronic Homelessness in Santa Clara County
36
DRAFT-AprU 25,2005
=> Add an additional $50,000 to the Office of Affordable Housing,Homeless
Concerns Coordinator's budget to be utilized to prepare timely grant
applications for State or Federal grants,each in excess of $300,000
=> Evaluate the success of the investment for subsequent years and adjust the
budget accordingly
Strateev #6 Align goals and strategies of this plan with Proposition 63 strategic goals
in order to maximize a portion of new and existing mental health treatment and
housing support funding to meet the goals of this Plan.
A plethora of studies confirm that chronically unhoused people suffering from
mental illness stabilize and have extremely high rates of housing retention over
multiple years when they are able to access permanent supportive housing. It is
appropriate for the County's Proposition 63 funding to be utilized for housing and •
services for chronically homeless adults,families and children.
=> 10-Year Plan Task Force members,ot their designees,should actively
participate in the County's on-going planning process for use of Proposition
63 dollars and to inform that process about the goals of this plan and
appropriateness of use of Proposition 63funds to implement its goals,
Strategy #7. Advocate for an increased investment by the State of California and
Federal government in ending homelessness by increasing fimding available for
supportive services and permanent housing for people who are homeless.
=> Each jurisdiction is encouraged to utilize its lobbyist to meet this strategy. The
investment must be in addition to current expenditures -it does not work
toward meeting our goal if the State and Federal government redirect funding
from one source helping to prevent or end homelessness to measures which
work to reduce chronic homelessness.
=4- Support the Housing Authority of Santa Qara County in its request for a
HUD Moving-to-Work(MTW)Housing Demonstration Program for Santa
Clara County.
Streamline the Funding Process on the Federal,State and Local Levels
for New Investment in Plan Implementation
There currently are inefficiencies in how funds are distributed at the local,state and
federal level, and realignment and streamlining will decrease the cost of grant
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
37
DRAFT ^ April 25,2005
administration to the funder and grant recipient, as well as permit the community to
implement funding strategies across different funding streams.
Keys to Housing: A 10-Ycar Plan to End Chronic Homelessness in Santa Clara County
38
DRAFT - April 25,2005
Strategy #8: Advocate for federal and state governments to make funding distribution
changes to create a single repository of funds.
Engage the federal and state governments to restructure distribution of
competitive grants targeted to homeless services and housing,creating a
community repository of various federal and state funding streams that would
permit coordinated funding strategies and coordinated funding applications.
Strategy #9: Each City and the Urban County which receives federal block grant
funding for which funding of homeless services and housing are eligible - e.g. CDBG,
HOME and ESG - should dedicate an annually determined percentage of those funds to
a single repository to support implementation of this plan. The application process for
the consolidated funds will be coordinated and streamlined between jurisdictions.
s=> Annual amount to be recommended by a group to be designated,such as the
existing CDBG Coordinators Group to the 10-Year Plan Implementation
Oversight Body
^ Repository of funds to be administered by a group to be designated,such as the
existing CDBG Coordinators Group,including RFP requirements and grant
award process
Strategy #10: Coordinate and streamline funding application processes for and
administration of City/County-funded grants between jurisdictions. By streamlining
the distribution of funding at the city and county level, a reduction in time and effort
necessary to apply for, administer and evaluate each individualfund will result
consequently saviitg resources that can then be reinvested in homeless
services/housing.
A representative of each locally-funded grant stream will meet as part of a
County-wide Grant Coordination Work Group which also will include
representative members of the services/housing providers and which reports to
the 10-Year Plan Implementation Oversight Body
=> The 'County-wide Grant Coordination Work Group will be charged with
aligning funding cycles and creating uniform application/RFP requirements,
coordinated assessment tools and other processes which will result in
streamlined distribution of local funding
=> The County-wide Grant Coordination WorkGroup will track the amount of
resources saved through this streamlined process and those savings will be
earmarked by each jurisdiction for investment in implementation of this Plan
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clata County
39
DRAFT-April 25,2005
Determining Funding Goals
Credible cost estimates need to be prepared for each portion of this Plan. By October,
2005,the entity designated in the Plan Implementation Chart will estimate the cost of
implementing the corresponding strategy/action step,including the following
information:
Total estimated budget to initially implement
=» Less resources on hand to implement
Less additional resources reasonably expected to be leveraged
=t> Balance: amount to be raised to implement the strategy/action step
Total estimated budget to sustain the strategy/action step annually
^ Less resources on hand to implement
=> Less additional resources reasonably expected to be leveraged
=> Balance: amount to be raised to sustain the strategy/action step
By November,2005, the Plan Implementation Oversight Body will analyze the
information submitted and determine a fund-raising goal for implementation of the
plan, and apportion fund-raising goals for various segments such as philanthropy,
business,federal and state resources, and a new local dedicated source of funding.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
40
DRAFT - April 25,2005
PLAN ADMINISTRATION
Did you know..,
Santa Clara County has a nationally recognized Homeless Management
Information System,
The Collaborative on Affordable Housing and Homeless Issues's web-based
centralized HMIS has successfully completed Us preparatory and pilot project
implementation phases,and as of January,2004 has"gone live." The system,
operated by Community Technology Alliance, permits uniform intake and
assessment processes,coordinated case management,accurate point-in-time and
cumulative counts of service usage,consistent demographic information on
those served,and better identification of gaps and emerging needs in our
Continuum of Care.
Santa Clara County has one of the most mature Continuums of Care,and the
Collaborative on Affordable Housing and Homeless Issues is considered a best
practice example by HUD.
The Collaborative is the lead entity for the Continuum of Care process and
official forum for planning and implementing a response to end homelessness in
see. The work of the Collaborative is shared by its members with staffing
support provided by the County Homeless Concerns Coordinator (located
within the County Executive's Office of Affordable Housing). Membership in
the Collaborative is "open" to anyone interested in the communit/s response to
homelessness. In the past year,the Collaborative's members consisted of over
250 representatives from 160 mainstream,faith-based and homeless-directed
supportive service and housing providers including the County,the coimty's
cities and towns,local housing providers, affordable housing developers,law
enforcement,health care providers,educators, advocates,homeless and
formerly homeless persons,advocacy groups,foundations and funders,
businesses,educators. Veterans groups,legal services providers,concerned
citizens and elected officials. The Collaborative is an unincorporated public
benefit corporation with a Steering Committee as its board of directors.
Keys to Housing: A 10-Year Flan to End Chronic Homelessness in Santa Clara County
41
DRAFT - April 25,2005
PLAN MANAGEMENT:Implementation Oversight and Measuring Success
Integral to meeting our goal to end long-term homelessness is diligent oversight of plan
implementation,continued assessment of the needs of chronically unhoused people,
regular measurement of our success in meeting specific outcomes and adaptation of
strategies and action steps to meet changing circumstances.
PLAN IMPLEMENTATION OVERSIGHT
Strategy #1 A Plan Implementation Oversight Body will be created bv the Santa Qara
County Board of Supervisors and charged with primary responsibility to ensure plan
implementation.
o
Erisuring that strategies are actually implemented requires the experience,skills and
resources of the County Board of Supervisors, County health and human services,
housing and criminal justice system agency and department directors, each of the
Cities, business,labor, philanthropy and funders,housing developers,nonprofit
services and housing providers, uidioused people and the State and Federal
government. The Task Force which created this plan has representatives of each of
fiiose segments of the community and the Plan Implementation Oversight Body will
emulate that model.
Implementation of certain strategies and action steps may require the assistance of
decision-makers not part of the Oversight Body,such as particular City Councils or
County agencies. Therefore jurisdictional representatives serving on tiie Oversight
Body will partner with others within their jurisdictions who can champion local action
to meet plan goals.
Cognizant that this group will be constrained by size and other responsibilities to
diligently monitor implementation on a day-to-day basis,their work will be supported
both by a dedicated,full-time senior-level County employee and by a collective of
organizations with deep experience in serving and housing unhoused people,such as
the Santa Clai*a County Collaborative on Affordable Housing and Homeless Issues.
Action Steps
=> By July, 2005, establish a Plan Implementation Oversight Body emulating the
representation of the Task Force which created the 10-Year Plan,with increased
representation from the business community and the State, with responsibilities
to:
c Meet at least quarterly;
o Monitor plan implementation activity;
o Assist within the constituency which the member represents to implement
plan strategies;
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
42
DRAFT - April 25,2005
o Monitor success in achieving plan outcomes;
o Recommend plan amendments to the Board of Supervisors;
o Report at least semi-annually to the Board of Supervisors.
Invite the Santa Clara Countywide Collaborative on Affordable Housing and
Homeless Issues to assist the Plan Implementation Oversight Body by assuming
on-going plan implementation oversight, and reporting to the Oversight Body on
implementation activity, outcome successes,emerging needs and assistance
required to meet the goals of this plan.
Create a new senior-level,full time position within the County Office of
Affordable Housing devoted exclusively to oversight of plan implementation
including staffing the Plan Implementation Oversight Body.
MEASURING SUCCESS
\j
Measuring success is important to monitor the distance to our goal,to alert us to the
need to consider plan adjustments and,because they are being asked to help support
the plan, to engage the entire community in the work to end homelessness.
Strategy #1 Each plan component will contain data-based outcome measures for
intermediate and long-term goals which are realistic but challenging to meet our over
all goal.
<=i> Each plan component currently contains outcome measures. Should additional
components be added to the plan as a new need emerges,outcome measures will
be set for those as well.
=> Each agency/organization implementing a specific portion of this plan,for
example,a nonprofit agency providing case management services, will be asked
to develop outcomes to measure success in achieving the goals of this plan over
factors such as homeless prevention, housing placement and retention,increased
income and improved health.
Strategy #2 Measure success in meeting outcomes utilizing the Homeless Management
Information System as the central data source.
The County's HMIS will be developed and expanded in order to provide a uniform,
accurate, and single source for measuring the outcomes laid forth in the Ten Year Plan.
Action steps
=> Participation of homeless and mainstream service providers will be expanded in
order to ensure that the data is reliable.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
43
County of Santa Clara
Office of the County Executive
Office of Affordable Housing
CE07 050305
Prepared by: Marjorie Matthews
Director, Office of
Affordable Housing
Margaret Gregg
Homeless Coordinator
Submitted by: Jane Decker
Deputy County Executive
DATE:
May 3, 2005
TO:
Board of Supervisors
FROM:
Peter Kutras Jr.
County Executive
I
SUBJECT: Acceptance of the 2004 Santa Clara County Homeless Census and Survey and the
report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to End
Chronic Homelessness in Santa Clara County."
RECOMMENDED ACTION
Consider recommendations relating to the 2004 Santa Clara County Homeless Census and
Survey and the report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to
End Chronic Homelessness in Santa Clara County."
Board of Supetyiso'rs:;Doriald F,'Gage,Slancl^^^
;Gibu,nty,Ex.ecutive:ipdter KutrasJJi..
Pete McHugh,Jim Beall, LizkniSB
DO'S.Agehda .Date.:Ma^;3,2005;
Possible action:
a. Accept the 2004 Santa Clara County Homeless Census and Survey.
b. Accept the report from the Homeless Task Force,"Keys to Housing: A 10-Year Plan to
End Chronic Homelessness in Santa Clara County," and direct the Administration to
send it to the Cities for review and comment.
c. Direct the Office of Affordable Housing to communicate with the County's homeless
service providers, business community, and philanthropic community to discuss next
steps in the implementation ofthe 10-Year Plan.
d. Commend the members ofthe Homeless Task Force for their work and request their
continuing participation on a quarterly basis as an Oversight Committee for "Keys to
Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County."
e. Request that the Santa Clara County Collaborative on Affordable Housing and
Homeless Issues work with the Office of Affordable Housing and the Oversight
Committee to develop specific implementation and funding recommendations.
f. Adopt a resolution expressing the County's commitment to end chronic Homelessness
in Santa Clara County in 10 years.(Attachment D)
FISCAL TMPLTCATIONS
There is no impact to the General Fund at this time. The Administration will return to the
Board of Supervisors in the future with funding implications as components of the 10-Year
Plan are formulated in detail and recommended for implementation.
CONTRACT HISTORY
None.
REASONS FOR RECOMMENDATION
2004 Santa Clara County Homeless Census and Survey (Attachment A)
The 2004 Santa Clara County Homeless Census and Survey was jointly funded by the County
and 13 of 15 municipalities. It was conducted by Applied Survey Research(ASR)in
Board ofSupewisofs: Dohald F.' GageVBIarifeaAlvarado^ Pdte McHugh,Jim Beali, Liz Kniss
Gourity; Executiye;;Peter KutrasJr.
BOS Agenda Date;:May.3, 2005
December 2004 with the following goals:
• To increase public awareness and generate support for solutions.
• To provide a baseline to track progress in ending chronic homelessness.
• To improve services to meet the needs ofthe homeless.
• To preserve and enhance the level offederal funding in this area.
A two—fold methodology was used to count homeless individuals and families over a two—day
period (December 14th and 15th) and to conduct detailed surveys over the following six
weeks. Approximately 700 people conducted the census and survey; 490(70%)were
homeless individuals. All of the County's 341 census tracts were covered.
The census resulted in count of 7,646 homeless people on the streets or in emergency shelters,
transitional housing, domestic violence shelters, hospitals,jails, and rehabilitation facilities.
Census workers also interviewed 1,796 homeless individuals to understand the common
causes and contributing factors to homelessness in our region. Survey data regarding the
average length of homelessness indicates that the homeless population renews itself
approximately 2.66 times every year. This length of homelessness figure was used to calculate
the estimate that 20,338 persons were homeless some time during 2004.
Of the homeless people identified, 36% were in shelter facilities and 64% were unsheltered.
The County's homeless population is diverse with 35% Caucasian, 31% Latino, 21% African
American,5% Asian, and 4% American Indian. The typical homeless person is a white male
about 40 years of age, has lived in Santa Clara County for 10 years or more, and has been
homeless for one year or less. Alcohol or drug use was reported by 20% of the respondents as
a primary cause oftheir homelessness. Other causes reported were unemployment(17.5 %,)
and unable to pay rent/mortgage(14%). Almost 58% of survey respondents indicated that they
received no government assistance. The number of individuals who were under the age of 18
in shelters or on the streets was 1,051.
It should be noted that this count should be considered conservative since many homeless may
stay in inaccessible areas. It is widely understood that many people without homes share
overcrowded living spaces with friends or family or sleep out of sight in unfit structures.
Children, in particular, may stay or be kept "under the radar" for fear of Child Protective
Services.
■ Board of Supetvisprs: Donald F. Gage,Blanck Alvarado, Pete fi^lcHugh, Jirh Beail, Liz Knlss
i.Gounty Executivp;-Peter Kutras Jf-
B0S.AgendaDate.:May3,2005.
The Administration recommends that the Board accept the 2004 Santa Clara County
Homeless Census and Survey and direct the Office of Affordable Housing to incorporate its
findings into the further development and implementation ofthe 10-Year Plan to End
Homelessness in Santa Clara County.
Report from the Task Force -"Keys to Housing: a 10-Year Plan to End Chronic
Homelessness in Santa Clara County"(Attachment B)
In November 2004, in response to a nationwide effort to end homelessness, the Board of
Supervisors appointed a Homeless Task Force to develop a 10-Year Plan to End Chronic
Homelessness in Santa Clara County. The formation of a multi-jurisdictional task force has
been an important first step in recognizing the extent of homelessness countywide and the
extremely high costs of chronic homelessness, in terms of both human suffering and
unnecessary public expenditures.
Supervisor Jim Beall and Supervisor Don Gage co-chaired the 40-member Task Force,
which included representatives ofthe municipalities, service providers, community groups,
and businesses. Two homeless people were active members ofthe group. The Task Force met
four times over a five—month period. Working groups were formed to focus on core areas and
develop strategies and action steps.
The charge of the Task Force was to develop a vision for an end to chronic homelessness and
to prepare a call to action. The work was guided by the Office of Affordable Housing and the
non-profit consulting team of HomeBase/The Center of Common Concerns. The City of San
Jose played an active part in the Plan, as it did in the Homeless Census and Survey. Other
municipalities were encouraged to join in the effort to end chronic homelessness countjwide.
It was understood that additional revenue does not exist for new local government programs at
this time. "Keys to Housing," therefore, is meant to serve as a foundation for the identification
of potential funding sources as well as for future planning and implementation. The
preliminary implementation schedule suggests that the various action steps be taken in three
phases: Year 1, Years 1-5, and Years 5-10. A summary of this information is included with
this transmittal as Attachment C.
Board ofSupeiVisorsi.Donald F. Gage, BlanM Alvaradb, Pete McHugh,Jirn;:Beall, LizKniss
Goutity Executive: Peter kutfasJr.
:B0
A Blueprint for Future Action
"Keys to Housing" is a blueprint, or starting point, for future action. It will be used as the
foundation for decision making in future years with the recognition that it is an ambitious
comprehensive review of what could be done to facilitate the end of homelessness. Given the
severe constraints on local government budgets at this time, priority must be given to action
steps that cost little or no money. The first year ofthe Plan will be spent maximizing existing
resources in the County and municipalities and strategizing on how to identify sufficient new
resources to implement the full plan. The Homeless Census and Survey and the development
of the 10-Year Plan are already important steps in retaining federal McKinney-Vento funds
and increasing this area's eompetiveness in applying for funding this year from the federal
Interagency Council on Homelessness.
Causes of Homelessness
The overriding goal of Keys to Housing is to end chronic homelessness in Santa Clara County
within 10 years. People become homeless when personal hardship intersects with society's
systemic breakdowns. Those who suffer from poverty, little education, mental or physical
illnesses, or are victims of domestic violence can fall into homelessness when there are
breakdowns in a community's support system. Such breakdowns in the system include a lack
of affordable housing,few employment opportunities, cutbacks in health systems, and
inadequate child care, transportation, and job training. Perhaps the most tragic evidence of this
dynamic is the fact that nearly 30% offoster children end Up in homelessness.
Studies have shown that when people have permanent housing, they are better able to improve
other areas of their lives—health, education, employment, and personal relationships. A third
important factor in this issue is that as the homeless population rises, the community bears
increasing costs for emergency housing,jail, health care, and income supports. For example a
recent study has identified 200 homeless individuals who have used emergency rooms in
Santa Clara County more than 20 times each in a 12—month period(New Directions, Hospital
Council of Northern and Central California).
Work of the Task Force
Board ofSupimsoM'Ddnaid;!?; ©ag^ BlaM^
Go'unty Executiv§;:Peter^k^
liizKriiss
jBGSjAgehda Sate^May,3,2005
The Task Force sought to end the individual suffering and high community costs of
homelessness by recommending cost effective strategies that could be reached in 10 years. A
brief summary ofthe deliberations follows:
1. Prevention
Prevention of homelessness is the most cost-effective and humane way of addressing
homelessness. To avoid people becoming homeless upon discharge from health facilities,
jails, and the foster care system, the Task Force recommends that a system of screening, case
management, diversion, and specialized assistance be put in place.
2. Permanent Housing with Supportive Services
The Task Force recommends a "Housing First" approach to ending homelessness by assisting
people into permanent housing as quickly as possible, so that supportive services can be more
effective. Housing First,(permanent supportive housing) is regarded as a national best
practice. San Francisco's 10-Year Plan reports that permanent supportive housing for an
individual, including services and care, costs $16,000. On the other hand, services to the
homeless without permanent housing, including emergency room care Or incarceration, costs
$61,000 — and the person is left living on the street. Shelters should be phased out and
replaced with permanent supportive housing. A significant number of living units will have to
be built, leased, or otherwise secured to meet the need identified in the recent homeless
census.
3. Engaging the Unhoused Population
Outreach is an essential tool for engaging homeless individuals or families to improve their
situations. A multi-disciplinary model of outreach is recommended to overcome the
reluctance of the homeless to trust a helping hand and accept housing and services.
4. Increasing Income and Benefits
The 2004 Santa Clara County Homeless Count and Census indicated that 58% of the County's
homeless population are receiving no safety net benefits(CalWORKs,Food Stamps, Social
Security Programs, MediCal, Medicare, employment related assistance). Many are eligible for
government programs but do not know about or know how to access them. The Task Force
recommends a number of strategies to make existing "mainstream" benefits more accessible to
'Bpifd of SupowsdrsTD^^^
Gage,Blanch Alvarado,PeteMcBugh,
:dbunty Executive: PfeterKutras^
liiz^knl^s
'B0aAgeiida;[3ate;:t^
2005.
the homeless.
5. Funding and Revenue
While the Task Force recommends improving the use of existing resources and programs, it
understands that the goal ofthe plan cannot be achieved without additional funding. The
recommended strategies are to create public awareness of homelessneSs and the benefits of
ending it, to engage the philanthropic and business communities, and to develop new
on-going sources offunding for the long term. Since many of the chronically homeless are
mentally ill, programs should be designed to maximize the use ofthe State's Mental Health
Services Act(Proposition 63)funding coming to the County. Another recommendation is to
reduce overhead costs of local fiinding streams by coordinating and streamlining funding
application processes that the County and municipalities currently administer.
6. Plan Implementation and Administration
It is recommended that the Office of Affordable Housing be directed to communicate with
each of the municipalities in the County as well as with homeless service providers and the
business and funding communities to discuss the 10—Year Plan and collaborate on how best to
proceed with implementation. During this process, more detailed analysis can be given to the
costs of action steps, and research can be done on potential mechanisms for new funding.
The Task Force concluded that diligent oversight would be necessary to implement the plan
and recommends that members ofthe Task Force, or appropriate replacements, be requested
to continue to meet quarterly to provide leadership and policy oversight through
implementation. It also recommended that the Santa Clara County Collaborative on
Affordable Housing and Homeless Issues be asked to become involved in some of the
technical aspects of implementation. The Collaborative represents more than 160 homeless
and housing service providers.
It was recommended that the Office of Affordable Housing be given the responsibility of
managing the implementation process. The Task Force recommended adding a new full-time
position in OAH; however, because of fiscal constraints, the existing Homeless Coordinator
will assume the role. The Task Force also recommended that one or more community leaders
be identified to raise the awareness ofthe homeless problem. It was also suggested that other
forms of governance be explored, for example, the formation of a City/County non-profit, or
a joint powers entity, with the ability to raise private sector contributions.
'Bpafd.of Supervisors/'Dpnaid F G'ageuBlanpa
igounty Executive PeterKutras Jr
Pete McHugh,
LizKnlss
'BQ&ftg^da:[5^e.:Mav::3i:p
In spite ofthe difficult economy, a number of actions in the Plan can be started immediately.
Discharge policies for the County's jails and emergency rooms are already being modified to
be more effective in preventing homelessness. Other actions will take longer to implement.
The construction or leasing of permanent supportive housing for the chronically homeless will
take a considerable amount oftime and effort. Given the scarcity offimds for new County
initiatives, further research and planning will have to be done for full implementation.
The County's acceptance of"Keys to Housing" and the adoption ofthe attached resolution
will signal the recognition of the homeless problem in Santa Clara County and the collective
commitment to solve it.
BACKGROUND
On November 2, 2004,the Board of Supervisors authorized the Administration to conduct a
Homeless Census and Survey and also appointed a Task Force to develop a 10-Year Plan to
End Chronic Homelessness in Santa Clara County. The Homeless Census and Survey was
conducted by Applied Survey Research(ASR)in the month of December,2004. The
Homeless Task Force, chaired by Supervisor Beall and Supervisor Gage, was composed of
representatives from federal and state elected officials, the 15 municipalities, a number of
County departments, housing and homeless service providers, community, business, and
philanthropic organizations, and the homeless population.
The Administration had recommended these actions to address the growing homeless problem
in the region. The homeless count will enable the County to conform to the federal
government's requirement to conduct such a count in order to continue to receive
McKiimey—Vento fimds. The development of a 10—Year Plan was in response to the
President's goal of ending chronic homelessness in the nation in ten years and thereby make
the County eligible to receive additional federal funding to end homelessness. Across the
nation, 150 cities and metropolitan areas have completed 10—year plans including, San
Francisco, Alameda, San Mateo, and Placer counties.
The 2004 Santa Clara County Homeless Census and Survey(Attachment A)and the report
from the Homeless Task Force,"Key to Housing: A 10-year plan to end Chronic
Homelessness in Santa Clara County"(Attachment B)is held for filing in the Clerk ofthe
'sHafifotBUpetvispj^;
■dounty^ExecutiyeicrP.ieter
Flte^^cHugh,
jjzKniss
fBQS^gendaDate:;May;^
Board's Office located at 70 West Hedding Street, 10th Floor, San Jose, California.
CONSEQTJENCES OF NEGATIVE ACTTON
If the Board decides not to accept the recommendations contained in this transmittal, the
County would not be in compliance with federal McKinney-Vento regulations to conduct a
point-in-time homeless count and would jeopardize the June application for this funding. If
the Board decides not to approve the 10-Year Plan to End Chronic Homelessness, the Office
of Affordable Housing would not be able to implement the Plan and would not be in position
to apply for federal funding this year from the Interagency Council on Homelessness.
STEPS FOLT OWING APPROVAT.
There is no action required by the Clerk ofthe Board for this item. The Administration will
return to the Board as details of implementation and funding recommendations are developed.
ATTACHMENTS
• Attachment A - 2004 Santa Clara County Homeless Census Survey
•Attachment B - Report from the Task Force
• Attachment C - Summary Report
•Attachment D - Resolution
Board of SUpeivisors:,Donald F. Gage. Blanca'AlvaradOj Pete fclcHugh,Jim'peall, LiiKniss
Gounty"Executive; Peter Kutras Jr.
BOS 5/3/05
Item CE07050305
Attachment C
Keys to Housing: A 10-Year Pian to End Chronic Homelessness in Santa Clara Couniy
Preliminary Implementation Schedule
Implementation
Goals
1
1-5
yr
yrs
5-10
:
yrs
Strategy #1- Screen for homelessness and at-iisk status during initial intake ofcUents entering healthcare,
criminnl justice and foster care systems and initiate case management services immediately.
-Develop uniform web-based assessment tool. Provide staffassessment training.
-Provide triage services addressing physical/mental health and ni^tly shelter
X
!
X
X
-Initiate case management for long temi needs
Strategy #2- Estabh^ a Countywide centralized case management team to provide assistance to clients while
I
in public institutions and plan for discharge.
-Provide case management for homeless and at risk persons in the system to prepare for eventual discharge
-Tmplement cnmfuunity case management to follow clients throu^ to permanent housing
-Enhance Homeless Management Information System
X .
X
X
Strategy #3- Divert Homeless people arrested for public inebriation and nuisance violations from the criminal
iustice system.
-Develop new criminaljustice system policies
X
-Create temporary ovemi^t'sobering centers
-Create alternatives to incarceration for mentally the ill
X
X
Strategy #4- Provide necessary assistance to youth to prevent homelessness and assist therh in achieving selfsuf&ciency.
-Educate those interactmg with youth about signs ofhomelessness, and assistance
-Establish post emancipation case management for foster care graduates
1 -Raise age ofemancipation for foster youth from 18 to 21
i
X
X
X
yr
1-5
5-10
yrs
yrs
Strategy #1- Increase by 2,500 the number ofunits ofpennanent housing available to chronically homeless
people.
-Monitor the number ofunits needed
X
-Lease and Develop at a pace that ensures immediate availability ofimits
-Subsidize rental rates to coincide with the needs ofthe chronically homeless
-Convert emergency shelters to interim housing
X
-Convert transitional housing to permanent housing
X
Strategy #2- Provide Supportive Services to tenants ofpennanent housing
1-5
5-10
yrs
Strategy #1- Expand outreach edacity and aihance effectiveness throng the creation ofFour MultiDisciplinary Outreach and Service Teams operating according to the principles of Assertive Community
Treatment(ACT).
-Xmplemmt 2-5 person multidisoiplinary ACT outreach teams to target special populations
-Provide wireless capability to field teams
X
X
-Design ongoing training regime for outreach workers
Stiategy #2- Enhance collaboration between outreach workers and facilities referrals to
housing and supportive services.
-Designate a non-profit agency as the home for the ACT team
-Create centralized housing and savices database
-Develop referral agreements between outreach workers
-Expand availability ofpublished resource information about housing and sCTvices
-Host"Services and Housing Fairs"for the chronically homeless
-Engage the communityin finding persons in need ofassistance
X
X
X
X
X
X
1
1-5
5-10
yr
yrs
yrs
strategy #1- Streamline access to benefits by homeless people.
-Design Global Benefits Access Systm to electronically access client eligibility for benefits
-Adopt presumptive elifflbility policy to provide immediate partial benefits
-Train case managers and outreach workars to avert loss ofbenefits
X
X
X
Strategy #2- Hold all County Departments accountable for their success in preventing and ending
homelessness.
-Include homeless and housing related outcome measures in County Department Performance Based
X
Strategy #3- Advocate for changes to state and federal statutes and regulations.
-Advocate for state level f^linnges in supporting infirastructure and reduction ofrequirements for food stamps
-Advocate for federal changes:increasing the number ofSSI applications accepted
X
X
Strategy #4- Expand needed health, mental health and substance abuse treatmaat.
-Establish standard holistic health assessment protocol and a system ofrefennls .
-EniifTice existing heath care services available to the homeless
-Expand Dept. ofMental Health's ability to treat mental problems for those with or without diagnosis as
X
X
X
SMI
X
-Establish holistic health detoxification center
-Expand the number ofresidential treatment beds in the County
X
Strategy #5- Increase the number ofjobs and employers available.
-Increase the number ofemployers who hire homeless people
-Increase training and volunteer opportunities available to homeless people
-Expand local government hiring programs
-Expand tranRpnrtation options available to homeless people
X
X
X
X
1
1-5
5-10
yr
yrs
yrs
Strategy #1- Develop a new,local dedicated sustainable source offimding to implement this Plan.
-Commission an analysis to advise the 10-Year Plan on an approiniate iimding vehicle
-Interact with groups who are polling to gain infonnation
-Determine the vehicle(s)ofimplementation by March,2006
X
X
X
Strategy #2- Increase the public awareness ofhornelessness,its effects, what is required to end it and the benefits
to eachjurisdiction and entire community when it has ended.
-Prepare a cost-effectiveness analysis ofpermanent supportive housing in the Coxmty
-Refirame the issue ofhornelessness to issues that most concern the community
X
X
-Use success stories fiwm other counties
X
-Use a variety of media to increase awareness,including a 10-Year Plan webpage
X
-Engage private and public foundations and businesses to promote awareness
X
Strategy #3- Engage the pHlanlhropic community to make grants to implement the Plan.
-Community leaders will approach the philanthropic community
-Match implementation activities to fimding priorities
-Seek the generosity ofphilanthropists via various forms ofmedia
X
X
X.
X
X
X
X
X
X
Strategy #4- Engage the businras community to become involved in implementation ofthe Plan
-Appoint a small group ofcommunity leaders to approach top businesses
X
-Use various forms ofmedia to tout the generosity of&vers
X
Strategy #5- Build infinstnicture ofthe OfBce ofAffordable Housing to permit timely, collaborative applications
for new fimding resources.
-Add $50,000 grant preparation funding for OfBce ofAffordable Housing,Homelessness Concerns Coordinator
-Evaluate success ofthis investment for subsequent years
X
X
Strategy #6- Align Proposition 63 funding(Mental Health Services Act)with the goals ofthis Plan.
Strategy #7- Advocate for an increased investment by the State and Federal government.*;in ending homelessness
by increasing fimding available for housing and supportive services
-Utilize lobbyists to meet this strategy
X
X
X
-Support housing authority ofSanta Clara County in its request for a HUD Moving-to-wofk(MTW)program
Strategy #8- Advocate for federal and state govemraents to make funding distribution changes to create a single
repository offunds.
- Create a community repository of funding streams by restructuring distribution ofcompetitive grants
X
Strategy #9- Each City and Urban County which receives federal block grant funding for which funding of
homelessness services and housing are eligible — e.g. CDBG,HOME and ESG — shall dedicate an annually
determined percentage ofthose funds to a single repository to support implementaticn ofthis Plan. The application
process for the consolidated funds will be coordinated and streamlined between jurisdictions.
-Explore fixture consolidation and streamlining offederal and state grants with County and City CDB6G
X
coordiuators. Money saved could be used to implement the Plan.
-Repository funds to be administered by a group such as CDBG Coordinators group
X
Strategy #10- Coordinate and streamline funding application processes and administration ofCity/County-fimded
grants between jurisdictions.
1
1-5
5-10
yr
yrs
yrs
Strategy #1- A Plan Implementation Oversi^t Body will be created by the Santa Clara County Board of
Supervisors and charged with primary responsibility-to ensure plan implementation.
-Establish Plan Implementation Oversight Committee
-Invite assistance of Santa Clara Countywide Collaborative on Affordable Housing and Homeless Issues
-Create senior-level oversi^t position within County Office ofAffordable Housing
1
X
X
X
1
1-5
5-10
yr
yrs
yrs
Strategy #1- Each plan component will contain data-based outcome measures for intermediate and long-term
goals which are realistic but chaUenging to meet our overall goal
-Set outcome measures for components
X
-Request development ofoutcome measures fiom each involved agency/organization
X
Strategy #2- Measure success in meeting outcomes utilizing the Homeless Management Information System as
the cenhal data source.
-Expand pfflticipation ofhomeless and mainstream service providers
-Link de-identified data fi-om County and City"mainstream" systems to the HMIS
X
-Ensure that data collected will measure success in meeting outcomes
X
X
Strategy #3- Track and communicate success in enga^g and housing chronicdly homeless people to engage
the community in the response to homelessness.
-Utilize the HMDS data to track number of people engaged in care, services and housing,and units obtained
-Develop a PR/commimications team to speak to the community about the success ofthe program
X
-Engage community groups to educate the community about the success ofthe outreach teams
X
X
DRAFT - April 25,2005
events,simultaneously fostering goodwill and educating the community on the
presence and success of the outreach team.
Strategy #4 Analyze Data to Sustain and Improve Response to Chronic Homelessness.
A designate^ County entity will analyze data as a basis for policy analysis and
recommendations to the Plan Implementation Oversight Body for plan amendment.
Action Steps
=> The Office of Affordable Housing will be charged with overseeing the analysis of
data, and with making recommendations to the Oversight Body for plan
amendment
The staffing of or budgetary resources of the Office of Affordable Housing will be
increased to permit effective data analysis.
Keys to Housing! A 10-Year Flan to End Chronic Homelessness in Santa Clara County
45
DRAFT-April 25,2005
APPENDIX A
The Plan Implementation Oversight Body will be presented with an Implementation
Chart emulating the prototype which follows:
IMPLEMENTATION CHART
Outcome
objective
'Strategies/Action
steps
Entity to
Estimate
Responsible
organization
Target
Current
dates
status
Budget
Outcome objectives, strategies and action steps will be included in the Chart. The Plan
Implementation Oversight Body will complete the remaining colurrins to track its work.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
46
DRAFT - April 25,2005
Data from County and City "mainstream"(Health and Hospital,Social Services
and Criminal Justice)systems will be linked to the HMIS. The data linked will be
"de-identified," that is, not reveal the identity of the person whose data is linked.
o Representatives from these systems and County Counsel will meet to
determine how data can be shared to 1)assist in client assessment and
treatment and/or 2) assist in measuring plan outcomes while maintaining
legal obligations ifor client confidentiality and privacy.
Ensm-e that we are collecting data which will measure success in meeting
outcomes,including by:
o determining a process for collecting housing retention data, and
o conducting a street, shelter and transitional housing count and needs
assessment every other year.
Strategy #3 Track and communicate successes in engaging and housing chronically
unhoused people to engage the communitv in the response to homelessness. Publish
accurate information in public places, utilizing a "report card" format, which chronicles
the successes as our plan is implemented. Also target private landlords, housing
developers, and real estate associations and others who may then choose to assist in
implementing the plan.
Action steps
Utilize the data collected by HMIS to aggregate information and track the number
of people engaged in the continuum of care,the number and types of services
offered, and the housing units obtained by clients. Couple this information with
testimonials from the formerly homeless about their experiences with the
outreach efforts and their successes in getting housed.
!=> Develop a Public Relations/Communications Team to travel throughout Santa
Qara County and speak to City Councils, businesses, discharging institutions,
churches,schools and the homeless population about,the successes of the
outreach team in engaging and housing unhoused people. This team will
coordinate the information released to the media,making certain to reach out to
culturally specific, multilingual media, and maintaining privacy standards in all
data releases.
=> Engage various community groups,such as fire departments, the Veterans
Association, and law enforcement departments,through localized community
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County ,
44
A RESOLUTION ATTESTING TO THE COMMITMENT OF THE COUNTY OF SANTA CLARA
TO END CHRONIC HOMELESSNESS IN 10 YEARS
WHEREAS, chronically homeless individuals and families, thpse with the most persistent forms of
homelessness, are afflicted not only by poverty but also chronic conditions such as mental illness and
substance abuse; and
WHEREAS, many of these individuals and families cycle repeatedly through our local shelters,
hospital emergency rooms, psychiatric wards, detoxification programs, and criminai justice system; and
WHEREAS,the abolition of chronic homelessness requires collaboration and coordination of
resources at all levels of government, together with community institutions, businesses, and faith-based
organizations, to best determine how to implement prevention and intervention strategies,
NOW,THEREFORE,BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE COUNTY
OF SANTA CLARA THAT:
The County of Santa Clara endorses the goals, strategies and action steps of"Keys to Housing: A
1.
10-Year Plan to End Chronic Homelessness in Santa Clara County" and supports working in
partnership with other levels of government, the business community, non-profit housing and
services providers, philanthropies, and others to implement this plan,
The County recognizes that additional resources will be required in order to meet the ambitious
goals in the Plan and that local government resources are not adequate to achieve these goals.
The County of Santa Clara will look for opportunities to implement the strategies and action steps
as set forth in "Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara
2.
3.
County."
PASSED AND ADOPTED by the Board of Supervisors of the County of Santa Clara. State of
California, on May 3, 2005, by the following vote:
AYES* ALV2tSAD0f' BE&LIi# 6AGB/ KNISS/ MCHUQ8
NOES:
i. KfOWSI
ABSENT:
ABSTAIN; k
LIZ KNISS. Chair
Board of Supervisors
Signed and certified that a copy of this Document has been delivered by electronic or other means to the
Chair, Board of Supervisors.
ATTEST:
PHYLLIS^PERE/
Clerk of the Board of Supervisors
APPROVED AS TO FORM AND LEGALITY:
0\A/Os
LESLIE ORTA
Deputy County Counsel
Attachment D - BOS Resolution to Commit to
Ending Chronic Homelessness
. In 10 Years - May 3, 2005
SWAY 0 3 ZOO!
BOS 5/3/05
Item CE07050305
Attachment B
DRAFT - APRIL 25,2005
KEYS TO HOUSING:A 10-YEAR
PLAN TO END CHRONIC
HOMELESSNESS IN SANTA CLARA
COUNTY
A Blueprint for the Communities of Santa Clara County
May,2005
DRAFT - April 25,2005
MEMBERS OF THE SANTA CLARA COUNTY TASK FORCE
TO END CHRONIC HOMELESSNESS IN 10-YEARS
Co-Chair
Don Gage
Jim Beall
Campbell
Cupertino
Joe Hernandez,City Council Member
Patrick Kwok,Mayor
Gilroy
Marilyn Roaf,HCD Coordinator
Chair of the Outreach to and Engaging Unhoused
Co-Chair
People Working Group
Los Altos
Susan Russell
Los Altos Hills
Maureen Cassingham,City Manager,Steve Garcia
Barry Bakken,Chair,Comihunity Services Commission
Felix Reliford,Principal Housing Planner
Mayor Dennis Kennedy - to be assigned
Los Gatos
Milpitas
Morgan Hill
Mountain View
Adriana Garefalos,Sr.Planner, CDBG
Palo Alto
Kathy Espinoza-Howard,Director,Human Services
San Jose
Ken Yeager,City Council Member,
Santa Clara
Patricia Mahan,Mayor
Mayor Kathleen King
Ron Swegles, Vice Mayor
Chair of the Housing Working Group
Saratoga
Sunnyvale
SCVHHS
Mental Health Department
Alcohol and Drug Services
Social Services Agency
II
Robert Sillen, Director
Nancy Pena,Director,Bruce Copley
Robert Garner,Director
Will Lightboume,Director
Frank Motta,Housing Department
Chair of the Access to Mainstream Benefits and
Employment Working Group
Department of Correction
Cynthia Stoops,Family and Children's Services
Edward Flores,Chief
Court System
Stephen V.Manley,Judge
Office of tire Sheriff
Laurie Smith,Sheriff, Steven Angus
Marjotie Matthews,Director
11
Chair of the Prevention Workine Grouo
Office of Affordable Housing
County Homeless Coordinator
City of San Jose Homeless
Coordinator
Housing Authority of Santa Clara
County
see Collaborative on Affordable
Margaret Gregg
RayTovar
Chair of the Assessing Need and Measuring Success
Working Group
Candy Capogrossi,Deputy Director
Poncho Guevara,Chair
Housing and Homeless Issues
Homeless Advocate
Norm Carroll
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
Homeless Advocate
Douglass Murphy
Advocate for Emancipated Youth
Nistha Jolly
Bmancloated Youth
Working Partnerships USA
Bob Brownstein
Silicon Valley Leadership
Shiloh Ballard
Group/Housing Action Coalition
Interfaith Council
Don De Leon
United Neighborhoods
Ed Rast,Leonard Williams
Home Builders Association of
Beverley Bryant
Northern California
Tlie Nolan.Foundation
Bill Nolan
Interagency Council on
Ed Cabrera,Interagency Homeless Coordinatox,Region
Homelessness
JX
Congressional District 14 - Anna
Lily Toten,Field Representative, Sandra Soto,Chief of
Eshoo
Staff
Congressional District 15 - Mike
Arellano Bernadettc,Field Representative
Honda
Congressional District 16 - Zee
Lofgren
Zee Lofgren,Congresswoman,Kathleen Collins,
Congressional Assistant
Congressional District 11 - Richard
Nicole Goehring
Pombo
California State Assemblymember
Sally Lieber(District 22)
United Way of Silicon Valley
Harry Adams
Mark Walker
Chair of the Funding Working Group
[ Housing Trust ofSanta Clara County
Additional Members of the Working Groups to the Task
Force
In addition to the Task Force members who chaired and participated in the
Working Groups,and are not re-named here, many people gave their time and
talent in the Working Group process. Six different Working Groups met three
times each to make recommendations on Plan content to the Task Force. The
Task Force thanks all of these community members.
Eve Agiewich
Wolfram Alderson
Ray Allen
Betsy Arroyo
Lee Barford
Laura Barreras
Chris Block
Courtney Bober
Keys to Housing; A10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
Katherine Bock
Carolyn H.Brown
Dina Campeau
Rita Castro-Hawkin
Tracey Chew
Michelle Covert
Trish Crowder
Jeff Davis
Jeff Dennis
Wendy Denton
Mary Helen Doherty
Bob Dolci
Alison Dougherty
Yolanda Engiles
Amy Estes
Barbara Fahner
Vicky Garcia
Grace Gillis
Carol Gogstad
Jose Gonzalez,Sr.
Sparky Harlan
Holly Herrell
John Holland
Sherry Holm Lebow
Lynn Magruder
Gloria Malander
Lynne Martin
Christine McNulty
Wilma McQuarters
Lynn Morison
Sandra Murillo
Arlette Musallam
Laura Nichols
Jenny Niklaus
Nancy Noel
Maria Eva Pangilinan
Sandy Perry
Bonnie Reed
Maria Romero-Aranda
Denise Scoval
Edith Sona
Art Taylor
Doug Taylor
Lynn Terzian
Susan Walsh
Phyllis Ward
Rristie Kesel
ACKNOWLEGEMENTS
The Ten Year Task Force gratefully acknowledges the significant contributions made by
many individuals in the creation of this plan.
Administrative support to assist the Task Force was generously provided by: Maureen
O'Malley-Moore (for Don Gage),Jean Cohen (for Jim Beall),Lynn Terzian(Office of
Affordable Housing),Tina West(for Ken Yeager),Janis Welsh(United Way of Silicon
Valley), and Carla Cisi(Department of Correction).
We also acknowledge the work of HomeBase/The Center for Comnlon Concerns in
facilitating our planning process and generating this document.
SPECIAL THANKS
Special thanks to the Sobrato Foundation and the Charles and Helen Schwab
Foundation for their financial contributions toward the costs of producing this plan.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT-April 25,2005
THE CONTENTS OF OUR BLUEPRINT
Orientation to the Plan:
The Goal: We Will End Long-Term Homelessness in Santa Clara
County within 10 Years
We Know How to End Long-Term Homelessness in 10 Years
Our Outcome Objectives
The Strategies and Action Steps:
Prevention of Chronic Homelessness, page 14
Permanent Housing with Supportive Services, page 18
Engaging Unhoused People in our System of Services and Housing,page 22
Increasing Incomes through Benefits Access and Employment,page 26
Garnering the Resources, page 32
Plan Administration, page 39
Appendix A
©
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - April 25,2005
OUR GOAL
VWtat is "long-term" or "chronic" homclessness?
This plax^ is a blueprint toward ending homelessness for individuals and families who have been
• unhoused for more than a year, or who have had four episodes of homelessness within
three years;
• live in a place not meant for humans to live or live in an emergency shelter;and
• who are disabled with a mental health condition, physical illness or substance abuse
problem.
Data show that those who are chronically homeless utilize most of the community's resources
within the homeless service system and are costly to mainstream systems because offrequent
interactions with hospitals, mental health crisis services and the criminal justice system.
What about others who are unhoUsedl
The community must continue to implement strategies toward preventing and ending all
homelessness. This plan is not meant to supplant those efforts, Especially important to this end is
the development of housing which is affordable to those with extremely low incomes. As we are
successful in ending long-term homelessness, our resources to end all homelessness in Santa Clara
County will increase.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - April 25,2005
The Goal: We Will End Long-Term Homelessness in Santa Clam County
Within 10 Years
Santa Clara County is home to many nationally-recognized, best-practice and
evidenced based programs which assist people who are unhoused regain and then
maintain permanent housing which they can afford.
When people become stably housed,the quality of life indicators traditionally
recognized in this community vastly improve: health, education,employment,
engagement in the community.
For that family or person stably housed,the cost of support the community bears
for emergency housing,jail, health care and income supports significantly
decreases.
So why haven't we ended homelessness here? Because we haven't coupled the rich
knowledge and experience of this community with the resources to implement to scale
the sound policies we know work.
We are ready to bring an end to the human misery and lost potential and to invest in
cost-effective strategies to end long-term homelessness in this County within 10 years.
What Causes Homelessness?
Homelessness arises from the intersection between personal hardship or failure and
systemic breakdowns.
These personal hardships include:
• Mental health conditions and/or alcohol or drug addiction
• Generational poverty
• Lack offamily and social networks
• Lack of education and job skills
• Domestic violence or divorce
• Serious illness
Systemic breakdowns include:
• Lack of affordable housing
• Cutbacks in health, mental health and alcohol and drug treatment services
• Lack of other key services, including affordable child care, transportation,
education and job training
• The lack of employment opportunities at a wage affordable for housing
Keys to Housing; A i.U-Year nan to iind Uuonic Homelessness in banta Uara Clounty
T~
DRAFT-April 25,2005
WE CAN SUCCEED
Homelessness in Santa Clara County
According to the 2004 Santa Clara County Homeless Census and Survey,there
are 7,646 unhoused people at a point in time in Santa Clara County,a
conservative number since it does not include the marginally housed.
Of these,35% are chronically unhoused individuals,and in addition,there are
chronically unhoused families.
Over one-third of unhoused people were in shelter facilities and nearly 2/3
were unsheltered. At least 16% of unhoused people in the street and shelters
were in families; approximately 11% of survey respondents had children
under the age of 18 living with them.
One in five survey respondents reported that the primary cause of their
homelessness was due to alcohol or drug use. Further,almost half of all
homeless respondents have experienced alcoholism or drug addiction, Other
key causes of homelessness included economic factors such as job loss,
unemployment and the inability to pay the rent or mortgage.
Keys to Housing: A 10-Year Plan to End Qironic Homelessness in Santa Clara County
DRAFT-April 25,2005
s
We Know How to End Long-Term Homelessness in 10 Years
We will end long-term homelessness in this community by:
t
Preventing its occurrence.
Most people who are chronically homeless cycle through our health and hospital,
criminal justice and/or foster care systems. Our systems aren't uniformly
coordinated well to link a person exiting one of those systems with the support
and housing needed. Consequently, many now are discharged into
homelessness. Under the 10-Year Plan our systems will become "housing
conscious"-immediately assessing housing status of those entering, and then
beginning to plan for discharge, Unking all to case managers to facilitate housing
and services at exit.
T
Providing permanent housing with access to treatment,services and income to
faciUtate long-term housing retention.
People who have lived on the streets for years and who have been resistant to
accessing our services and housing in the past, will not be required to access a
continuum of interim housing - shelter, then transitional housing - before
accessing permanent housing. Data is clear that the stability occasioned by
permanent housing placement with supportive services available results in
permanent housing retention and the dimination of homelessness.
T
Engaging chronically unhoused people to use our services and housing.
Many chronically unhoused people need specialized,intensive assistance in
order to get back into housing and to be linked with the services and treatment
they need for ongoing stability. They suffer from serious mental health
conditions, drug or alcohol addiction and chronic physical illnesses. Making
them even more difficult-to-serve, many have more than one of these conditions.
Not having been able to get the help they need,many have grown increasingly
distrustful of the service system and isolated. We will utilize specially trained
outreach teams to make contact with individuals on their terms and in the
locations where they typically congregate to first develop a trusting relationship
and address immediate needs and then to provide the intensive assistance
necessary when clients are ready and able.
T
Accessing Income Supports and Employment.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
DRAFT - AprU 25,2005
Chronically unhoused people are not accessing government benefits for which
they are eligible for reasons that include a lack of information, difficulties in
completing all the different application requirements and producing the
necessary documentation, and/or fear or reluctance to access the service system
because of previous negative experiences. Our 10-Year Plan calls for a
streamlined one-stop benefits assessment and application process and presumed
eligibility for some benefits so that unhoused people can immediately reap of the
benefits of income. Some chronically unhoused people are able to work,
especially if positions are customized to their particular skills and abilities. Our
10-Year plan calls for employers to participate in customized employment
programs. As unhoused people garner living wages, their need for subsidized
housing will decrease.
Establish an infrastructure to ensure success,
Our plan incorporates a strong Plan Implementation Oversight design,
mechanisms for measuring and publishing success and for garnering the
financial resources which will be required to end homelessness.
Engage the entire community.
Woven throughout this plan are strategies which acknowledge that our success
in ending long-term homelessness requires the participation of all of the
community. Business,labor, philanthropy, government, nonprofits,faith based
organizations, unhoused people,neighborhood associations, housing developers,
funders, citizens and real estate associations — all have a role to play.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
10
DRAFT-April 25,2005
Our Outcome Objectives
Bousing:
The number of chronically unhoused people living in Santa Clara County v\nll decrease
each year so that chronic homelessness is ended in the community in 10 years. While
our first outcome objective will be measured by success after 5 years,in order to meet
the outcome we anticipate aggressive work in years 1-5 to increase units available to
chronically homeless people. The number of housing units needed will be adjusted
throughout the term of this plan and so the outcome objective is stated in terms of the
percentage of then-needed units becoming available:
Year 5:
50%
Year 6:
Year 7:
Year 8;
60%
70%
80%
Year 9:
Year 10:
90%
100%
The number of chronically unhoused people residing in the County will be determined
by Homeless Management Information System(HMI5)data and the biennial street
count.
Prevention:
1,
The munber of people in our community discharged from:
n the foster care system into homelessness
n
n
mental health institutionsinto homelessness
correctional institutions into homelessness
n
hospitals and medical clinics into homelessness
will decrease by;
Year 2: 50%
Year 5: 75%
Year 10:100%,
2.
People who are housed in permanent housing through discharge planning
efforts will retain their housing for at least two years.
The overall number of people prevented from becoming homeless will be
determined by:
Keys to Housing; A 10-Year Plan to End Chronic Homelessness in Santa Clara County
11
DRAFT-April25,2005
the number of"newly homeless people"from HMIS data
the number of people who have returned to homelessness, the number of
days they were homeless and the length of time between episodes of
homelessness,from HMIS data]
Outreach:
1.
25% of those engaged will connect to services and/or housing within 6 months.
2.
Information regarding homeless targeted housing and services available in the
community will be accessible in real time by;
Year 1
Year 3
3.
70% complete
100% complete
County homeless housing and services data systems wiU be integrated into a
central database within5 years,
4.
Of the chronic homeless population outreached to through the ACT team, this
percentage will be housed:
Year 1:
Year 2:
Year 5:
Year 10:
5.
10% will be housed
25% will be housed
60% will be housed
100% will be housed
All chronically homeless people housed will maintain their housing for at least 2
years.
The change in number of people who access our services and housing system will be
measured by HMIS data.
Accessing Mainstream Benefits and Employment:
1.
100% of chronically unhoused people who seek income benefits wiU be assessed
for benefits.
2.
100% of chronically unhoused people assessed will receive the income benefits to
3.
100% of those who seek a health-related assessment will be assessed.
which they are entitled.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
12
DRAFT - April 25,2005
4.
100% of those assessed as needing health-related treatment will receive
treatment.
5.
Universal adoption and use of standard holistic health assessment for all
unhoused people will occur by tire end of Year 1.
6.
The number of new detoxification beds for chronically unhoused people will
increase by at least 10% annually until data indicates that there is no longer a
need to increase.
7.
8.
The number of chronically unhoused people employed wUl increase by 10%
annually in years 1-5, and then by 50% annually between years 6-10.
The number of chronically unhoused people earning a living wage will increase
by 10% annually in years 1-5,and then by 50% annually between years 6-10.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
13
DRAFT - April 25,2005
PREVENTION OF CHRONIC HOMELESSNESS
Santa Clata Co^&nty(SCC)has excellent models of effective discharge planning
programs which:
Provide Intensive Case Management for Frequent Users of Hospital Emergency
Departments through a Mainstream,Homeless-Targeted,Philanthropic
Collaboration:The Hospital Council of Northern and Central California(HCNCC)has
developed a countywide intensive case management program for frequent user
patients of hospital emergency departments in SCC called the New Directions project.
This is a collaborative project among County and nonprofit agencies and SCC
hospitals,funded by the Health Trust,to eliminate unnecessary use of emergency
departments and reduce avoidable hospitalizations. HCNCC and its partners increase
linkages to primary care and community resources,such as housing, mental health,
transportation,and substance abuse treatment programs;to further assess patients'
psychosocial needs;and to refine the case management model. Project partners
include the County Office of Affordable Housing,Department of Alcohol & Drug
Services, Department of Mental Health,Social Services Agency, Valley Medical Center,
and O'Connor,Saint Louise Regional and Stanford Hospitals.
Provide Chronically Homeless People Services in Lieu of Incarceration through the
SCC Adult Dual Diagnosis Treatment Drug Court. SCC's Adult Dual Diagnosis
Treatment Drug Court provides substance abuse treatment for adults who are charged
in adult criminal courts and might otherwise be sentenced to jail. The court is
designed to target effective treatment services to break the cycle of criminal behavior,
alcohol or drug abuse and incarceration,by funding alcohol and drug treatment and
additional services that support substance abuse treatment. SCC is utilizing a three-
year SAMHSA grant to provide expanded services to about 275 new clients in its Drug
Court,of which 50% will be homeless.
Link those discharged from jail with services. Through the PALS(Providing
Assistance with Linkages to Services) program. Upon release from jail, clients are
given direct assistance to help them access County and community services. Examples
of these services include medication support, mental health services, on-going
substance abuse services, housing assistance and help with obtaining SSI and other
entitlements. The goal of the program is to promote engagement in treatment and
support services, which will assist them in maintaining stability.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
14
DRAFT-April25,2005
PREVENTION
Prevent Homelessness Through Effective Discharge Planning
PREVENTION of homelessness is the most cost-effective and humane way of
addressing homelessness. Many people become homeless upon discharge from public
institutions, including hospitals and other health and mental health care facilities.Jails
and prisons and the foster care system. DISCHARGE PLANNING is an effective
prevention strategy that focuses on ensuring that people leaving public institutions are
linked with tlie housing and support services they need to avoid becoming homeless.
Strategy #1 Screen for homelessness and at-risk sitatus during initial intake with clients
entering healthcare,criminal justice and foster care systems and initiate case
management services immediately.
Effective discharge planning begins with early identification of clients who will need
assistance to avoid Wng discharged into homelessness. This assistance includes not
only planning for housing but also addressing other related service needs.
y
Action Steps
=>
Develop a uniform web-based assessment tool and provide staff training in
conducting assessments.
For clients identified as homeless or at-risk, provide triage services addressing
immediate needs for physical health care, mental health care and shelter for the
night.
Initiate case management services as early as possible to address longer-term
needs,including need for housing at time of discharge. Case management can
either be provided through on-site case managers at the facility or through
referral to the centralized case management team depending on the length of
time the person is in the system prior to discharge.
Strategy #2 Establish a Countywide centralized case management team to provide
assistance to clients while in public institutions and plan for discharge.
Case management is the key to effective discharge planning as it is the case manager
that assists clients in identifying their needs and linking them with housing and support
services to ensure ongoing stability. In addition to helping clients access housing,case
managers,help link them to benefits, health and mental health care,substance abuse
treatment,employment and training,credit counseling,legal assistance, and
transportation.
Keys to Housing; A 10-Year Plan to End Chronic Homelessness in Santa Clara County
15
DRAFT - April 25,2005
Action Steps
=> After initial assessment upon entry into the system, provide case management
services to clients who are homeless or at-risk to address immediate service
needs and plan for housing and service needs upon discharge. As appropriate,
involve client's next-of-kin and members of their networks to assist in helping
them to regain stability.
=> Implement a commtmity case management model,such as utilized by the New
Directions project, whereby case managers follow clients from moment of
referral until they are stabilized in permanent housing.
=i> Enhance Homeless Management Information System to facilitate informationsharing among discharging institutions, housing providers, service providers
and the centralized case management team,
Strategv #3 Divert unhoused people arrested for public inebriation and nuisance
violations from the criminal justice system.n
Arresting unhoused people for petty offenses is both expensive and ineffective. A more
successful way to avoid further problems and unnecessary recycling in and out of jail is
to refer them to other facilities that can better address the roots of their problems,
including both their homelessness and any mental health or addiction disabilities that
contribute to their inappropriate behavior.
Action Steps
=> Develop new criminal justice system policies so that public inebriation due to
drugs or alcohol and disruptive behaviors and nuisance crime violations due to
inebriation or mental illness are not chargeable offenses.
=?■ Create temporary overnight sobering centers so that police can divert clients to
these facilities rather than putting them in jail or dropping them off at shelters
and hospitals. Create appropriate incentives for police to utilize these facilities.
=> Create alternatives to incarceration for mentally ill clients, including temporary
overnight mental health centers and lock-down facilities.
Ct
Strategy #4 Provide necessary assistance to youth to prevent homelessness and assist
them in achieving self-sufficiency.
There is a strong correlation between participation in the foster care system and
homelessness; nationwide, as many as 25% of youth in the foster care system end up
homeless within 2-4 years. For this reason, it is extremely important to assist youth in
making the transition from foster care to independence. This involves not only helping
Keys to Housing: A1 D-Year Plan to End Oironic Homelessness in Santa Clara County
16
DRAFT-April 25,2005
them to access housing, but also making sure they have the education,job skills axui life
skills necessary to be self-sufficient. In addition,in order to achieve successful
independence,some youth need treatment for health, mental health or addiction
problems,
Action Steps
^ Educate those who interact with youth(teachers, doctors, after-school program
providers,counselors, etc,) about the signs of homelessness and at-risk status
and about the resources available to assist youth in this situation.
Establish a post-emancipation case management program for "graduating"foster
youth to facilitate successful independent living.
Create an option for foster youth to emancipate between 18 to 21 years of age(or
until academic studies are finished), thus aUowing continued supportfrom the
State for those youth who chose to emancipate later than 18 years of age. Youth
in this range could continue to reside in foster parent's home or move to
supported housing as long as they continue in post-secondary school education
or job training/vocational education.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
17
DRAFT - April 25,2005
PERMANENT HOUSING WITH SUPPORT SERVICES
What is permanent housing under this Plan?
v Unit with a place to:
• Sleep
• Cook {microwave,refrigerator, stove)
•
Bathe
v Provides residents with rights of tenancy
v At a rental the tenant can afford, up to 30% of their income
v Accessible (universal design)
v Meets code for safety
v Is linked to voluntary and flexible supports and services designed to meet
resident's needs and preferences (for permanent supportive housing)
Did you know,Santa Clara Coimty has many excellent permanent supportive
housing projects and two housing first projects:
Off the Streets to.Permanent Housing,Harm Reduction Program: Utilizing federal Health and
Human Services,Substance Abuse and Mental Health Services Agency(SAMHSA)
implementation grant,and led by the City of Palo Alto Human Services Director, the northern
see and adjoining southern San Mateo cities met monthly to implement the exemplary best
practice to respond to chronic hoinelessness identified in the planning phase of this project. The
group agreed on and specifically designed best practices in outreaching to,engaging,housing
and serving people who have been living on the streets(the project is called Off the Streets). This
planning group consisted of approximately 25 community,experts from a wide-range of
organizations,including police departments,human service providers,housing developers,
business leaders"Ind homeless and formerly unhoused people. The housing/services portion of
the project is based on New York's Pathways to Housing Program,and when fully implemented
will house and serve 100foririerly chronically unhoused people, In December,2004,
IrmVisiomThe Way Home sponsored the first phase of implementation,by housing 15 people
through master-leasing.
Housing Homeless Families Utilizing Housing First Approach: Housing First is a methodology
to shorten stays for families in emergency shelters and rapidly re-house them in their own
apartments. The Charles and Helen Schwab Foundation,the Emergency Housing Consortium,
the Housing Industry Foundation,InnVision,the Housing Authority of SCC and the Sobrato
Family Foundation collaborated to pilot a Housing First approach in SCC. The goal of the
project is to relocate at least 125 homeless families annually into permanent affordable housing as
quickly as possible, providing follow-up case management services to ensure their stability. The
Schwab Foundation has allocated $410,000 to the Housing First initiative for grants and
evaluation; the Sobrato Family Foundation and the Housing Industry Foundation are
contributing $50,000 each.In addition,the Collaborative originally leveraged a commitment of
100 Section 8 vouchers per year to the program,worth at least $1.4 million annually.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - April 25,2005
HOUSING
Provide Permanent Housing with Supportive Services Available That is
Affordable to Chronically Unhoused people
It is axiomatic that homelessness does not end until a person becomes housed. Santa
Clara County will^^tilize a "Housing First" approach to ending homelessness.
"Housing First" identifies housing as the basis for all the other work that people who
are unhoused must do to regain stability and enhance self-sufficiency. It first seeks to
assist people in accessing stable housing as quickly as possible.
Once in housing,it works to link tenants with services and supports to address other
needs. For some, transitional services for a limited time is all that is needed, while for
others,long-term support is necessary.
As services are accessed,income should increase either by way of government benefits
or employment. We anticipate that some of those housed will be able in a short time to
sustain their tenancy in a permanent unit priced at a rate affordable to people with
extremely low incomes; that others will require rental subsidies for a year or two as
they work their way back into the job market and that a third group will require
continual rental subsidies because of an inability to Work and government income
benefits at levels insufficient to support housing. We also expect over time that some
tenants will be economically able and chose to transition to unsubsidized housing.
While we value the permanent affordability of units we"own," we cannot wait to
acquire/develop all the units we need and therefore will master-lease xmits,seeking
long-term rental agreements with rental caps,
Finally, while this plan calls for the development of units for chronically unhoused
people,it is important that these efforts not supplant efforts to develop housing for
nonchronically unhoused people. Continued production of units affordable to those
with extremely low incomes is necessary for all homelessness in the community to.end.
Strategy #1 Increase bv 2,500 the number of units of permanent housing available to
chronicallv unhoused people.
We will increase units available for chronically unhoused people by master-leasing,
building, purchasing and/or rehabilitating units of permanent housing.
Action steps
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
19
DRAFT-April 25,2005
=> Monitor the number of units needed; The'number of units needed to end chronic
homelessness is determined by:
o The number of people currently homeless(accounting for families who
need one unit with additional bedrooms); plus
o Those who will be discharged from prison,jail, health care, mental health
care and foster care systems into homelessness and who entered as a
chronically unhoused person; plus
o The number of unhoused people who are at-risk of becoming chrordcally
homeless: those who have been hoiheless for more than 10 months,or
three times over two years, who are disabled and who are living either in
a place not meant for human habitation or in emergency shelter; plus
o The number of ELI units we anticipate losing; less
o Units in the pipeline.
The number of units we need to develop should be reviewed every other year
using the above formula after the street count has been completed.
=> Lease and develop mrits at a pace to ensure that units wiU become available
immediately,that affordability is s'Ustained and that we meet our goal of ending
homelessness in 10 years.
o Utilize different housing structures and venues to accommodate the
community's housing stock, housing prices, and tenants' varying needs
and preferences.
o Wliib geographic diversity is preferred so that those who are unhoused
can remain in their own community,housing price realities also must
considered in siting units,
o In the first five years of the plan,tire mix between leased and developed
units will be 60% leased and 40% developed,and that units wiU first be
leased,
o The housing pipeline will be evaluated as needed and at least twice a year,
o To assist in evaluating the housing pipeline and to aid in development
efforts, each jurisdiction is asked to track and provide to the Plan
Implementation Oversight Body on an on-going basis:
» Units in that jurisdiction's pipeline by income level
» Inventory of vacant land suitable for developmentfor permanent
housing
n Inventory of units appropriate for ELI housing if rehabilitated
n Inventory of vacant units by income level
o The Plan Implementation Oversight Body will explore utilizing the
existing HousingSCC web-based inventory of affordable housing to track
units available by income level in each jurisdiction.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
20
DRAFT-April 25,2005
o Provide incentives for developers to dedicate units to extremely low
income/unhoused people by targeting jurisdictional revenue to activities
which help to sustain affordabiliiy of the units such as debt reduction,
rental subsidies,long-term leases with rental caps,
o Engage local landlords and housing developers including through Real
Estate Associations to rent/build units for chronically unhoused
population
o Designate an office, such as in the Housing Authority of Santa Clara
County, or through HousingSCC,to be responsible for encouraging
landlords to accept unhoused people as tenants by conducting outreach
and education about homelessness and the availability of support services
to resolve problems and facilitate ongoing tenant stability.
=> Set rental rates to be consistent with the needs of chronically unhoused people.
Currently it is anticipated that
o 1,000 units will be developed which are affordable to people with
extremely low incomes(0-30% of the area median income),
o 500 units will be leased and require shallow rental subsides for a period of
two years,and
o 1,000 unit will be leased and require deep rental subsidies for some
period,and then shallower rental subsidies on an on-going basis.
s=> Access to permanent units will be through either:
o Immediate placement; or
o Guaranteed placement after completion of a 60-90 day stay in serviceenriched interim housing (those leaving early are still eligible for Housing
First program).
Which approach is utilized for a particular person will depend upon housing
available,consumer choice and landlord preferences. The successes of tenants
entering permanent housing under both approaches will be tracked and
resources adapted accordingly.
=> Convert transitional housing units currently serving chronically unhoused people
to permanent housing and amend as needed zoning and other regulations to
permit conversion.
=> Emergency shelters primarily serving chronically unhoused people should be
converted as^feasible to service-enriched interim housing; no additional
emergency shelters for chronically unhoused people should be created.
Strategy #2Provide Supportive Services
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
21
DRAFT - April 25,2005
Supportive services will be available to tenants of all permanent supportive housing
programs at venues which ensure easy access, and on-site is the preference. The
package of services and support will be integrated and individualized designed to
maximize health, self-sufficiency and quality of life.
Keys to Housing: A10-Year Plan to End Chronic Homelessnessin Santa Clara County
22
DRAFT-April 25,2005
ENGAGING UNHOUSED PEOPLE IN OUR SYSTEM OF
SERVICES AND HOUSING
Did
you know...
Santa Clara County has in place an infrastructure for information and referral:
Through the Community Technology Alliance these services are available
communitywide: A toll-free shelter bed hotline(1-800 7SHELTER)provides
information about shelter in the nine Bay Area Counties. SCC callers can hear
information in Spanish or English and,in most cases, speak directly to shelter
staff for accurate information about current bed availability. The Community
VoiceMail system provides telephone capability directly to the homeless or
near homeless,enabling them to attain housing and job information to increase
their independence,self-esteem, and self-determination. HelpSCC,an internet
based directory of up-to-date, accurate information about SCC health and
human services, allows staff at agencies and populations at risk to find the
services they need. Housing SCC provides online information about subsidized
housing searchable by wait list status,services, amenities and population
served.
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
23
DRAFT-April 25,2005
OUTREACH TO AND ENGAGEMENT OF UNHOUSED PEOPLE
Enhance Outreach To Link Unhoused people With Housing, Treatment and
Services
OUTREACH is an essential tool for reaching many unhoused people,especially those
who have been chronically homeless and/or have mental health or addiction
disabilities. This population is often paranoid and extremely reluctant to interact with
the service system due to previous negative experiences. Outreach teams bring services
out to clients and provide them in a manner that is sensitive to the "street or outsider"
culture they have been living in. In this manner,they are able to build trust, engage
clients and help them to access tire assistance they need to transition back to housing
and health.
Strategy #1 Expand outreach capacity and enhance effectiveness through the creation of
Four Multi-Disciplinary Outreach and Services Teams operating according to the
principles of Assertive Community Treatment fACT).
Assertive Community Treatment(ACT)is a type of service provision that is proven in
its effectiveness at engaging hard-to-reach homeless people. Outreach teams operating
according to ACT principles focus initially on developing a trusting relationship with
clients and on meeting their immediate needs. Building trust will require that the ACT
outreach teams have the resources needed to deliver what they have promised. Once
the client's situation has stabilized and a rapport is established,the teams work
intensively to link clients with housing and ihe services they need to move out of
homelessness.
Action Steps
^ Implement four,2-5 person multidisciplinary ACT outreach teams - 2 to operate
in Central County,1 in Northern County and 1 in Southern County. Team
members will be culturally-competent and multilingual and will include a nurse,
mental health amd substance abuse professionals and benefits experts. Some
members of each team will be currently or recently homeless. The ACT outreach
team will be the County's core outreach team around which all other outreach
efforts will be coordinated. The team will provide first aid and refer for other
treatment, ensuring that an appointment for services needed is obtained,that
there is transportation to the services site and post-treatment follow-up.
=*> Provide tlie ACT team with laptop computers or other wireless capability to
facilitate in-field intakes,assessments, referrals and benefits eligibility and
application processing.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
24
DRAFT-April 25,2005
=> Create capacity for targeted outreach to sub-populations with special needs by
teaming the core ACT team with other existing outreach workers. Services will
be targeted to people who are physically disabled,those needing respite care,
seniors,transgender individuals, and undocumented residents.
Design an ongoing training regime for outreach workers using a variety of
techniques,including observational training; mentoring; case conferencing;and
training workshops. Develop manuals on topics such ACT principles, use of
service incentives and other effective outreach techniques, causes and condition
of homelessness and chronic homeiessness, and cultural competency.
Strategy #2 Enhance collaboration between outreach workers and facilitate referrals to
housing and support serviceSi
Key to effective outreach is being able to link clients with assistance when they are
ready to accept it. Therefore,it is essential that outreach workers have ready access to
accurate information about available housing and services and the ability to refer clients
for housing and service slots in a timely manner.
Action Steps
=> Designate a non-profit agency as the home agency for the ACT outreach team
and coordinator of all outreach efforts in the County.
Create a centralized and continually updated database which provides real time
information about housing and services available in the County by integrating
the different data systems already available (for example,HousingSCC,
HelpSCC,the Shelter Bed Hotline).
Designate an office,such as in the Housing Authority of Santa Ciara County, or
through HousingSCC,to provide centralized coordination of the availability of
affordable housing units in the County,including ongoing updating of the
County database.
S=>
Create a centralized communication system,like a call-in phone number,to be
used by outreach workers to facilitate communication with the lead agency and
between outreach workers and to provide easy access to referrals and other
services.
e
=>
Develop referral agreements between outreach workers and other housing and
service providers and designate priority access to housing and treatment slots for
clients engaged by outreach workers.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
25
DRAFT-Apiil 25,2005
=> Expand the availability of published resource iriformation about housing and
services to unhoused people and other interested citizens, informed by input
from unhoused people. Distribute this information through the outreach teams,
supportive merchants,churches and other community organizations.
=i> Host regular "Services and Housing Fairs" in all parts of the County for
chronically unhoused people which provide information and immediate
assessment and referrdi to services and housing needed,and income benefits
assessment and applications,
0
=> Engage the community,including County employees, in telephoning an outreach
hotline number to report the location of a person living on the streets who may
need assistance by the outreach team.
Keys to Housing: A 10-Year Plan to End Qironic Homelessness in Santa Clara County
26
DRAFT - April 25,2005
INCREASING INCOMES THROUGH BENEFITS
ACCESS AND EMPLOYMENT
Did you know....
Santa Clara County has a new project designed to...
Break Down Barriers to Drug and Alcohol and Mental Health
Services. Several agencies(community-based,as well as SCC Mental
Health,Department of Alcohol and Drug Services, Office of
Affordable Housing,Superior Court's Mental Health Treatment
Court, Drug Treatment Court, U.S. Department of Veterans Affairs)
collaborate together as the Navigator Project to provide outreach,
engagement and housing including important systems and
programmatic changes which remove some barriers to chronically
unhoused people accessing services/housing: case managementfor
those dually diagnosed who "fall between the cracks" of Department
of Alcohol and Drug Services(DADS)and Department of Mental
Health treatment criteria; case management of clients who are
DADS-eligible and enrolled in DADS services(which is not currently
provided)and provision of interdisciplinary services between DADS
and Mental Health.
Create volunteer opportunities, leading to jobs,for unhoused people
in Palo Alto. The Palo Alto Downtown Streets Team is a pilot
program from the Palo Alto Downtown Business and Professional
Association. The program offers unhoused persons the opportunity
to earn vouchers for personal goods in return for helping to maintain
the downtown Palo Alto streets. The goal of the program is to
introduce unhoused people to organizations that will provide them
with job skill training, social support services and paid employment
experience.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
27
DRAFT-April25,2005
Enhance Access to Safety Net Benefits, Treatment and Employment
SAFETY NET BENEFITS include income support such as CalWORKs,General
Assistance, Food Stamps and Social Security Administration programs(SSA/SSDI/SSI);
health insurance such as MediCal and Medicare;and employment-related assistance
through the Department of Rehabilitation and the Employment Development
Department(unerpployment and SDI). These programs offer crucial support that can
prevent people from becoming homeless in the first place and for those already
homeless, provide resources to assist them in regaining housing and stability.
Despite high levels of poverty and disability,surveys indicate that 57.9% of Santa Clara
County's homeless population are receiving no benefits. Case manager and outreach
worker experience also indicate that there are many people who are not receiving the
full array of benefits for which they are eligible. Reasons for this include a lack of
information about the range of benefits available, difficulties in completing all the
different application requirements and producing the necessary documentation,and/or
fear or reluctance to access the service system because of previous negative experiences.
Ensuring that unhoused people are receiving the full range of benefits for which they
are eligible is a crucial aspect of putting together the comprehensive package of
assistance they need to regain housing and maintain stability for the long term.
Strategy #1 Streamline access to benefits by unhoused people. Using technology to
allow for a single application to multiple benefits programs will make it much easier for
people to obtain benefits for which they are eligible and will facilitate efforts by case
managers to assemble a comprehensive package of assistance for their clients.
Likewise,adoption of a presumptive eligibility policy for County-administered benefits
will remove unnecessary barriers and speed access for those who meet criteria that
indicate their likely eligibility. Finally,for chronically unhoused people and others
outside of the service system, the development of a Mobile Benefits Team will facilitate
efforts to link this hard-to-reach population with the supports they need to get off the
streets.
Action Steps
==> Design a Global Benefits Access System to electronically assess client eligibility
for federat> state and local benefits and then automatically submit applications to
all appropriate programs. This system will also enable sharing of eligibility
verification information (birth certificates, doctors reports) across benefits
programs and staff will provide necessary assistance in completing applications
and compiling documentation. This service will be available at multiple,easilyaccessible sites throughout the County and through mobile teams.
^ Adopt a policy of presumptive eligibility for County administered benefits
programs,including Food Stamps,CalWORKs,General Assistance and MediCal.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
28
DRAFT - April 25,2005
Under this policy, a certain degree of assistance wiU be immediately provided to
clients presumed eligible,and full benefits will be awarded once eligibility is
confirmed through the formal application process. The County Social Services
Agency will determine presumptive eligibility criteria for all Countyadministered benefit programs,including presuming that any homeless adult is
eligible to immediately receive General Assistance and a public transit voucher.
They will also develop mechanisms for monitoring the cpsts and benefits of this
policy.
To support benefits access and receipt,1)train case managers to provide benefits
advocacy when needed by clients, to provide ongoing monitoring of benefits
receipt and to take necessary action to avert unnecessary loss of benefits by
clients; 2) provide, through existing community based services organizations,
peer support to benefits applicants.
<=> Create a Mobile Benefits Team to assist chronically unhoused people and other
hard-to-reach homeless populations in obtaining benefits for whi^ they are
eligible. The Team will use the Global Benefits Access System through mobile
lap-top computers.
Strategy #2 Hold all County Departments accountable for their success in preventing
and ending homelessness.
People who are homeless or at-risk of becoming homeless are often in touch with
County Departments administering benefits programs and other safety net services. As
such, these Departments can play a crucial role in early identification of people in need
of assistance and in linking them with the broader network of mainstream and
homeless services that can help them avoid or exit homelessness.
Action Steps
Implement homeless and housing related outcome measures for all County
Departments as pai't of their Performance Based Budgeting process. Measures
will be appropriate for each Department's function, but will, at a minimum,
include the housing status of clients at intake and exit as well as homelessness-
related services provided, directly or through referral.
Strategy #3 Advocate for changes to state and federal statutes and regulations.
Currently, there are many unnecessary barriers impeding unhoused people's access to
mainstream benefits that can only be resolved through statutory or regulatory changes
at the federal and state level. Joint advocacy across the Bay Area can help to focus
attention on these issues and bring about needed changes. Each jurisdictiGn is asked to
utilize the resources of its lobbyist to implement these action steps.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
29
DRAFT-April 25,2005
Action Steps
=> Advocate for state level changes,including state support for the necessary
infrastructure to implement CalWIN,to cooperate in the development of the
local Global. Benefits Access System and reduce the eligibility requirements for
Food Stamps so that people need not be so economically destitute to qualify.
Advocate for federal level changes, including the elimination of the practice of
regularly declining valid SSI applications when they are the individual's first
application.
TREATMENT for health, mental health and substance abuse problems is needed by
many unhoused people, especially those who are chronically homeless. In some cases,
these conditions are the cause of homelessness and in other cases, they are the result of
the difficulties of life on the streets and in shelters. In all cases,treatment is needed to
assist the individual in regaining health and stability. In order to meet the full range of
need,system capacity must be expanded and outreach efforts reinstated to reach those
who are fearful or reluctant to access services.
Strategy #4 Expand needed health, mental health and substance abuse treatment.
There is a need for better health care assessments and referrals for unhoused people
who make contact with the system,and a need for ancillary services to meet podiatry,
dental and virion needs. Lack of system capacity makes mental health treatment
difficult to accesi;!, even for those diagnosed with a Severe Mental Illness(SMI). For
those incapacitated by chronic depression or other mental health problems short of a
diagnosed SMI,it is nearly impossible to obtain mental health services. Similarly, the
availability of drug and alcohol treatment falls far short of the need, with an insufficient
supply of residential treatment beds and a need for a detoxification center that does not
operate xmder the auspices of law enforcement.
Action Steps
=> Establish a standard holistic health assessment protocol for comprehensive
health and well-being assessments and a system of referrals for all unhoused
people making contact with the health care system.
=4> Enhance existing health care services available to unhoused people to include
podiatry, dental and vision(including eyeglasses) services.
=*► Expand the capacity of the Department of Mental Health to provide treatment
for people diagnosed as Seriously Mentally 111 (SMI) as well as for those who
have mental health problems but who are not diagnosable as SMI.
Keys to Housing: A 10-Yea r Plan to End Chronic Homelessness in Santa Clara County
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DRAFT - ApriU5/2005
=> Establish a detoxification center that provides wraparound services with a
philosophy of holistic health and is not connected to law enforcement,
^ Expand the number of residential treatment beds in the County.
EMPLOYMENT is an essential aspect of helping unhoused people achieve
independence and self-sufficiency. In order to move out of homelessness for the long
term,people need access to employment opportunities that will allow them to afford
housing,cover basic necessities and begin accumulating savings as a cushion against
unexpected emergencies that could tlireaten their ongoing ability to maintain housing.
Strategy #6 Increase the number of jobs and emplovers available.
In order to assist unhoused people in accessing jobs, more training and employment
opportunities are needed. This will require a concerted countywide effort,involving
the private, public and non-profit sectors, to provide training and employment
opportunities targeted specifically to unhoused people including,through
entrepreneurial models. Because it has been shown to be successful for employing
chronically unhoused people, the plan calls for using a Customized Employment
model.
Customized employment involves individualizing the employment relationship to meet
the needs of the job seeker and the employer. Under this model,job development
begins from the individualjob seeker's perspective rather than the labor market
perspective. The first step in customized employment is to get to know the job seeker
for the purpose of developing a "blueprint," so to speak,of the job that will be custom
tailored to them. The job developer negotiates a unique employment relationship based
upon the parameters identified as conditions of emplojrment for the person and the
individual's con^ibutions and meshing these with the needs of the employer,rather
than looking for job openings. Support is provided to the job seeker and employer
during the course of the employment relationship toward successful job retention and
promotion.
Action Steps
^ Utilize a Customized Employment model through WIA One-Stops to increase
the number of public and private employers who hire unhoused people into jobs
that pay,or promote to, a wage sufficient to a^ord housing. Specifically target
efforts to promote the hiring of people who are/have been chronically homeless
and people who are age 50 and older.
=> To accommodate job placement,create a web-based databank of currently and
recently unhoused Job Seekers with relevant qualifications and promote its use
as a first-stop for employers seeking to hire.
Keys to Housing: A10-Yea r Plan to End Chronic Homelessness in Santa Clara County
31
DRAFT - April 25,2005
=> Work with the private, public and non-profit sectors to increase training and
volunteer opportunities available to unhoused people.
Use an entrepreneurial model to create jobs for unhoused people.
=> Expand Local Government Hiring Programs by securing commitments from all
Cities and the County to place a priority on hiring homeless and fonnerly
unhoused people, Work to replicate Palo Alto's seasonal worker program.
Expand transportation options available to unhoused people, especially those
commuting to and from work.
• Provide free transportation on VTA through case managers for those who are
chronically homeless or at-risk of chronic homelessness, case managed and
employed or in training for employment
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
32
DRAFT-April 25,2005
GABNERING THE RESOURCES
Did you know...
Housing investments produce jobs and create higher lax revenues; $18
million in county expenditures can leverage $90 million in construction
contracts. This creates 1,000jobs and generates $5 million in employment
taxes.
Increasing access to affordable housing reduces expenditures on social
services. Data from New Yofk show that it costs oidy $1,000 more per unit
per year to permanent house an unhoused person than it does to maintain
that person's homelessness. Data from Minnesota show the one supportive
housing development resulted in a reduction of crisis costs of $6,300 per
family and a shift to supportive and preventive services. Over 1,000
admissions to detox were prevented as a result of supportive housing and
the median cost of health care was reduced from just over $9,000 per year
per resident to just over $5,000.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
33
DRAFT-April25,2005
FUNDING AND REVENUE
Generate the Revenue to Support Implementation of the Plan
As convinced as we are that we know how to end chronic homelessness, we are equally
certain that we cannot achieve this goal without generating additional local.State,
Federal, philantKropic and business contributions to our work.
Our strategies include mechanisms both to increase revenue and to improve the use of
currently existing funds.
Develop A New,Dedicated Source of Funding
Strategy #1 Develop a new,local dedicated sustainable source of funding to implement
this Plan.
While we will work to increase funding for housing and services for unhoused people
from the federal and state levels of government, we should not count on such funding
exclusively. Our funding strategy must include the development of a new dedicated
and sustainable source offunding at the local level.
==> Commission an analysis to advise the 10-Year Plan Implementation Oversight
Body by November,2005.on the appropriate vehicle(s) to utilize to create a
County and/or City dedicated source of funding including:
• The political and popular feasibility of the source
• How much revenue could be generated
• The adverse affect on any industry,market or population
Because activity which may influence the analysis called for in the action step
above is on-going,immediately appoint an "interactive watcher" to monitor
and interact with groups who currently are polling and considering priorities
for generating additional local revenue to further the goals of this plan.
=i> By March,2006,the IQ-Year Plan Implementation Oversight Body will have
determined the vehicle(s) to implement and take action toward
implementation.
Create Public Awareness and Support
We will end clironic homelessness only with the support of the community -
manifested,for example, by votes, donations,support for siting of housing and services.
Keys to Housing: A 10-Year Plan to End Chronic Homelessnessin Santa Clara County
34
DRAFT-April25,2005
voluntary activity. It is important that the coinmunity understand that this effort can be
successful and of benefit to the entire County.
Strategy #2 Increase the public awareness of homelessness. its effects, whatis required
to end it and the benefits to each jurisdiction and entire communitv when it has ended.
Create a comprehensive marketing strategy,raising the level of consciousness around
issues related to homelessness, and demonstrating that homelessness can be ended,it is
fiscally prudent to invest in ending it, and the community-wide and communityspecific benefits to ending it.
Utilizing data from County mainstream providers and the criminal justice
system and the homeless housing and services providers, prepare a costeffectiveness analysis of permanent supportive housing within Santa Qara
Coimty; continue to update this analysis annually.
=> Reframe the issue from "homelessness," or an "affordable housing crisis" to
issues community members are most concerned about,such as"Community
Health," "Qiildren's Educational Outcomes,""Supporting our Veterans,"
"Increased Tax Base as Housing is Built and Employment Increases," or
"Qean Streets"
^ Use success stories and best practices from within the County and in other
localities which have significantly decreased the number of chronically
unhoused residents
Use a variety of media and forums to publish the message,include creation of
a 10-Year Plan Webpage including a copy of the Plain, the Plan
Implementation Detail, regular report cards of progress,a calendar of
community convenings to support implementation and a simple list of what
residents can do to help
Engage our private and public foundations and the business community as
partners in tlnis public awareness and support campaign.
Attract Additional Resources through Existing Funding Streams
In addition to creating a new source of local funding, we can improve our activity
directed toward existing funding streams contributions toward ending chronic
homelessness.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Qara County
35
DRAFT-April 25,2005
Strategy #3 Engage the Philanthropic Community in Making Grants to Implement the
Plan.
Cognizant that this plan seeks to end chronic homelessness while there is a need in our
community to prevent all homelessness (especially through the development of housing
affordable to those with extremely low incomes), and to serve and house all people who
are homeless, this plan does not call for the redirection of philanthropic gifts away from
programs meeting those needs. Rather, we seek to engage the philanthropic
community in making additional one-lime gifts toward plan implementation, and to
establish funds dedicated toward plan implementation into which their donors may
contribute.
i
=i> The 19-Year Plan Implementation Oversight Body will appoint a small group
of community leaders,including a member of the Board of Supervisors,to
approach the top philanthropic organizations/foundations in the Cotmty to
create plan implementation funds and/or contribute toward plan
implementation
=> The implementation activities of this plan will be matched to the funding
priorities of each organization/foundation approached
If desirable to the funder, the 10-Year Plan Implementation Oversight Body
will use various media and forums to publicly adknowledge the generosity of
the funder
Strategy #4 Engage the Business Community to Contribute Toward Implementation of
the Flan.
=> The 10-Year Plan Implementation Oversight Body will appoint a small group
of community leaders,including a member of the Board of Supervisors,to
approach the top businesses in the County to contribute to a selected Fund
with such contributions earmarked for implementation of this plan
The 10-Year Plan Implementation Oversight Body wiU use various media and
forums to publicly acknowledge the generosity of the giver
Strategy #5 Build Capacity for Successful Applications for Federal and State Grants.
State and Federal agencies publish notices of funding availability for services and
housing for unhoused people often with short application deadlines. Many funding
notices state a preference to fund projects co-sponsored by collabdratives of government
and nonprofit agencies. It is frequently difficult for the community to prepare a timely,
collaborative application given current resources,
Keys to Housing: A 10-Year PJan to End Chronic Homelessness in Santa Clara County
36
DRAFT-AprU 25,2005
=> Add an additional $50,000 to the Office of Affordable Housing,Homeless
Concerns Coordinator's budget to be utilized to prepare timely grant
applications for State or Federal grants,each in excess of $300,000
=> Evaluate the success of the investment for subsequent years and adjust the
budget accordingly
Strateev #6 Align goals and strategies of this plan with Proposition 63 strategic goals
in order to maximize a portion of new and existing mental health treatment and
housing support funding to meet the goals of this Plan.
A plethora of studies confirm that chronically unhoused people suffering from
mental illness stabilize and have extremely high rates of housing retention over
multiple years when they are able to access permanent supportive housing. It is
appropriate for the County's Proposition 63 funding to be utilized for housing and •
services for chronically homeless adults,families and children.
=> 10-Year Plan Task Force members,ot their designees,should actively
participate in the County's on-going planning process for use of Proposition
63 dollars and to inform that process about the goals of this plan and
appropriateness of use of Proposition 63funds to implement its goals,
Strategy #7. Advocate for an increased investment by the State of California and
Federal government in ending homelessness by increasing fimding available for
supportive services and permanent housing for people who are homeless.
=> Each jurisdiction is encouraged to utilize its lobbyist to meet this strategy. The
investment must be in addition to current expenditures -it does not work
toward meeting our goal if the State and Federal government redirect funding
from one source helping to prevent or end homelessness to measures which
work to reduce chronic homelessness.
=4- Support the Housing Authority of Santa Qara County in its request for a
HUD Moving-to-Work(MTW)Housing Demonstration Program for Santa
Clara County.
Streamline the Funding Process on the Federal,State and Local Levels
for New Investment in Plan Implementation
There currently are inefficiencies in how funds are distributed at the local,state and
federal level, and realignment and streamlining will decrease the cost of grant
Keys to Housing: A10-Year Plan to End Chronic Homelessness in Santa Clara County
37
DRAFT ^ April 25,2005
administration to the funder and grant recipient, as well as permit the community to
implement funding strategies across different funding streams.
Keys to Housing: A 10-Ycar Plan to End Chronic Homelessness in Santa Clara County
38
DRAFT - April 25,2005
Strategy #8: Advocate for federal and state governments to make funding distribution
changes to create a single repository of funds.
Engage the federal and state governments to restructure distribution of
competitive grants targeted to homeless services and housing,creating a
community repository of various federal and state funding streams that would
permit coordinated funding strategies and coordinated funding applications.
Strategy #9: Each City and the Urban County which receives federal block grant
funding for which funding of homeless services and housing are eligible - e.g. CDBG,
HOME and ESG - should dedicate an annually determined percentage of those funds to
a single repository to support implementation of this plan. The application process for
the consolidated funds will be coordinated and streamlined between jurisdictions.
s=> Annual amount to be recommended by a group to be designated,such as the
existing CDBG Coordinators Group to the 10-Year Plan Implementation
Oversight Body
^ Repository of funds to be administered by a group to be designated,such as the
existing CDBG Coordinators Group,including RFP requirements and grant
award process
Strategy #10: Coordinate and streamline funding application processes for and
administration of City/County-funded grants between jurisdictions. By streamlining
the distribution of funding at the city and county level, a reduction in time and effort
necessary to apply for, administer and evaluate each individualfund will result
consequently saviitg resources that can then be reinvested in homeless
services/housing.
A representative of each locally-funded grant stream will meet as part of a
County-wide Grant Coordination Work Group which also will include
representative members of the services/housing providers and which reports to
the 10-Year Plan Implementation Oversight Body
=> The 'County-wide Grant Coordination Work Group will be charged with
aligning funding cycles and creating uniform application/RFP requirements,
coordinated assessment tools and other processes which will result in
streamlined distribution of local funding
=> The County-wide Grant Coordination WorkGroup will track the amount of
resources saved through this streamlined process and those savings will be
earmarked by each jurisdiction for investment in implementation of this Plan
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clata County
39
DRAFT-April 25,2005
Determining Funding Goals
Credible cost estimates need to be prepared for each portion of this Plan. By October,
2005,the entity designated in the Plan Implementation Chart will estimate the cost of
implementing the corresponding strategy/action step,including the following
information:
Total estimated budget to initially implement
=» Less resources on hand to implement
Less additional resources reasonably expected to be leveraged
=t> Balance: amount to be raised to implement the strategy/action step
Total estimated budget to sustain the strategy/action step annually
^ Less resources on hand to implement
=> Less additional resources reasonably expected to be leveraged
=> Balance: amount to be raised to sustain the strategy/action step
By November,2005, the Plan Implementation Oversight Body will analyze the
information submitted and determine a fund-raising goal for implementation of the
plan, and apportion fund-raising goals for various segments such as philanthropy,
business,federal and state resources, and a new local dedicated source of funding.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
40
DRAFT - April 25,2005
PLAN ADMINISTRATION
Did you know..,
Santa Clara County has a nationally recognized Homeless Management
Information System,
The Collaborative on Affordable Housing and Homeless Issues's web-based
centralized HMIS has successfully completed Us preparatory and pilot project
implementation phases,and as of January,2004 has"gone live." The system,
operated by Community Technology Alliance, permits uniform intake and
assessment processes,coordinated case management,accurate point-in-time and
cumulative counts of service usage,consistent demographic information on
those served,and better identification of gaps and emerging needs in our
Continuum of Care.
Santa Clara County has one of the most mature Continuums of Care,and the
Collaborative on Affordable Housing and Homeless Issues is considered a best
practice example by HUD.
The Collaborative is the lead entity for the Continuum of Care process and
official forum for planning and implementing a response to end homelessness in
see. The work of the Collaborative is shared by its members with staffing
support provided by the County Homeless Concerns Coordinator (located
within the County Executive's Office of Affordable Housing). Membership in
the Collaborative is "open" to anyone interested in the communit/s response to
homelessness. In the past year,the Collaborative's members consisted of over
250 representatives from 160 mainstream,faith-based and homeless-directed
supportive service and housing providers including the County,the coimty's
cities and towns,local housing providers, affordable housing developers,law
enforcement,health care providers,educators, advocates,homeless and
formerly homeless persons,advocacy groups,foundations and funders,
businesses,educators. Veterans groups,legal services providers,concerned
citizens and elected officials. The Collaborative is an unincorporated public
benefit corporation with a Steering Committee as its board of directors.
Keys to Housing: A 10-Year Flan to End Chronic Homelessness in Santa Clara County
41
DRAFT - April 25,2005
PLAN MANAGEMENT:Implementation Oversight and Measuring Success
Integral to meeting our goal to end long-term homelessness is diligent oversight of plan
implementation,continued assessment of the needs of chronically unhoused people,
regular measurement of our success in meeting specific outcomes and adaptation of
strategies and action steps to meet changing circumstances.
PLAN IMPLEMENTATION OVERSIGHT
Strategy #1 A Plan Implementation Oversight Body will be created bv the Santa Qara
County Board of Supervisors and charged with primary responsibility to ensure plan
implementation.
o
Erisuring that strategies are actually implemented requires the experience,skills and
resources of the County Board of Supervisors, County health and human services,
housing and criminal justice system agency and department directors, each of the
Cities, business,labor, philanthropy and funders,housing developers,nonprofit
services and housing providers, uidioused people and the State and Federal
government. The Task Force which created this plan has representatives of each of
fiiose segments of the community and the Plan Implementation Oversight Body will
emulate that model.
Implementation of certain strategies and action steps may require the assistance of
decision-makers not part of the Oversight Body,such as particular City Councils or
County agencies. Therefore jurisdictional representatives serving on tiie Oversight
Body will partner with others within their jurisdictions who can champion local action
to meet plan goals.
Cognizant that this group will be constrained by size and other responsibilities to
diligently monitor implementation on a day-to-day basis,their work will be supported
both by a dedicated,full-time senior-level County employee and by a collective of
organizations with deep experience in serving and housing unhoused people,such as
the Santa Clai*a County Collaborative on Affordable Housing and Homeless Issues.
Action Steps
=> By July, 2005, establish a Plan Implementation Oversight Body emulating the
representation of the Task Force which created the 10-Year Plan,with increased
representation from the business community and the State, with responsibilities
to:
c Meet at least quarterly;
o Monitor plan implementation activity;
o Assist within the constituency which the member represents to implement
plan strategies;
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
42
DRAFT - April 25,2005
o Monitor success in achieving plan outcomes;
o Recommend plan amendments to the Board of Supervisors;
o Report at least semi-annually to the Board of Supervisors.
Invite the Santa Clara Countywide Collaborative on Affordable Housing and
Homeless Issues to assist the Plan Implementation Oversight Body by assuming
on-going plan implementation oversight, and reporting to the Oversight Body on
implementation activity, outcome successes,emerging needs and assistance
required to meet the goals of this plan.
Create a new senior-level,full time position within the County Office of
Affordable Housing devoted exclusively to oversight of plan implementation
including staffing the Plan Implementation Oversight Body.
MEASURING SUCCESS
\j
Measuring success is important to monitor the distance to our goal,to alert us to the
need to consider plan adjustments and,because they are being asked to help support
the plan, to engage the entire community in the work to end homelessness.
Strategy #1 Each plan component will contain data-based outcome measures for
intermediate and long-term goals which are realistic but challenging to meet our over
all goal.
<=i> Each plan component currently contains outcome measures. Should additional
components be added to the plan as a new need emerges,outcome measures will
be set for those as well.
=> Each agency/organization implementing a specific portion of this plan,for
example,a nonprofit agency providing case management services, will be asked
to develop outcomes to measure success in achieving the goals of this plan over
factors such as homeless prevention, housing placement and retention,increased
income and improved health.
Strategy #2 Measure success in meeting outcomes utilizing the Homeless Management
Information System as the central data source.
The County's HMIS will be developed and expanded in order to provide a uniform,
accurate, and single source for measuring the outcomes laid forth in the Ten Year Plan.
Action steps
=> Participation of homeless and mainstream service providers will be expanded in
order to ensure that the data is reliable.
Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County
43
Document
Referral to the Board of Supervisors to consider recommendations relating to the 2004 Santa Clara County Homeless Census and Survey and the report from the Homeless Task Force, "Keys to Housing: A 10-Year Plan to End Chronic Homelessness in Santa Clara County."
Initiative
Collection
James T. Beall, Jr.
Content Type
Recommendations
Resource Type
Document
Date
05/03/2005
District
District 4
Creator
Peter Kutras Jr.
Language
English
Rights
No Copyright: http://rightsstatements.org/vocab/NoC-US/1.0/