20200821 CAO ENHANCED COMPREHENSIVE HOMELESS ...

CITY OF LOS ANGELES INTER-DEPARTMENTAL CORRESPONDENCE

Date:

To: Honorable Members of the Homeless Strategy Committee

From: Richard H. Llewellyn, Jr., City Administrative Officer

Subject: Enhanced Comprehensive Homeless Strategy – QuarterlyPerformance Report Fiscal Year 2019-20 Third and Fourth Quarter

Attached is the Fiscal Year 2019-20 Third Quarter (Q3) and Fourth Quarter (Q4) enhanced Comprehensive Homeless Strategy (CHS) Quarterly Performance Report (QPR). This QPR provides the quarterly CHS metrics data and highlights key accomplishments.

Some of the highlights described include:

The continued implementation of Proposition HHH;Affordable Housing Production;Expanded Outreach in response to COVID-19;State of California Homeless Emergency Aid Program (HEAP);State of California Homeless Housing, Assistance, and Prevention Program(HHAP);A Bridge Home Program; andThe COVID-19 Homelessness Roadmap.

This QPR provides metrics data for 110 metrics across 12 strategies in Q3, and 123metrics in Q4.

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● Expanded Outreach and Hygiene in Response to COVID-19 (Strategy 4.3 – Programs/Systems: Street Outreach)

o In March, City-funded homeless outreach teams shifted support to the coordinated COVID-19 street outreach approach, which includes the development of dedicated Life Safety Wellness teams comprised of Los Angeles Homeless Services Authority (LAHSA) Homeless Engagement Teams (HET), Multidisciplinary Teams, the Los Angeles Police Department (LAPD) and the Los Angeles Fire Department (LAFD).

▪ These teams conduct regular health assessments at encampments across the City, distribute masks and other personal protective equipment (PPE), food, water and other essential resources, and administer COVID-19 testing in large encampments for symptomatic individuals.

▪ This effort also included the coordinated deployment of handwashing stations and shower resources to encampments and unsheltered individuals across the City at the start of the pandemic.

● Employment and Problem Solving (Strategy 4.5 - Programs/Systems: Services, Strategy 4.6

Programs/Systems: Prevention & Diversion) o As of March 31, 2020, 645 participants received subsidized transitional employment

with Program Year (PY) 2019-20 funds, 275 with City General Fund dollars and 370 with County Measure H.

o Thirty (30) A Bridge Home clients received job readiness workshops and/or employment services through Los Angeles Regional Initiative for Social Enterprise (LA:RISE).

o The LAHSA Problem-Solving Unit has trained 700 staff from across the homeless services system.

▪ In Q3, 301 staff members received training, including Case Managers, Peer Navigators, Outreach Workers, Housing Navigator Intake Specialists, Probation Liaisons, Hospital Liaisons, Host Home Coordinators, Mental Health Specialists, Housing Stabilizers, as well as managers and directors.

o The Problem-Solving Unit also hosted a Domestic Violence-specific Problem-Solving Training for staff who serve households experiencing and fleeing domestic and intimate partner violence in Q3. The majority of attendees were from the Coalition to Abolish Slavery and Trafficking.

o Thirty (30) Problem-Solving Specialist/Diversion staff were hired across 20 homeless service agencies and FamilySource centers.

Key Accomplishments – Q4 (April 1, 2020 – June 30, 2020) The action items and quarterly updates for each individual strategy for Q4 are provided in Attachment 3. Key accomplishments in Q4 are discussed below.

● Proposition HHH (Prop HHH) Implementation and Increasing Permanent Supportive Housing (Strategy 4.4 - Program/Systems: Supportive Housing)

o Seven (7) Prop HHH Housing Challenge projects received site approval from City Council in May, six (6) projects received Housing Authority of the City of Los Angeles

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(HACLA) Project Based Vouchers (PBV) commitments, and one (1) project received a nine (9) percent Low Income Housing Tax Credit (LIHTC) award.

o HACLA reports five (5) non-Prop HHH Permanent Supportive Housing (PSH) projects with 193 PBVs completed construction and began leasing up in Q4.

o HACLA executed Housing Assistance Payments Contracts (AHAP) for five (5) projects totaling 272 units in Q4. The projects are estimated to complete construction by the end of 2021 or early 2022.

o In response to the COVID-19 pandemic, the Coordinated Entry System (CES) Policy Council has updated its PSH prioritization policy. Until further notice, 80 percent of all PSH in the County will be prioritized for persons who are high acuity and vulnerable to COVID-19. The remaining 20 percent will continue to be matched to persons who are high acuity but not COVID-19 high risk. This policy will be evaluated on a monthly basis.

● Affordable Housing Production (Strategy 4.8 – Programs/Systems: Affordable Housing)

o During fiscal year FY 2019-20 Q4, tenant outreach and education services were provided at three (3) at-risk properties consisting of 33 restricted units to assist tenants with relocation assistance and notice requirements.

o Linkage Fee revenue of approximately $18 million was collected in FY 2019-20. ● Rental Assistance (Strategy 4.7 – Programs/Systems: Rapid Re-housing)

o The Skid Row Move-in Assistance Program launched in April. This program provides one-time financial assistance for move-in to permanent housing for people experiencing homelessness in the Skid Row area.

o The Shallow Subsidy program was updated to pay to up to 35 percent of program participants’ monthly rent, rather than the previous flat assistance of $300 for single adults and $500 for families.

● Expanded Services (Strategy 4.5 – Programs/Systems: Services)

o LAHSA and Akido Labs, in partnership with the Los Angeles County Department of Health Services, developed a mobile application to help outreach teams to triage COVID-19 symptoms and support people on the streets during the coronavirus pandemic.

▪ The first-of-its kind application allows outreach teams to do wellness checks, identify COVID-19 symptomatic and vulnerable people experiencing homelessness, and triages them to the most appropriate resource (e.g., 911, isolation/quarantine sites, Project Roomkey). It has become a vital tool in identifying and tracking where unsheltered asymptomatic and symptomatic individuals may be residing.

Homeless Emergency Aid Program (HEAP) On October 3, 2018, the City executed a grant agreement with the State for the $85,013,607 HEAP grant. The grant has earned a total of $1,467,737.25 in interest through June 30, 2020. If the recommendations in the HEAP Sixth Quarterly Report pending Council approval are adopted, a

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total of $85,948,274.04, or 99.4 percent of the HEAP allocation (including interest) will be committed. The uncommitted balance will be $533,070.21. $53,832,798 or 62.3 percent of the HEAP grant, including earned interest has been expended. The chart below provides the total amount of funds committed and expended within each HEAP Activity Category. Table 1. Status of HEAP Commitments and Expenditures through June 30, 2020

Activity Category Amount Total Funds Committed

Uncommitted Funds Remaining Expended

Unexpended

1 Capital and Operating Support – A Bridge Home $53,140,761.93 $53,140,761.93 $0.00 $37,763,601.00

$15,377,160.93

2 Capital and Operating Support – Skid Row $20,000,000.00 $19,466,929.79 $533,070.21 $7,348,854.00

$12,118,075.79

3 Capital, Operating, Services – Citywide $7,864,783.77 $7,864,783.77 $0.00 $5,451,906.00

$2,412,877.77

4 Youth Set-Aside $3,624,067.55 $3,624,067.55 $0.00 $2,012,510.00 $1,611,557.55

5 Administrative Costs $1,851,731.00 $1,851,731.00 $0.00 $1,255,927.00 $595,804.00

Total $86,481,344.25 $85,948,274.04 $533,070.21 $53,832,798.00 $32,115,476.04 * Includes $1,467,737.25 of interest earnings through June 30, 2020. Homeless Housing, Assistance, and Prevention (HHAP) Program In June 2019, the State of California adopted legislation for the Homeless Housing, Assistance, and Prevention (HHAP) Program, a block grant of $650,000,000 to be allocated to cities, counties, and Continuums of Care (CoC) throughout the state for homeless programs and projects. The City’s allocation from this amount is $117,562,500. On January 31, 2020 the City Administrative Officer (CAO) submitted the HHAP application on behalf of the City. On March 30, 2020, the State approved the City’s application. On April 16, 2020, the City executed the grant agreement with the State, and funds were received on June 8, 2020. On June 30, 2020, the Mayor and City Council approved recommendations from the CAO and the Chief Legislative Analyst (CLA) to commit 49 percent of the HHAP grant to fund the A Bridge Home and hygiene programs Citywide and in Skid Row. A Bridge Home In Q3, the Mayor’s Office continued to convene weekly meetings of City staff to expedite the construction of interim housing facilities. By the end of the quarter, two (2) new bridge housing sites with 254 beds opened at: Hope St. in Council District (CD) 9 (100 beds) and Pacific Sunset in CD 11 (154 beds). Residents at ABH sites had an average stay of 191 days, compared to a system-wide average of 98 days in Q3.

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In Q4, the Mayor’s Office weekly meetings ceased due to COVID-19 precautions. Three (3) new bridge housing sites with 214 beds opened at: Lodi Place in CD 13 (60 beds); the VA Campus in CD 11 (100 beds); and the La Cienega Family Site in CD 5 (54 beds). At the close of Q4, 2,249 new crisis and bridge housing beds were operating, under construction or funded. ABH Residents had an average stay of 215 days, compared to a system-wide average of 112 days in Q4. The increase in length of stay is likely due to COVID-19, however, LAHSA will provide further data in the next QPR to provide further context. COVID-19 Homeless Roadmap On June 16, 2020, the City reached an agreement with the County of Los Angeles (County) to develop an additional 6,700 homeless interventions to address the COVID-19 emergency within 18 months. The agreement includes:

Completing 700 beds in existing agreements with the County within 10 months; Establishing 5,300 new beds within 10 months; and Establishing an additional 700 new beds within 18 months.

6,000 of these interventions must be new beds, which are not included in any existing agreements between the City and the County. The County has committed to providing $60 million per year in services funding over five (5) years for a total of $300 million or half the estimated $600 million cost for these beds over the five (5) year term of the agreement. The target population for this effort includes people experiencing homelessness in the City who are:

Living within 500 feet of freeway overpasses, underpasses, or ramps; 65 years of age or older; or Otherwise vulnerable.

The Q4 policy brief for Strategy 3.1 – Policy: Interim has been updated with a new Action Item to track this agreement, which is being implemented as the COVID-19 Homelessness Roadmap. ECHS Metrics The Comprehensive Homeless Strategy (CHS) metrics framework was approved in June 2017 (C.F. 15-1138-S25). The framework is comprised of strategy-level and headline metrics. 154 metrics strategy-level metrics were scheduled to be reported under the ECHS: 84 continuing metrics from the original CHS, and 70 new metrics. In Q3, Departments report that data for 25 of these metrics are not available, and 20 biannual or annual metric(s) were not reported in Q3. LAPD also requested the addition of the following three (3) new metrics to be reported under Strategy 4.3 – Programs/Systems: Street Outreach:

1. Total number of Naloxone kits distributed to LAPD field officers; 2. Total number of Naloxone deployed by LAPD Officers; and 3. Lives saved by deployment of Naloxone by LAPD Officers for people experiencing

homelessness. As such, Q3 data is available for 110 metrics across 12 strategies.

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In Q4, data for 34 metrics were not available for reporting. The Department of City Planning (DCP) requested that the metric “Reductions in development timeframes for projects” be removed from Strategy 3.3 – Policy: Land Use & Housing as more precise data is being reported under the ECHS, relevant to specific land use policies and their impact on development timelines. There is no previous reporting on this metric. Beginning in Q1, FY 2020-21, this metric will be removed from DCP’s reporting requirements. Q4 data is available for 123 metrics across 12 strategies. Attachment 4 provides strategy-level Q3 and Q4 data. Attachment 5 summarizes strategy-level data by headline metrics for both quarters. Data associated with each headline metric is summarized as follows:

● Expansion of supply of affordable and homeless housing: o 161 Housing and Community Investment Department (HCID)-financed permanent

supportive units (Strategy 4.4) and 358 affordable units (Strategy 4.8) were completed in Q3.

o In Q4, HCID financed an additional 519 permanent supportive units and 41 affordable units.

o HACLA reported a total of 26 agencies providing supportive services according to their definition and quality standards in Q3 and Q4 (Strategy 4.4).

● Number placed in permanent housing:

o In Q3, 2,353 households and 955 individuals were placed in permanent housing through interactions with LAHSA contractors (Strategy 3.2, 3.4, 4.1, 4.2, 4.3, 4.7, and 4.8). This reflects just over a one (1) percent increase and 13 percent decrease, respectively, from Q2.

▪ In Q4, the number of households placed in permanent housing increased an additional two (2) percent to 2,401, while individuals placed in permanent housing decreased by two (2) individuals.

o Of all adults exiting interim housing, 19 percent exited to permanent housing in Q3. In Q4, 29 percent of adults exited interim housing to a permanent destination, up from 19 percent in Q2 and almost doubling the 15 percent reported in Q1 (Strategy 4.2).

o The median length of time from assessment to housing match decreased to 335 days for individuals in Q3, from 382 in Q2. This trend continued in Q4 as the length of time decreased to 244 days (Strategy 4.1), an overall decrease of 138 days, or 36 percent, over two (2) quarters.

● Number placed in temporary housing:

o In Q3, 2,083 and in Q4 1,906, unsheltered individuals moved into shelter (Strategy 4.3).

o 212 individuals were served through the Safe Parking Program in Q3, a slight increase from 206 individuals reported in Q2 (Strategy 4.3). In Q4, the number of individuals served through the Safe Parking Program decreased to 155.

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▪ LAHSA reports that safe parking utilization rates have decreased across the program since the COVID-19 pandemic began.

o The average length of stay in crisis/bridge housing increased from 110 days in Q2 to 115 days in Q3 and 124 days in Q4 for individuals (Strategy 4.1). The average length of stay in shelter across all programs decreased from 100 days in Q2 to 98 in Q3. It increased again in Q4 to 112 days (Strategy 4.2). This increase in the length of stay is likely due to COVID-19.

● Number who are prevented from becoming homeless or being discharged into

homelessness: o 334 families received prevention services through CES in order to stabilize and

maintain existing housing in Q3, a decrease from 366 in Q2. In Q4, this number increased again to 366 families. (Strategy 4.1). 39 percent of families were able to prevent imminent homelessness in Q3, increasing to 64 percent in Q4.

● Number who gain employment or enroll in vocational training/education: o 2,997 households have increased their income through participation in CES in Q3

(Strategy 4.1). In Q4, this number decreased by four (4) percent to 2,870. o Two (2) homeless adults were hired by the City of Los Angeles through the targeted

local hiring program in Q3, while zero (0) were hired in Q4 (Strategy 4.5). o Three and one half (3.5) percent of emergency shelter participants saw an increase

in income in Q3 and Q4. (Strategy 4.2).

● Number who retain housing from date of placement: o As reported in Q2, 89 percent of persons continued to retain housing for 12 months

through efforts to strengthen CES technology, staffing and standardization in Q3 and Q4 (Strategy 4.1).

o In Q3 and Q4, 93 percent of households had retained housing for 12 months through integration and strengthening of family and transition age youth CES (Strategy 4.1), a one (1) percent increase from Q2.

Attachments

1. Comprehensive Homeless Strategy Structure 2. Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs 3. Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs 4. Comprehensive Homeless Strategy Third (Q3) and Fourth Quarter (Q4) Metrics – Strategy-

level Report 5. Comprehensive Homeless Strategy Third (Q3) and Fourth Quarter (Q4) – Headline

Summary 6. Index of Abbreviations

RHL:YC:MB:HR: 16210011

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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy

1.0 - Governance, Accountability, & Budget


Goal: Administrative infrastructure to oversee successful execution of CHS

Ongoing ResponsibilitiesLead: HSCResponsibilities: Oversight and recommendations to Mayor and City Council

Lead: CAO/CLA/MayorResponsibilities: Accountability and departmental support

Lead: CAOResponsibilities: Department and external stakeholder engagement

Lead: LAHSAResponsibilities: Data collection and sharing

Action StepsLead: HSCAction Steps: Hold regular monthly meetings to oversee strategy

implementation.Make recommendations for strategy amendments as needed.Review staff reports and recommend Council action.Evaluate and recommend amendments to the Los AngelesHomeless Services Authority (LAHSA) Joint Powers Agreement (JPA), if necessary, to ensure the highest and best delivery ofservices to homeless resident

Quarterly Update:

The Homeless Strategy Committee (HSC) continues to holdmonthly meetings, review staff reports and makerecommendations for Mayor and Council action. At this time, noamendments to the strategy or the LAHSA JPA agreement arerecommended.

Complete? No.

Lead: CAO

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Action Steps: Establish a schedule of meetings to share information, accomplishments, challenges and support needs of City Departments.Establish Lived Experience Working Group and ensure ongoing engagement.Schedule meetings with leads as needed based on quarterly performance reportingWork with other governance leads to identify topics for monthly HSC meetings.Track and report the status of City funds allocated for homelessness, including City General Fund allocations, Proposition HHH, and State Homeless Emergency Aid Program.

Quarterly Update:

The City Homeless Coordinator work with LAHSA to establish a protocol to present the QPR to the Lived Experience Working Group that aligns with LAHSA's Lived Experience Advisory Board (LEAB) and Homeless Youth Forum of Los Angeles (HYFLA) is delayed due to the City’s and LAHSA’s Covid-19 response.The CAO reports quarterly on the implementation of the State Homeless Emergency Aid Program (HEAP).The Chief Legislative Analyst (CLA) and the CAO submitted recommendations for the first round of recommendations and new commitments from the State Homeless Housing, Assistance, and Prevention (HHAP) Program to the City Council.

Complete? No.

Lead: CAO/Mayor/CLAAction Steps: Establish Department and external stakeholder engagement

communications planAdvocate for additional homeless funding from the State and Federal Government and philanthropic organizations

Quarterly Update: Funding advocacy is ongoing. Complete? No.

Lead: CAO/LAHSAAction Steps: Periodically evaluate the need for available funding for services,

affordable housing, and permanent supportive housing.Quarterly Update:

The evaluation of the need for funding for services, affordable housing and supportive housing is ongoing.

Complete? No.

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Lead: CAO/CLAAction Steps: Report on opportunities to coordinate with Los Angeles United

School District (LAUSD) to provide services to students and families who are homeless or at risk of homelessness

Quarterly Update: No updates.Complete? No.

Lead: CLAAction Steps: Establish a collaborative regional intergovernmental relationship

with Councils of Government, the Southern California Association of Governments, and the League of California Cities to coordinate homeless services, including shelter and housing resources and strategies across multiple jurisdictions.


Lead: LAHSAAction Steps: Provide data on homeless system performance and report to City

Homeless Coordinator and HSC are requested. Quarterly Update:

LAHSA provides comprehensive metrics data for the enhanced CHS quarterly report.

Complete? No.

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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs

2.0 - Planning, Coordination, Modeling & Prioritization


Goal: Utilize available data to identify milestones and priorities for Enhanced Comprehensive Homeless Strategy (CHS) implementation.

Ongoing Responsibilities:Lead: HSCAction Steps:

Review data analysis findings and make recommendations to the Mayor and City Council.

Lead: CAO/CLA/LAHSA/MayorAction Steps:

Review existing Los Angeles Homeless Services Authority (LAHSA)and County data analysis efforts and identify opportunities to partner to gain a better understanding of the impact of City and County work to combat homelessness.Make recommendations to the Homeless Strategy Committee (HSC)regarding data to be used by the City for goal setting and outcome reporting and to inform resource and service targeting.

Action Steps:Lead: HSCAction Steps:

Establish working group with Chief Legislative Analyst (CLA), Mayor’s Office, LAHSA, and County Homeless Initiative to review available data and identify opportunities for City-specific uses of data and resources.Working group will consider whether data is available to address the issues identified in the former strategies included in Strategy 2.0 as well as other issues related to addressing homelessness.

Quarterly Update: No update.Complete? No.

Lead: CLA/MayorAction Steps: Participate in data working group.Quarterly Update: No update.Complete? No.

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Lead: LAHSAAction Steps: Participate in data working group.

Provide data as needed and allowable in response to working group requests.


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3.1 - Policy: Interim


Goal: Develop and implement short and medium term strategies to address unanticipated critical needs while long-term solutions are implemented

Ongoing ResponsibilitiesLead: CAO/CLA/EWDD/LAHSAResponsibilities: On an as needed basis, identify critical short- and medium-term

needs. Present to the Homeless Strategy Committee (HSC) with recommended actions necessary to address the unanticipated need with recommended interim strategy.

Lead: CAOResponsibilities: Facilitate departmental coordination to establish interim

strategies to address critical short- and medium-term needs.

Lead: EWDDResponsibilities: Support efforts to ensure homeless service agencies’ workforce

professional development needs are met.

Action Steps:Lead: EWDDAction Steps: Professional development and recruitment for homeless services

agencies:Facilitate Los Angeles Homeless Services Authority (LAHSA) and Worksource System collaboration in filling new jobs created by the significant homeless services expansion.In coordination with LAHSA, establish a "Training Academy" for recruiting and training new hires.Support the coordination and staffing of Regional Hiring Fairs.

Identify strategies to lower barriers to employment.Quarterly Update: None.Complete? No.

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Lead: CAOAction Steps: A Bridge Home (ABH):Action Steps:Quarterly Update:

Coordinate reporting on this interim strategy. Lead review of potential sites for City-constructed Interim Housing facilities.Convene weekly Interim Housing/Temporary Structures Working Group to expedite implementation of A Bridge Home Initiative. Coordinate with elected officials, LAHSA, and City Departments as needed.The City Homeless Coordinator reports quarterly on the status of the A Bridge Home program as a part of Strategy 4.2 and the Homeless Emergency Aid Program (HEAP) Quarterly report. During Q3, the CAO oversaw the evaluation of one potential ABH site with the support of Brilliant Corners.

Complete? No.

Lead: AllAction Steps:

Meet as needed to assess the need for additional interim strategies or recommend designating existing interim strategies as completed.

Quarterly Update: None.Complete? No.

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3.2 - Policy: No Wrong Door


Goal: Communicate a system-wide policy for No Wrong Door approach (Expansion of “No Wrong Door” Informational Campaign Citywide)

Ongoing ResponsibilitiesLead: PersonnelResponsibilities: Facilitate implementation of “No Wrong Door” strategy.

Provide access to “No Wrong Door” materials to participating departments and oversee citywide implementation of “No Wrong Door.”Collect metrics from participating departments and share progress of implementation and reach of campaign.Facilitate the development and implementation of a training course for front-desk staff who many interact directly with individuals who are seeking resources.

Lead: HSCResponsibilities: Review and provide feedback on “No Wrong Door” campaign

content. Assist with marketing the “No Wrong Door” concept to other City Departments or other agencies, such as County of LA.

Lead: BOSResponsibilities: Identify Bureau of Sanitation (BOS) facilities as “No Wrong

Door” facilities and implement “No Wrong Door” strategy.

Lead: LAHSAResponsibilities: Provide expertise in refinement and development of

informational materials that are effective in connecting homeless persons interacting with City departments with needed non-City resources. Assist in developing messaging around access to the Coordinated Entry System (CES) and the broader resources available to support participants in City services who are experiencing or at risk of homelessness.

Lead: LAPD/RAP/Mayor

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Responsibilities: Identify department buildings as “No Wrong Door” facilities and implement “No Wrong Door” strategy.

Action Steps:Lead: HSCAction Steps: Assist Personnel in marketing "No Wrong Door"

informational campaign to other City departments and possibly outside agencies like County of LA.

Quarterly Update: HSC reviews and provides feedback on "No Wrong Door" campaign content and assists with marketing upon request.

Complete? No.

Lead: BOS/LAPDAction Steps: Identify buildings or facilities that have public counter where

"No Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.Add "No Wrong Door" website link to department website.

Quarterly Update: In October, 2019, the Los Angeles Police Department(LAPD) added the No Wrong Door website link to the public webpage. LAPD will distribute No Wrong Door flyers to Area lobbies when they are available.

Complete? No.

Lead: LAHSAAction Steps: Provide expertise in refinement and development of

informational materials that are effective in connecting homeless with right resources. The Los Angeles Homeless Services Authority (LAHSA) will assist in developing messaging around access to the CESand the broader resources available to support participants experiencing or at risk of homelessness.

Quarterly Update: LAHSA presented its updated Get Help page https://www.lahsa.org/get-help that includes resources oninterim housing, access centers, Los Angeles Homeless Outreach Portal (LA-HOP), and population and need-specific resources.

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No Wrong Door City partners provided feedback and suggestions for additional resources. LAHSA also provided a template idea for a No Wrong Door flyer. It collaborated with City partners on the development of No Wrong Door campaign collateral materials to be sent to the Personnel Department for publishing.

Complete? Yes.

Lead: MayorAction Steps: Work with the Personnel Department to develop a training

course for front-desk staff.Identify buildings or facilities that have public counter where "No Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.

Add "No Wrong Door" website link to department website.Quarterly Update: After meeting with the No Wrong Door Policy committee, the

Mayor’s Office provided content to be included in resource materials, including a business card handout and brochure.The information provided can be shared Citywide to support people experiencing homelessness or anyone who wants to help.

Complete? Yes.

Lead: PersonnelAction Steps: Work with LAHSA to revise and refine existing "No Wrong

Door" informational materials in order to incorporate current entry points for homeless outreach. Will work with each participating City Department to implement their "No Wrong Door" informational campaign by providing access to materials, such as brochures, posters, or decals. Work with LAHSA to evaluate utilizing LA-HOP and possible data collection/reporting opportunities. Identify ways to expand No Wrong Door concept in which City employees are trained to refer persons experiencing homelessness to CES through LA-HOP or other methods. Work with stakeholders to develop an eLearning course for City employees related to “No Wrong Door” with the objective

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of understanding the underlying issues of homelessness, promoting awareness of strategies to reduce homelessness, the available resources for homeless individuals, and ways to assist the homeless.Work with LAHSA and the Mayor's Office to develop a training course for front-desk staff.

Quarterly Update: Personnel worked with representatives from the Mayor’s Office and LAHSA to develop a business card-sized resource card that will be distributed when social distancing restrictions are lifted. In addition, information related to homelessness resources has been assembled and will be included in a brochure that is currently being designed. Both the brochure and the business card will be added to the No Wrong Door web page on the Personnel website until hard copies can be made and distributed.

Complete? No.

Lead: RAPAction Steps: Identify buildings or facilities that have public counter where

"No Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.Add "No Wrong Door" website link to department website.

Quarterly Update: The Department of Recreation and Parks (RAP) has identified all facilities that has public counters to implement “No Wrong Door” informational Campaign.RAP is waiting for updated materials to distribute to the identified RAP public counters.RAP has added the “No Wrong Door” website link to theDepartment Website.

Complete? No.

Proposed New Action Steps (if applicable)Lead: Mayor/LAHSAAction Steps: Approve the final version of the brochure and distribute hard

copies of the brochure and business card after they are provided.

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3.3 - Policy: Land Use & Housing


Goal: Identify and implement equitable and inclusive short, medium and long-term land use policies and development strategies to maximize temporary and permanent housing opportunities for persons experiencing homelessness or at risk of experiencing homelessness.

Ongoing ResponsibilitiesLead: DCPResponsibilities: Identify citywide land use initiatives to facilitate shorter

development timelines and reduce costs for the development of affordable housing projects for persons at-risk of homelessness to be adopted as appropriate.Evaluate additional citywide land use initiatives to facilitate the development of temporary and permanent housing opportunities for persons experiencing homelessness and persons at-risk of homelessness.Identify opportunities for the creation of additional housing capacity.

Action Steps:Lead: DCPAction Steps: Monitor and evaluate effectiveness of ongoing policy efforts

related to affordable housing and propose amendments as needed to further expand affordable housing opportunities citywide. Revise Density Bonus ordinance to streamline approval process and provide new incentives. Revise Site Plan Review ordinance to streamline approval process for housing developments. Adopt and implement revised Accessory Dwelling Unit (ADU)ordinance. Review additional zoning code barriers to the development of shelters for the homeless and initiate code updates as needed.Evaluate and monitor effectiveness of Interim Motel Conversion(IMC) ordinance and propose amendments as needed to further facilitate and streamline the use of motels for supportive and transitional housing. Evaluate and monitor effectiveness of Permanent Supportive Housing (PSH) ordinance and propose amendments as needed

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to further facilitate and streamline the development of supportive housing. Adopt and implement Mello Act ordinance. Adopt and implement new California Environmental Quality Act (CEQA) thresholds and complete SB 743 Transition. Revise Central City Community Plan, with targeted policies and land use strategies to meet housing needs in the Skid Row community.Create additional housing capacity through adoption of Community Plan Updates and Transit Neighborhood Plans (TNP). Analyze opportunity sites, and identify whether any further zoning changes are needed to facilitate streamlined supportive housing development on those sites.

Quarterly Update:

DCP continues to monitor and report regularly on affordable housing production, including quarterly updates to the Department’s interactive housing dashboard, available online at: https://planning.lacity.org/resources/housing-reports.During this quarter, DCP was awarded a $625,000 SB 2 Planning Grant to fund activities related to the preparation of the update to the Density Bonus Ordinance, including associated environmental review. The Department’s SB 2 Planning Grant and Update to the Density Bonus will also incorporate a potential amendment to the City’s Site Plan Review (SPR) ordinance, which could lead to a change in the threshold for SPR projects that require discretionary review.On February 27, 2020, the Department and LADBS released an interdepartmental ADU Implementation Memo to provide guidance to staff and applicants regarding new state ADU regulations and the City’s recently adopted ADU ordinance. DCP continues to coordinate with relevant Departments and Agencies to monitor potential barriers to the development of shelters for the homeless.DCP continues to implement and monitor the effectiveness of the IMC Ordinance.DCP continues to implement and monitor the effectiveness of the PSH Ordinance. Based on community feedback, a revised proposed Mello Act ordinance is being prepared, along with an environmental review document and staff report. Following this, a staff-level public hearing will be conducted prior to submittal to the City Planning Commission for consideration.During Q3, DCP and the Department of Transportation (LADOT)continued work to implement the recently-adopted SB 743

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Transition, including drafting updates to application forms related to LADOT's revised Transportation Assessment Guidelines, and drafting a proposed update to the City's Transportation Demand Management ordinance to further support the goals of SB 743.During Q3, DCP held a series of "Office Hours" outreach events for the Draft Downtown Community Plan, and continuedpreparation of the Draft Environmental Impact Report (EIR).DCP continues work to update sixteen Community Plans and several additional Transit Neighborhood Plans (TNP), including: Regional Connector, Purple Line, Orange Line and the Slauson Corridor. Opportunity Sites: No status update for this quarter.

Complete? No.

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3.4 - Policy: Vulnerable Populations


Goal: Create system-level policies/priorities to address the needs of vulnerable populations and ensure programs address their unique needs.

Ongoing ResponsibilitiesLead: All

Responsibilities: Pursue policy development that lead toward minimizing homelessness for these vulnerable populations.

Lead: DVA

Responsibilities:

Advise and provide guidance on the development and coordination of City's domestic violence programs, and make recommendations regarding legal advocacy, legislation and victims' services, and permanent housing support for Domestic Violence (DV) survivors.

Lead: EWDD

Responsibilities:Provide homeless job seekers with intensive case management, training services, training stipends, supportive services, on-the-job training or paid work-experience, with the goal of securing competitive unsubsidized employment.

Lead: HCID

Responsibilities:Asset management and needs assessment(s) to evaluate accessibility/aging in place for aging persons and persons with disabilities.

Lead: LAHSA/HCID

Responsibilities: Ongoing evaluation of homeless programs and service accessibility for vulnerable-population identified in this strategy.

Lead: LAHSA

Responsibilities:

Ongoing evaluation of program and service accessibility for persons with animals (pets and service) animals.Ongoing evaluation of program accessibility.Ongoing engagement with County partners.

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Action Steps:Lead: DVA/HCID

Action Steps:Develop and implement a citywide policy of serving survivors of domestic violence and explore how to best deploy flexible funding targeted at domestic violence survivors.


Lead: LAHSA

Action Steps:Develop and implement a citywide policy of serving survivors of domestic violence and explore how to best deploy flexible funding targeted at domestic violence survivors.


Lead: LAHSA/HCID

Action Steps:

Develop a plan and timeline - identify and prioritize areas of need and urgency.Create master list of programs and resources with updated contactsIdentify and convene stakeholders, including persons with lived experience from vulnerable populations, to address barriers and identify solutions and provide ongoing feedback.Assist with training and implementation of responsibilities for providers, program operators, and system partnersGaps analysis to assess for and identify needs to improve accessibility of programs and services to ensure full inclusion for vulnerable and/or underserved persons.Identify and procure funding to support program and service enhancements to ensure programs and services are accessible for vulnerable populations.Identify and procure funding to support capital improvements to ensure housing (including interim housing and congregate living facilities) are accessible for older adults, people with disabilities, persons with animals.Develop and implement best practices training for providers and system partners on providing quality, culturally relevant and

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culturally sensitive services for vulnerable and underserved populations.Provide trauma and resiliency informed care training to all newly funded DV shelters.


Lead: LAHSA/DVA

Action Steps:

Advance goals and recommendations made by the LAHSA Ad Hoc Committee on Women's Homelessness, Downtown Women's Action Coalition, Domestic Violence Homeless Services Coalition, and Black People experiencing homelessness.


Lead: LAHSA/EWDD

Action Steps:Identify funding opportunities to augment LAHSA funded Rapid Rehousing programs in order to help clients sustain their housing when the subsidy decreases to ensure housing retention. Work will include engaging the Workforce Development Board.


Lead: ASD

Action Steps: Ensure compliance citywide policy on serving homeless people with pets.


Lead: AllAction Steps: Create data-sharing working group to look at gaps in data.Quarterly Update: No updates.

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Complete? No.

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3.5 - Policy: Placed-based Strategy, Skid Row


Goal: Develop an inclusive place based strategy for people experiencing homelessness on Skid Row that focuses on Community Engagement, Housing Development (interim/permanent, supportive), Safety and Sanitation, Employment and Economic Opportunity, Health and Wellness, Accessibility and Service Provision.

Ongoing ResponsibilitiesLead: CAOResponsibilities: Coordinate with Strategy leads. Track progress toward

developing Skid Row Strategy.Assess property available to establish new facilities to meet the needs of the Skid Row community.

Lead: Mayor/CD 14Responsibilities: Connect with existing stakeholders, City departments, the

County, and providers to assess both the specific and immediate needs of the Skid Row Community.

Lead: HSCResponsibilities: Ensure development and implementation of other strategy areas,

both Policy and Programs, are reflected in Skid Row and have meaningful impact.Examine and track effectiveness of a place based model and best practices and identify portability for other place based efforts to combat homelessness.

Lead: DCP/HSCResponsibilities: Develop strategy for Skid Row Long-Term Planning and make

recommendations to Mayor and Council.

Action Steps:Lead: CAOAction Steps: Conduct assessment of properties and physical site for various

housing and service interventions.Identify placement(s) for storage programming.

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Quarterly Update:

Two (2) new properties were identified in Skid Row (548 Towne and 515 S. Crocker) and have been submitted to GSD Real Estate.

Complete? No.

Lead: DCPAction Steps: Increase access to hygiene resources (showers, bathrooms,

drinking water).Revise Central City Community Plan, with targeted policies and land use strategies to meet housing needs in the Skid Row community.

Quarterly Update:

The Department of City Planning (DCP) held an "Office Hours" outreach event in Skid Row and worked on the preparation of the Draft Environmental Impact Report (EIR).

Complete? No.

Lead: HSCAction Steps: Identify immediate and long term interventions to address public

health issues in Skid Row.Present Key findings and replicable best practices to Mayor and Council.


Lead: Mayor/CD 14/HSCAction Steps: Identify immediate and long term interventions to address public

health issues in Skid Row.Design and implement stakeholder engagement plan.Solicit feedback and suggestions through existing stakeholders and organizing efforts.Present draft strategy to Mayor and Council for approval.

Quarterly Update:

Five (5) new permanent drinking fountains were installed in Skid Row.The Pit Stop located at Gladys and 6th transitioned from a 12 houroperation to 24 hour operation.

Complete? No.

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Lead: MayorAction Steps: Conduct baseline assessment of existing services and programs

that serve persons experiencing homelessness.Through an equity lens, identify needs of especially vulnerable populations (women, older adults, families, people of color).Meet regularly with other strategy leads to identify relevant overlap with Skid Row area and ensure strategic alignment.Partner with County Health Agency to identify opportunities for partnership on addressing public health needs.Through an equity lens identify needs of underrepresented populations.Meet with City departments and review relevant data on emergency responses deployed in Skid Row area.

Quarterly Update:

Two (2) women were placed into Permanent Housing through Project 100. Two (2) Lived experience consultants were contracted to work on the project in accordance with recommendations set out by the Ad-Hoc Report on Black People Experiencing Homelessness.The Los Angeles Homeless Services Authority (LAHSA) has identified their Skid Row Strategy Lead, Mr. Christopher Vargas.City, County and LAHSA strategy leads have been meeting regularly coordinating on both ongoing Skid Row work as well as COVID-19 Response

Complete? No.

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4.1 - Programs/Systems: Coordinated Entry System (CES)


Goal: Strengthen the Coordinated Entry System (CES) to function as a tool to efficiently and effectively place homeless persons into housing and/or services that meets their needs and choices.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Developing procedures, tools, and trainings needed to effectively

implement CES Policies.Build the capacity of existing and new CES participating agencies by developing and implementing training and capacity building for participating agency staff.Improve access, system connection, and collaboration across populations and systems to support people experiencing or at risk of homelessness accessing CES (i.e. Adults, Families with children, transition aged youth (TAY), Vets, domestic violence).Enhance matching infrastructure to ensure timely and efficient placement into housing matched through CES.Improve data collection and quality of key system indicators for tracking homelessness.Strengthen regional coordination activities to ensure a consistent and coordinated regional response to homelessness.

Action Steps:Lead: LAHSAAction Steps: Develop procedures for CES Policies addressing Access,

Assessment, Prioritization, Matching and Evaluation.Develop capacity building and training opportunities for CES agencies, enhance training on CES Triage Tools, etc. Evaluate CES participating agencies with the Core Capacity Assessment Tool (CCAT) tool to identify the type of capacity building needed. Bring quality training to agencies on specific topics such as Trauma Informed Care, Domestic Violence, Elderly/Aging, etc.Enhance system access through development of an all population screening tool, emphasis on and enhancement of access centers, sites, and partners, and increasing diversion training.

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Develop CES Key System Indicator Dashboard, and utilize the CES Regional Data Coordinators to enhance Service Planning Area (SPA) data collection.Provide technical assistance to CES System Matchers, utilize continuous quality improvement to streamline and enhance the current matching process, evaluate integrating Homeless Management Information System (HMIS) and MyOrg matching functions, and continue to improve the Match to Move-in process.Develop updated Case Conferencing and Care Coordination framework that is consistent with CES Policies. Provide detailed training and support to CES System Leads to implement new framework.

Quarterly Update:

The Los Angeles Homeless Services Authority (LAHSA)completed its last round of CES refinement workshops, which identified prioritized system refinement for implementation and testing. Testing has not been implemented broadly, as a result of COVID-19; however, testing of Rapid Re-Housing (RRH)continues, as does testing of new matching procedures for permanent supportive housing.LAHSA is conducting market research for the third-party evaluation of the Centralized Training Academy (CTA) to assessthe current course portfolio and develop a plan of training.The CTA trained 1,179 unduplicated individuals during reporting period from 143 unique service providing agencies. 51 courses were available through the CTA on 20 unique training topics.Jemmott Rollins Group consultants assisted nine (9) homeless service providers in submitting applications to the Capacity Building grant with Home for Good. The cohort is expected to increase resources to implement capacity building projects to include IT upgrades, Financial Management, and Fundraising. Eight (8) new organizations were onboarded and received initial capacity needs assessment reviews.Organizational Capacity Building Request for Proposal (RFP): atthe end of 2019 an updated RFP was re-released in partnership with United Way Home for Good. 51 applications were received with an overall request of about $4.7 million. 31 providers are expected to be awarded funding. Workforce Development Updates: LAHSA’s Talent Acquisition Coordinator works to expand workforce development efforts to include participation in collaborative sourcing. 100-day Challenge (167 participants engaged and 54 placements to employment opportunities. 62% of participants were from RRH programs).

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Sourcing efforts included 378 pre-screened candidates and filled 143 vacant positions on behalf of 15 providers.The CES Key System Indicator Dashboard is nearing completion, with internal review the week of May 18th and a project publish date of June 5th.Technical assistance to CES System Matchers: we completed three meetings, onboarding for two (2) new staff members, and 60 technical assistance cases.

Complete? No.

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4.2 - Programs/Systems: Shelter


Goal: Increase supply of safe and accessible interim housing options across the City of Los Angeles. Implement diversion practices that helps at-risk households remain in housing and/or be placed into stable, alternative housing, and avoid entering shelter. Enhance shelter facilities and shelter services to improve access to and accessibility of shelter.Ensure shelter system operates as effective and efficient throughput, to move persons out of shelter and into best suited form(s) of permanent housing.

Ongoing ResponsibilitiesLead: CAOResponsibilities: Coordinate City Departments for site identification, assessment

and Mayor and Council approval.Assist the Bureau of Engineering (BOE) to resolve issues during project construction.Account for funds allocated for interim housing, review expenditures and reconcile with project budgets at project completion.

Lead: LAHSAResponsibilities: Effectively administer City funding for Interim Housing programs.

Lead on design for interim housing programs.Facilitate access to providers and coordinate with City departments for expeditious siting and implementation of new shelter programs and facilities.Develop policy designed to: reduce barriers to entry into shelter; enhance shelter programming and services; improve effectiveness and efficiency of interim housing as a tool to access permanent housing.Act as the point for connecting shelter to other key system components.Ongoing engagement with County partners.

Lead: Mayor

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Responsibilities: Ensure that all City Departments are coordinated. Provide political leadership for new interim housing projects and ensure accountability for City Departments.Review potential locations to ensure new facilities are sited where there is the greatest need.Identify City resources for the siting of new shelter facilities, reduce barriers to creating and implementing shelter facilities.

Lead: BOEResponsibilities: Design and oversee construction of interim shelter options with a

focus on designing the smartest and most efficient space. After design, hand off to the Department of General Services (GSD) for construction in consultation with providers/practitioners. - Manage construction timelines with GSD.

Lead: DBSResponsibilities: Ensure that health and safety building codes are met for new

interim housing facilities.Issue permits for construction, then provide Certificate of Occupancy.Coordinate with planning/fire and other agencies before a permit is issued.

Lead: GSDResponsibilities: Identify properties within the City portfolio for interim shelter use,

including management of real estate and maintenance.Procurement of materials.Coordinate with BOE for construction.

Lead: LAFDResponsibilities: Coordinate with Building and Safety regarding code compliance,

with specific reviews for fire safety.

Action Steps:Lead: LAHSAAction Steps: Providers have been selected for all sites currently under

construction.

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Create a master list of shelter programs and updated contacts.Identify provider challenges; assist with implementation of responsibilities for providers, program operators, and system partners as needed.Develop Coordinated Entry System (CES) Key System Indicator Dashboard, and utilize the CES Regional Data Coordinators to enhance Service Planning Area (SPA) data collection.Continue regular procurement to channels to identify additional opportunities for interim shelter.Develop, test and publicly release bed availability application.Implement Diversion training for all shelter operators.

Quarterly Update:

LAHSA has compiled contact information for the Interim Housing Providers to ensure the master list is up to date. This continues to be an ongoing process given that many changes in staffing occur regularly.LAHSA continues to work with all Interim Housing Providers to provide technical assistance when needed and/ or requested. This has been done by providing one-on-one trainings at LAHSA or at the providers site, technical assistance from other departments (e.g., Monitoring and Compliance, budgets, etc.) to help support the providers. Providers are continuously provided information on available training opportunities offered by LAHSA through Configio and LAHSA training partners. The Bed Availability Mobile Applications has been developed, tested and publicly released for Winter Shelter programs. Providers have additional access to Crisis Housing; the functionality has been enhanced to accept and reflect live bed counts as updated per provider.The release of the Key System Indicator Dashboard is on hold, pending further discussion with the executive team.LAHSA has contracted with new providers to serve as Interim Housing shelter. Procurement department continues to engage, and assist interested agencies seeking information on LAHSA funding.Exploration of additional Homeless Management Information System (HMIS)-based tools to support the referral-reservation-occupancy data loop, and the reporting from those points of participant-shelter engagement. This is currently being used with the opening of Project Roomkey.167 Interim Housing Provider staff have been trained in Problem Solving (formerly called Diversion) with ongoing trainings to be scheduled for the remainder of the fiscal year.

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Complete? No.

Lead: LAHSA/HCIDAction Steps: Identify needs to improve accessibility of shelters to ensure full

inclusion for persons with disabilities (service animals, language access ADA/ADAA, etc.).


Lead: LAHSA/MayorAction Steps: Create a shelter/interim housing communications plan.Quarterly Update:

The Mayor’s office provided monthly detailed briefings on the status of new interim housing developments through a homelessness briefing led by the Mayor and key City departments at the City’s emergency operations center.

Complete? No.

Lead: LAHSA/Mayor/CouncilAction Steps: Identify and convene stakeholders to address barriers and

identify solutions for issues related to land use, zoning, permitting of shelters.

Quarterly Update:

In Q3, the City continued the work of its Interim Housing Working Group, convened senior leadership from the Mayor’s Office, LAHSA, City Attorney’s Office, and City agencies with oversight of fire, life safety, and building codes to identify barriers to interim housing development.

Complete? No.

Lead: MayorAction Steps: Call to City Departments to prioritize interim shelter strategy.Quarterly Update:

In Q3, the Mayor’s Office continued to call on and work closely with City departments, including BOE, GSD, the Department of Building and Safety (LADBS) and the Los Angeles Fire Department (LAFD) to ensure that interim housing development and management are top departmental priorities.The Mayor’s Office convened bi-weekly A Bridge Home implementation tracking and planning meetings with senior

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leadership from all involved agencies to monitor project progress and ensure prioritization.

Complete? No.

Lead: BOE/DBSAction Steps: Complete design and construction of shelter sites.Quarterly Update:

BOE and GSD-Construction Forces Division (CFD) completed the design and construction of the Hope St. and Pacific Sunset A Bridge Home Sites in CD-9 and CD-11.

Complete? No.

Lead: GSDAction Steps: Complete siting of interim shelter site in each District (1500 beds

goal).Quarterly Update:

The General Services Department - Real Estate Services (GSD-RES) negotiated and executed two (2) service provider subleases.

Complete? No.

Lead: DBS/LAFDAction Steps: Conduct inspections, issue appropriate certification for interim

shelter sites.Quarterly Update:

DBS and LAFD conduct inspections upon request from BOE in a timely manner.

Complete? No.

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4.3 - Programs/Systems: Street/Outreach4.3 - Programs/Systems: Street/Outreach

4.3 - Programs/Systems: Street/Outreach

Goal: Identify and assess the needs of people living in unsheltered locations and connect them to services and housing opportunities including security, hygiene, and safe sleeping resources.

Ongoing ResponsibilitiesLead: BOS/LAPDResponsibilities: ● Los Angeles Police Department (LAPD) officers work with the Los

Angeles Homeless Services Authority (LAHSA) and Bureau of Sanitation (BOS) to provide homeless outreach via Homeless Outreach and Proactive Engagement (HOPE) Project and other outreach and provides staff for Unified Homelessness Response Center (UHRC). LAPD participates in community meetings and coordinates with LAHSA on needs of people experiencing street based homelessness. LAPD implemented Narcan for opioid response and provides Mental Health Intervention (MHI), de-escalation, bias, diversity training for all officers and provides a specialized Skid Row unit to better support needs in the area.

Lead: LAFDResponsibilities: ● Emergency Medical Services (EMS) is frequently the first

responder to health emergencies for the people that are unsheltered and collaborates with LAHSA to link people to services. The Los Angeles Fire Department (LAFD) also patrols encampments in high fire risk zones. LAFD conducts fire code outreach, education and enforcement to ensure safety compliance.

Lead: LAHSAResponsibilities: ● As the lead agency for Los Angeles' Homeless Continuum of Care

(CoC), LAHSA serves in a number of roles that relate to Street/Outreach strategy. These include the provision of:

1. Homeless outreach services via its Homeless Engagement Teams (HET) generalists and HET HOPE project team members.

2. Participation at the UHRC.3. Macro Outreach Coordination.

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4. Broader Coordinated Entry System (CES) and Programmatic Support for programs that serve people who are experiencing street-based homelessness.

5. Homeless Policy and Program guidance.

Lead: LAHSA/MayorResponsibilities: ● Engage County partners who provide funding, thought

leadership, program level coordination and strategic partnership to match quality services with other resources.

Lead: MayorResponsibilities: ● Coordinates the City's UHRC, which co-locates leadership from

critical City departments, LAHSA, and other partners in the same room at the Emergency Operations Center to respond to the street-based homelessness crisis together, in real-time, with services and engagement to bring people indoors. The UHRC provides a space for a more timely and effective response to street-based homelessness, leading with services and grounded in a unified incident command structure. In addition to implementing A Bridge Home (ABH) outreach, engagement, and clean-up protocols, the UHRC leads the City's street-based homelessness strategies with all partners in the UHRC, including LAHSA, as well as with external partners in the County and CES,and with guidance from the UHRC Policy Group.

Lead: RAPResponsibilities: ● Coordinate with LAHSA and UHRC to provide services to

encampments located in parks and provides resources at public facing counters.

Action Steps:Lead: AllAction Steps: ● Determine frequency of Street/Outreach workgroup meetings.

Set timelines and milestones. Ongoing review and revision of action steps/project management.

● Develop training and cross training opportunities for those entities working directly with people experiencing homelessness, prioritizing key departments (e.g., Bureau of Sanitation (BOS),LAPD, Recreation and Parks (RAP)).

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● Expand ways to coordinate and collaborate across City family and County Departments and establish joint strategies on how to better serve people experiencing street-based homelessness.

● Partner with people experiencing homelessness, groups that represent them, and other key stakeholders to develop mutually agreeable policy recommendations that align City policies with best practices to improve service provision/connections.

Quarterly Update:

The UHRC hosted a training by the Dept. of Disability (DOD). The training was given to the staff at the UHRC and it was delivered to all Comprehensive Cleaning and Rapid Engagement (CARE)team sanitation members. A “Working with Homeless Populations” training, to be given to LAPD patrol officers who do not normally respond to homeless related calls, was scheduled to take place in early April. Due to the COVID-19 pandemic, this training has been delayed. The UHRC joined Council District (CD) 11 and LAHSA to present to homeless individuals and their advocates to discuss the future special engagement and cleaning zone around the newly opened Bridge Home site.

Complete? No.

Lead: LAHSAAction Steps: ● Continue to provide street-based outreach coordination both at

UHRC and within the broader County context. ● Continue connection and coordination between the Street

Outreach teams with the new A Bridge Home sites, safe parking and other interim housing opportunities.

Quarterly Update:

● During this quarter, LAHSA continued to support the CARE Model providing outreach and sanitation services to large encampments and unsheltered individuals across the City.

● LAHSA outreach coordination ensured that all beds were quickly filled by unsheltered individuals from the immediately surrounding areas at the ABH sites at 100 Sunset in CD11, Hope St in CD9, and YWCA Lodi Phase 2 in CD13.

● In March, the City’s homeless outreach street strategies shifted to support our coordinated COVID-19 street outreach approach,which includes the development of dedicated Life Safety Wellness teams comprised of LAHSA HET, MultidisciplinaryTeams, LAPD and LAFD.

o These teams conduct regular health assessments at encampments across the City, distribute masks and other Personal Protective Equipment (PPE), distribute food, water and other essential resources, and bring street

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testing to large encampments or encampments with symptomatic individuals.

o This also included the coordinated deployment of handwashing stations and shower resources to encampments and unsheltered individuals across the City.

Complete? No.

Lead: Mayor/LAHSAAction Steps: ● Identify other service gaps and identify their respective potential

solutions, including those that impact vulnerable subpopulations. Quarterly Update:

Mayor’s Los Angeles Homeless Help Desk received a 3-year grant, from FAME Corporation, to provide access to free 4-ride transit tickets for individuals experiencing homelessness.

Complete? No.

Lead: Mayor/BOS/LAHSA/Mayor/LAPD/City AttorneyAction Steps: ● Expand hygiene, sanitation and storage options for people living

on the streets.● Increase diversion opportunities for people experiencing street-

based homelessness.Quarterly Update:

345 portable handwashing stations and 174 portable toilets placed citywide in response to the COVID-19 pandemic.

Complete? No.

Lead: Mayor/LAHSA/LAPD/BOSAction Steps: ● Expand work with broader community (e.g., residents) around

challenges and opportunities in our work to address street based homelessness.

Quarterly Update: No Update.Complete? No.

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4.4 - Programs/Systems: Supportive Housing


Goal: Identify and invest in the development of additional supportive housing resources for households experiencing homelessness.

Ongoing ResponsibilitiesLead: HCIDResponsibilities: Administer the Proposition HHH Supportive Housing Loan

Program (Prop HHH).Ensure Prop HHH-funded supportive housing units are leased using the Coordinated Entry System (CES).

Lead: HACLAResponsibilities: Administer the Housing Choice Voucher program.

Participate in working groups for the development of the universal standards for Permanent Supportive Housing (PSH).Partner with the Los Angeles Homeless Services Authority (LAHSA), the County Department of Health Services (DHS), Department of Mental Health (DMH), and Housing Authority of the County of Los Angles (HACoLA) to develop the universal application forms.

Lead: LAHSAResponsibilities: Partner with other strategy leads to ensure the CES can be used

to efficiently and effectively identify tenants for new PSH units.Coordinate with Housing Authority of the City of Los Angeles (HACLA) and HACoLA to identify opportunities to streamline the voucher application and lease up processes.

Lead: Mayor/HCIDResponsibilities: Lead by Mayor's Housing Crisis Solutions Team, implement

$120M Prop HHH pilot program. Program will fund innovative production and/ or financial models. Typologies encouraged are long-term vacant Single Room Occupancy (SRO), supportive shared housing models, small- scale scattered site developments.

Action Steps:

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Lead: HACLAAction Steps: Continue cross-sector collaborations and improve data sharing

with partnering agencies. Provide quarterly reporting on the HACLA’s vouchers dedicated to PSH as well as PSH utilization data.

Quarterly Update:

HACLA continues participation in the working groups with LAHSA, DHS, DMH, and the Los Angeles County Development Authority (LACDA) (formerly HACoLA) for the development of the universal standards for PSH.

Complete? No.

Lead: HCIDAction Steps: Annually review and update existing Prop HHH Program

guidelines to ensure maximum amount of production of affordable supportive housing.Annually review and update existing Prop HHH Program guidelines to ensure maximum amount of production of affordable supportive housing.

Quarterly Update:

On February 19, 2020, per HCID’s request, City Council approved (C.F. 17-0090-S2) extending the Prop HHH funding commitment letters for nine (9) projects.On January 16, 2020, Prop HHH commitment letters were executed for four (4) projects.On February 12, 2020, Prop HHH commitment letters were executed for two (2) projects.On March 13, 2020, a $7,000,000 Prop HHH loan was executed for the Florence Town project.On March 27, 2020 an $11,660,000 Prop HHH loan was executed for the Isla de Los Angeles project.

Complete? No.

Lead: LAHSAAction Steps: Create a master inventory of all existing and pipeline PSH in LA

City and County.In collaboration with the DHS, pair new Intensive Case Management Services (ICMS) with new and existing PSH in the City and County. Implement a prioritization policy for all permanent supportive housing matched through CES.

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Develop universal standards for PSH with HACLA, HACoLA, DMH, DHS, and other community stakeholders.Analyze prevention funding utilization by PSH providers to better coordinate services and identify opportunities for improvement.Analyze Homeless Management Information System (HMIS) data to identify contract compliance improvements and improve the quality of case management services.

Quarterly Update:

LAHSA presented a newly amended prioritization policy for PSH to the CES Policy Council that prioritized 80 percent of PSH resources for persons at high risk of COVID. This policy is already being implemented across the county. LAHSA will continue to work with DHS to pair ICMS with housing for those most in need. LAHSA is working with partners through the Housing Central Command structure to ensure ongoing support and maintenance of the PSH pipeline tracking.The universal standards for PSH remain on hold, due to the COVID crisis.

Complete? No.

Lead: Mayor/HCIDAction Steps: Administer the Competitive Prop HHH Pilot ProgramQuarterly Update:

The Prop HHH Pilot Program focused on obtaining Council approval for Seven (7) projects with site control.The site acquisition deadline was delayed by order of the Mayor due to the emergence of COVID-19

Complete? No.

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4.5 - Programs/Systems: Services


Goal: Collaborate with the County to ensure services are high quality, integrated, inclusive and embrace a culture of community; thus, allowing access at all levels of the homeless assistance system, including supportive housing.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Strengthen collaborative efforts between services agencies, with

a focus on City/County resource and policy alignment. Maintain inventory of services for the Los Angeles Continuum of Care (CoC), provide training and technical assistance as needed. Review data and evaluate programs.Identify and execute key strategies to improve retention, training and resource development and technical assistance for service providers and staff. Create and foster intra-organizational sharing of best practices, strategies, success stories and innovative concepts between services providers and planning areas.Incorporate a stronger connectivity and support through engagement of persons with lived experience in every level of the service system.

Lead: EWDDResponsibilities: Coordinate with City and County to provide high quality

employment services to people experiencing homelessness.

Lead: HCIDResponsibilities: Ensure high quality services are connected to special population

programs, including HIV/AIDS and domestic violence.

Lead: LAHSA/MayorResponsibilities: Coordinate with County partners providing thought leadership,

funding and strategic partnership to match quality services with other resources.

Action Steps:

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Lead: CAOAction Steps: Invite appropriate City and County departments to participate in

policy and system coordination efforts. Quarterly Update:

In Q3, the City shifted the full focus of the homeless services response system to meet the unprecedented challenge that the COVID-19 pandemic poses for residents experiencing homelessness. This response has leveraged thought leadership, strategic partnerships, and historic new resources to accelerate our work to bring unsheltered Angelenos indoors.Through unprecedented coordination between the City, County, and the Los Angeles Homeless Services Authority (LAHSA), the City has provided thought leadership and strategic direction to help shape the homeless service's systems response to COVID-19. The City has been an instrumental partner in a unified command structure to establish authority and accountability across City, County, and LAHSA on all aspects of the COVID-19response.The City has forged new partnerships with public and private partners to deepen the commitments of philanthropy and private sector funders to augment the system's response to COVID-19. This has particularly focused on expanding medical and healthcare services to unhoused Angelenos.LAHSA is rigorously evaluating and reporting out on data for Project Roomkey (PRK) sites. The City has also worked closely with LAHSA and County partners to coordinate and leverage new funding streams through State and Federal emergency dollars allocated to COVID-19 relief and recovery.

Complete? No.

Lead: LAHSAAction Steps: Strengthen collaborative efforts between services agencies, with

a focus on City/County resource and policy alignment. Maintain inventory of services for Los Angeles CoC, provide training and technical assistance as needed. Review data and evaluate programs.Identify and execute key strategies to improve retention, training and resource development and technical assistance for service providers and staff.

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Create and foster intra-organizational sharing of best practices, strategies, success stories and innovative concepts between services providers and planning areas.Incorporate a stronger connectivity and support through engagement of persons with lived experience in every level of the service system.

Quarterly Update:

LAHSA is working closely with the Los Angeles County Department of Public Health (DPH) as well as other City, County, and Federal Partners to develop and implement a coordinated COVID-19 response related to people experiencing homelessness in Los Angeles. LAHSA launched a robust, comprehensive COVID-19 web portal aimed at providing key guidance for the homeless services system, including locally developed training webinars for interim housing providers and outreach teams, program guidance and tools from DPH and the Centers of Disease Control and Prevention (CDC), as well as infectious disease preparedness guidance for agencies.LAHSA launched a Homeless Service Provider Hotline and COVID-19 Call Center to help providers navigate people experiencing homelessness to needed resources. LAHSA has provided the latest information about how Coronavirus is transmitted, known symptoms and treatment, and what steps to take to prevent transmission to every staff member, partner, and provider.LAHSA has worked with its partners at DPH to develop and administer training specifically to shelter providers.LAHSA is working with key partners to prevent potential COVID-19 infections among asymptomatic People Experiencing Homeless (PEH) through Non-Congregate Interim Housing (“Project Roomkey”). The PRK Program seeks to provide highly vulnerable asymptomatic PEH with emergency temporary housing throughout Los Angeles County who are at higher risk of serious complications from COVID-19 infection. LAHSA continues to seek guidance from two lived experience advisory boards, Homeless Youth Forum of Los Angeles (HYFLA) and Lived Experience Advisory Board (LEAB). HYFLA and LEAB members are also participating in the COVID-19 response and demobilization strategy.

Complete? No.

Lead: LAHSA/EWDD

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Action Steps: Increase the number of persons connected to employment opportunities paying a living wage. Implement and expand pilot to support employment in rapid rehousing.

Quarterly Update:

The pilot to support employment in rapid rehousing was implemented and successfully linked Los Angeles Regional Initiative for Social Enterprise (LA:RISE) with rapid rehousing sites across the city.

Complete? No.

Lead: LAHSA/HCIDAction Steps: Conduct a support needs survey for Homeless Service Staff.

Develop and implement Program Transfer policies and procedures in order to ensure participants are able to quickly access and receive services in the environment and/or system of care best suited to meet their needs, i.e. - stepping up/stepping down persons between Interim Housing to Recuperative Care, between Domestic Violence (DV) programs and mainstream programs, etc.


Lead: EWDDAction Steps: Continue and expand LA Rise and other high-impact employment

programs.Quarterly Update:

As of March 31, 645 participants have received subsidized transitional employment with PY 2019-20 funds, 275 City for City General Fund and 370 for County Measure H.Additionally, a total of 30 LA:RISE A Bridge Home clients have received job readiness workshops and/or are receiving employment services.

Complete? No

Lead: EWDD/PersonnelAction Steps: Increase employment through expansion of City's targeted local

hire, work with personnel to analyze the current effectiveness of the City's local hire program.

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Quarterly Update:

247 individuals, who self-identified as homeless or formerly homeless, applied for the Targeted Local Hire (TLH) Program. Two (2) self-identified homeless or formerly homeless individuals were hired through the TLH Program.

Complete? No.

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4.6 - Programs/Systems: Prevention/Diversion


Goal: Invest in and implement prevention and diversion strategies at all levels of the homeless service delivery system to reduce the entry and re-entry into homelessness as well as shorten the time someone experiences homelessness.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Overall implementation of diversion/problem solving practices

throughout the system.Build strong relationships with various providers including legal, justice and homeless services.Invest in and implement diversion as a best practice at all levels of homeless service delivery system though training.Provide fiscal management, technical guidance and data analytics to continuously improve the practice.Engage with the County to coordinate strategies and participation of relevant departments.

Lead: HCIDResponsibilities: Monitor impact and technical assistance to providers.

Provide support and capacity building through training and financial capability work for contractors.

Lead: LAPDResponsibilities: Provide program and technical leadership for jail in-reach efforts.

Lead: MayorResponsibilities: Increase community support and neighborhood stabilization

efforts to minimize and prevent future risk of homelessness.

Lead: HACLAResponsibilities: Actively participate in preventing persons receiving Section 8

from entering the homeless system.

Action Steps:

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Lead: LAHSAAction Steps: Work with Lived Experience Advisory Group to explore

opportunities to create formerly homeless support groups to prevent returns to homelessness. Create and keep current a Prevention/Diversion provider list (intra agency), and Prevention Assistance Flyer (public). Convene stakeholders to establish data sharing plan for data analysis.

Quarterly Update:

The Problem-Solving Unit has contacted the Advisory Group Coordinator to have the Lived Experience Advisory Board (LEAB) and the Homeless Youth from Los Angeles (HYFLA) to provide insight into diversion programs and trauma-informed care.The Problem-Solving and Prevention have public flyers on prevention assistance eligibility, as well as provider and pro-bono legal assistance contact information for each service planning area (SPA).

Complete? No.

Lead: LAHSA/HCIDAction Steps: Conduct and make available training on prevention and diversion

at every level of the homeless assistance system.Increase diversion staffing at common city entry points.

Quarterly Update:

Offer and conduct prevention and diversion training at every level of the homeless assistance system.Increase diversion staffing at common city entry points.The Los Angeles Homeless Services Authority (LAHSA)Problem-Solving Unit trained 301 staff from across the homelessservices system in Q3.LAHSA Problem-Solving Unit has developed a web-basedtraining.Thirty (30) Problem-Solving Specialist/Diversion staff were hired across 20 homeless service agencies and family source centers.

Complete? No.

Lead: LAPD/MayorAction Steps: Support finding dedicated funding for the Los Angeles Police

Department (LAPD) Jail InReach Project to expand program reach.

Quarterly Update: No updates.

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Complete? No.

Lead: HCIDAction Steps: Cross-train other city departments for who to call when serving

persons who are homeless or at risk (Aging/Parks/libraries, Housing and Community Investment Department (HCID) field offices, community centers funded by the city and county).Coordinate prevention and diversion strategies with domestic violence intake/service providers.


Lead: LAHSAAction Steps: Increase capacity of 211 for after-hours information on diversion

strategies.Create a small pool of diversion assistance funds that can be accessed to rapidly resolve a housing crisis.Identify and implement strategies to help people in need outside of working hours by creating more access points and co-locating Coordinated Entry System (CES) staff to conduct basic triage. Coordinate homelessness prevention funding with County. Establish and implement data sharing strategy, policy, and procedure between homeless services and institutional partners.

Quarterly Update:

LAHSA and 2-1-1 are collaborating to streamline referrals todesignated Problem-Solving Specialists in each Service PlanningArea.The number of households served to quickly resolve a housingcrisis through LAHSA’s Problem-Solving Assistance Funds hasincreased this quarter.LAHSA Problem-Solving unit has supported Problem-SolvingSpecialists and staff trained in Problem-Solving through technicalassistance and capacity building.

Complete? No.

Lead: LAPDAction Steps: Work with courts to expand prevention and diversion programs.Quarterly Update: No updates.

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Complete? No.

Lead: AllAction Steps: Meet quarterly and continue to assess strategy and update goals

and action items as needed.Quarterly Update:

LAHSA Problem-Solving Unit is amending contracts to ensure agencies are meeting targets.

Complete? No.

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4.7 - Programs/Systems: Rapid Re-housing (RRH)


Goal: Expand rapid re-housing (RRH) efforts through strengthening coordination with LAHSA and Los Angeles County, developing policies to support innovative approaches and practices, increasing capacity to serve homeless persons/households, and enhancing access to RRH services.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Strengthen collaboration efforts with supporting agencies and

RRH programs by identifying and creating new partnerships.Identify and maintain inventory of all known and available RRH programs and resources operating within the Los Angeles (LA)Continuum of Care (CoC) regardless of funding source or population served.Sound fiscal administration to ensure providers and participants have access to timely and fully subsidized rental assistance and other financial assistance when needed.Program development to determine and update appropriate supportive services (e.g. case management and financial assistance) are available for all RRH programs and their participants.Provide RRH program staff with on-going Technical Assistance and Program Guidance on service delivery by identifying best practices and providing training for RRH program staff.Coordinate Landlord/Property Management Recruitment and Engagement activities to ensure consistency across the LA CoC.Match participants to RRH resources through the LA County Coordinated Entry System (CES).Strengthen coordination efforts with HACLA and other City/County departments in order to facilitate program transfers to PSH and other forms of subsidized permanent housing with intensive supportive services.

Action Steps:Lead: LAHSAAction Steps: Develop plan and timeline of implementation regarding

responsibilities of various collaborative departments.Create a master list of RRH programs and updated contacts.

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Identify and convene stakeholders to address challenges and identify solutions.Assist with implementation of responsibilities for service providers, RRH program operators, and system partners.

Quarterly Update:

RRH and Lease Up: RRH coordinator met with People Assisting the Homeless’ (PATH) Lease Up team to work on better collaboration and having RRH program providers maximize utilization of this program. Providers find it to be a useful program but are unaware of some of the additional support this program offers when using Lease Up to identify a unit (IE: mediation and damage mitigation). Rent Reasonableness Training: Trained providers to calculate rent reasonableness for the Los Angeles area. CES refinement workshop Single: RRH Coordinator participated and assisted in the second phase of CES refinement workshops for Single Adults and heard firsthand concerns and barriers to referring program participants to RRH and potential solutions to these issues. Work groups will be developed and identified through these workshopsJoint Component Transitional Housing (TH)-RRH: RRHcoordinator participated in the Joint Component program kick off for Domestic Violence Intimate Partner Violence (DV-IPV) TH-RRH. Three providers were awarded this contract to administer the program. Shallow Subsidy Workshop: RRH and Prevention providers attended the second workshop on the Standard Operating Procedures manual for Shallow Subsidy. The Los Angeles Homeless Services Authority (LAHSA) also shared draft guidance regarding program participants who fall out of Shallow Subsidy and are needing more support that what Shallow Subsidy can provide. RRH testing and Implementation team: The RRH testing and Implementation team has participated in a two-day Critical Time Intervention training provided by Suzanne Wagner and Andrea White of Housing Innovations. They will be training the RRH testing and implementation team on Critical Time Intervention(CTI) specifically for RRH in the Los Angeles the area to address the unique barriers and challenges that are faced here in Los Angeles County.

Complete? No.

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4.8 - Programs/Systems: Affordable Housing


Goal: Support initiatives and policies that identify, develop, and preserve affordable housing.

Ongoing ResponsibilitiesLead: HCIDResponsibilities: Administer the Affordable Housing Managed Pipeline (AHMP) to

finance new affordable units Citywide.Identify at-risk properties to target the City's preservation efforts.Assist property owners’ awareness in complying with the State Notification requirements at covenant expiration or termination of rental subsidies.

Lead: CAOResponsibilities: Identify potential City-owned sites for affordable housing.

Action Steps:Lead: HCIDAction Steps: Prepare and implement Linkage Fee Expenditure Plan.

Minimize Tenant Displacement with At-Risk Affordable Housing Tenant Outreach and Education Services (AAHTOES).Establish working group to develop Universal Waiting list for Density Bonus units.Engage the Housing Authority of the City of Los Angeles (HACLA)and the Los Angeles Homeless Services Authority (LAHSA) to include ongoing responsibilities and action steps for these departments.

Quarterly Update:

Revenue from the Linkage Fee has reached Tier II status and will provide increased funding for programs reflected in the current draft of the FY2020-2021 Linkage Fee Expenditure Plan that is scheduled for approval by July 2020.Moderate Income Purchase Assistance Program approved one homeownership loan in February in Council District 6 with remaining funds to assist 24 additional moderate-income families.

o Other programs to release larger Notice of Funding Availability (NOFAs) in 2020.

Services to minimize tenant displacement were provided by the Coalition for Economic Survival (CES), an organization

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contracted by the Housing and Community Investment Department (HCID) to interface with tenants, property owners, landlords, or other parties to provide outreach and education to residents of expiring and at-risk affordable housing, and assists HCID to monitor the affordable housing portfolio in an effort to prevent potential tenant displacement.During fiscal year FY 2019-20 Q3, tenant outreach and education services was conducted at five (5) at-risk properties consisting of 131 restricted units including property visits and door-to-door canvassing and/or tenant meetings to advice and assists tenants with notice requirements.

Complete? No.

Lead: CAOAction Steps: Review and assess City-owned sites for affordable housing.Quarterly Update: No new sites were assessed this Quarter.Complete? No.

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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs

1.0 – Governance, Accountability and Budget


Goal: Administrative infrastructure to oversee successful execution of CHS

Ongoing ResponsibilitiesLead: HSCResponsibilities: Oversight and recommendations to Mayor and City Council

Lead: CAO/CLA/MayorResponsibilities: Accountability and departmental support

Lead: CAOResponsibilities: Department and external stakeholder engagement

Lead: LAHSAResponsibilities: Data collection and sharing

Action StepsLead: HSCAction Steps: Hold regular monthly meetings to oversee strategy

implementation.Make recommendations for strategy amendments as needed.Review staff reports and recommend Council action.Evaluate and recommend amendments to the Los AngelesHomeless Services Authority (LAHSA) Joint Powers Agreement(JPA), if necessary, to ensure the highest and best delivery ofservices to homeless resident

Quarterly Update:

The Homeless Strategy Committee (HSC) continues to holdmonthly meetings, review staff reports and makerecommendations for Mayor and Council action. At this time, noamendments are recommended to the strategy or the LAHSAJPA.

Complete? No.

Lead: CAO

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Action Steps: Establish a schedule of meetings to share information, accomplishments, challenges and support needs of City Departments.Establish Lived Experience Working Group and ensure ongoing engagement.Schedule meetings with leads as needed based on quarterly performance reportingWork with other governance leads to identify topics for monthly HSC meetings.Track and report the status of City funds allocated for homelessness, including City General Fund allocations, Proposition HHH, and State Homeless Emergency Aid Program.

Quarterly Update:

The City Homeless Coordinator effort to work with LAHSA to establish a protocol to present the Quarterly Performance Report (QPR) to the Lived Experience Working Group that aligns with LAHSA's Lived Experience Advisory Board (LEAB) and Homeless Youth Forum of Los Angeles (HYFLA) was stalled due to the City’s and LAHSA’s Covid-19 response and will resume in Q1 of FY 2020-21.The City Administrative Officer (CAO) reports quarterly on the implementation of the State Homeless Emergency Aid Program (HEAP) and along with the Chief Legislative Analyst (CLA) submitted recommendations for the first round of recommendations and new commitments from the State Homeless Housing, Assistance, and Prevention (HHAP) Program to the City Council, which were adopted on June 30, 2020.

Complete? No.

Lead: CAO/Mayor/CLAAction Steps: Establish Department and external stakeholder engagement

communications planAdvocate for additional homeless funding from the State and Federal Government and philanthropic organizations

Quarterly Update: Funding advocacy is ongoing. Complete? No.

Lead: CAO/LAHSAAction Steps: Periodically evaluate the need for available funding for services,

affordable housing, and permanent supportive housing.

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Quarterly Update:

The evaluation of the need for funding for services, affordable housing and supportive housing is ongoing.

Complete? No.

Lead: CAO/CLAAction Steps: Report on opportunities to coordinate with Los Angeles Unified

School District (LAUSD) to provide services to students and families who are homeless or at risk of homelessness


Lead: CLAAction Steps: Establish a collaborative regional intergovernmental relationship

with Councils of Government, the Southern California Association of Governments, and the League of California Cities to coordinate homeless services, including shelter and housing resources and strategies across multiple jurisdictions.


Lead: LAHSAAction Steps: Provide data on homeless system performance and report to City

Homeless Coordinator and HSC as requested. Quarterly Update:

LAHSA provides metrics data for the enhanced CHS quarterly report.

Complete? No.

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Goal: Utilize available data to identify milestones and priorities for CHS implementation.

Ongoing Responsibilities:Lead: HSCAction Steps:

Review data analysis findings and make recommendations to the Mayor and City Council.

Lead: CAO/CLA/LAHSA/MayorAction Steps:

Review existing Los Angeles Homeless Services Authority (LAHSA)and County data analysis efforts and identify opportunities to partner to gain a better understanding of the impact of City and County work to combat homelessness.Make recommendations to the Homeless Strategy Committee (HSC)regarding data to be used by the City for goal setting and outcome reporting and to inform resource and service targeting.

Action Steps:Lead: HSCAction Steps:

Establish working group with the Chief Legislative Analyst (CLA),Mayor’s Office, LAHSA, and County Homeless Initiative to review available data and identify opportunities for City-specific uses of data and resources.Working group will consider whether data is available to address the issues identified in the former strategies included in Strategy 2.0 as well as other issues related to addressing homelessness.


Lead: CLA/MayorAction Steps: Participate in data working group.Quarterly Update: No update.Complete? No.

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Lead: LAHSAAction Steps: Participate in data working group.

Provide data as needed and allowable in response to working group requests.


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3.1 – Policy: Interim


Goal: Develop and implement short and medium term strategies to address unanticipated critical needs while long-term solutions are implemented

Ongoing ResponsibilitiesLead: CAO/CLA/EWDD/LAHSAResponsibilities: On an as needed basis, identify critical short- and medium-term

needs. Present to the Homeless Strategy Committee (HSC) with recommended actions necessary to address the unanticipated need with recommended interim strategy.

Lead: CAOResponsibilities: Facilitate departmental coordination to establish interim

strategies to address critical short- and medium-term needs.

Lead: EWDDResponsibilities: Support efforts to ensure homeless service agencies’ workforce

professional development needs are met.

Action Steps:Lead: EWDDAction Steps: Professional development and recruitment for homeless services

agencies:Facilitate Los Angeles Homeless Services Authority (LAHSA) and Worksource System collaboration in filling new jobs created by the significant homeless services expansion.In coordination with LAHSA, establish a "Training Academy" for recruiting and training new hires.Support the coordination and staffing of Regional Hiring Fairs.

Identify strategies to lower barriers to employment.Quarterly Update:

A joint City and County Homeless Hiring and Resource Fair was being planned for May 2020, a collaboration between City and County homeless service providers including United Way, LAHSA, County Homeless Initiative, Los Angeles County Workforce Development, Aging, and Community Services

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3.1 – Policy: Interim

(WDACS), Robert's Enterprise Development Fund (REDF), and the Economic and Workforce Development Department (EWDD).However, due to the pandemic, the hiring fair was cancelled. A new date has not been identified.

Complete? No.

Lead: CAOAction Steps: A Bridge Home (ABH):

Coordinate reporting on this interim strategy. Lead review of potential sites for City-constructed Interim Housing facilities.Convene weekly Interim Housing/Temporary Structures Working Group to expedite implementation of A Bridge Home Initiative. Coordinate with elected officials, LAHSA, and City Departments as needed.

Quarterly Update:

The City Homeless Coordinator reports quarterly on the status of the A Bridge Home program as a part of Strategy 4.2 and the Homeless Emergency Aid Program (HEAP) Quarterly report. No additional sites were identified for the A Bridge Home program as the City begins implementing the Homeless Roadmap.Due to COVID-19, biweekly Working Group meetings were halted and any project issues were addressed on a case by case basis during the quarter.

Complete? Yes.

Lead: AllAction Steps: Meet as needed to assess the need for additional interim

strategies or recommend designating existing interim strategies as completed.


Proposed New Action Steps (if applicable)Lead: CAOAction Steps: Identify capital and operations funding for the final ABH sites

under construction and feasibility review.Oversee the implementation of the Homeless Roadmap.

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Goal: Communicate a system-wide policy for No Wrong Door approach (Expansion of “No Wrong Door” Informational Campaign Citywide)

Ongoing ResponsibilitiesLead: PersonnelResponsibilities: Facilitate implementation of “No Wrong Door” strategy.

Provide access to “No Wrong Door” materials to participating departments and oversee Citywide implementation of “No Wrong Door.”Collect metrics from participating departments and share progress of implementation and reach of campaign.Facilitate the development and implementation of a training course for front-desk staff who many interact directly with individuals who are seeking resources.

Lead: HSCResponsibilities: Review and provide feedback on “No Wrong Door” campaign

content. Assist with marketing the “No Wrong Door” concept to other City Departments or other agencies, such as County of Los Angeles (County).

Lead: BOSResponsibilities: Identify Bureau of Sanitation (BOS) facilities as “No Wrong Door”

facilities and implement “No Wrong Door” strategy.

Lead: LAHSAResponsibilities: Provide expertise in refinement and development of informational

materials that are effective in connecting homeless persons interacting with City departments with needed non-City resources. Assist in developing messaging around access to the Coordinated Entry System (CES) and the broader resources available to support participants in City services who are experiencing or at risk of homelessness.

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Lead: LAPD/RAP/MayorResponsibilities: Identify department buildings as “No Wrong Door” facilities and

implement “No Wrong Door” strategy. Action Steps:Lead: HSCAction Steps: Assist Personnel in marketing "No Wrong Door" informational

campaign to other City departments and possibly outside agencies such as the County.


Lead: BOS/LAPDAction Steps: Identify buildings or facilities that have public counter where "No

Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.Add "No Wrong Door" website link to department website.

Quarterly Update:

Los Angeles Police Department (LAPD) Homeless Outreach and Proactive Engagement (HOPE) units continued to work with Los Angeles Homeless Services Authority (LAHSA) and BOS to provide homeless outreach. Currently there are 46 Police Officers and four Sergeants assigned as HOPE units citywide.Four additional HOPE officers were added to South and Central Bureau last quarter.One LAPD Lieutenant II and three Police Officer IIs are currently assigned to the Unified Homelessness Response Center (UHRC).LAPD’s Mental Evaluation Unit (MEU) continues to provide Mental Health Intervention Training (MHIT), offering two classes per Deployment Period. A total of 3,360 LAPD officers have received this training as of June 30, 2020. No new officers received MHIT training last quarter due to a suspension of all training at LAPD in response to the Corona virus. LAPD will participate in future Comprehensive Homeless Strategy working groups to discuss and ensure proper resources are being developed citywide for employees and homeless individuals.As of June 30, 2020, a total of 6,981 Naloxone kits have been distributed to Department field operations. As of June 30, 2020,the Department has deployed Naloxone 25 times, rendering

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lifesaving aide to 22 individuals suffering from an opioid overdose.Currently the Department’s specialized Skid Row unit, known as Resources Enhancement Services Enforcement Team (RESET), consists of 50 Police Officers, five Sergeant Is, one Sergeant II, and one Lieutenant I.In October, 2019, LAPD added the No Wrong Door website link to their public webpage.Due to COVID-19, in April, 2020, LAPD Station lobbies are closed to the public, once they reopen and the flyers are created, they will be distributed.

Complete? No

Lead: LAHSAAction Steps: Provide expertise in refinement and development of informational

materials that are effective in connecting homeless with right resources. LAHSA will assist in developing messaging around access to the CES and the broader resources available to support participants experiencing or at risk of homelessness.

Quarterly Update:

Access to many mainstream and homeless service programs at the beginning of the pandemic were greatly impacted.Client access to services has begun to improve as precautions are put in place. It's important to note that there have been significant shifts in homeless service delivery and programs in direct response to the crisis, including the launch of Project RoomKey, temporary Recreations and Parks (RAP) shelters, street-based wellness checks and COVID-19 testing, and supporting basic needs impacted by the crisis.

Complete? No

Lead: MayorAction Steps: Work with the Personnel Department to develop a training course

for front-desk staff.Identify buildings or facilities that have public counter where "No Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.Add "No Wrong Door" website link to department website.

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Quarterly Update:

Received and distributed No Wrong Door resource cards. Finalizing the No Wrong Door Policy flier, awaiting LAHSA approval.

Complete? No

Lead: PersonnelAction Steps: Work with LAHSA to revise and refine existing "No Wrong Door"

informational materials in order to incorporate current entry points for homeless outreach. Will work with each participating City Department to implement their "No Wrong Door" informational campaign by providing access to materials, such as brochures, posters, or decals. Work with LAHSA to evaluate utilizing Los Angeles Homeless Outreach Portal (LA-HOP) and possible data collection/reporting opportunities. Identify ways to expand No Wrong Door concept in which City employees are trained to refer persons experiencing homelessness to CES through LA-HOP or other methods. Work with stakeholders to develop an eLearning course for City employees related to “No Wrong Door” with the objective of understanding the underlying issues of homelessness, promoting awareness of strategies to reduce homelessness, the available resources for homeless individuals, and ways to assist the homeless.Work with LAHSA and the Mayor's Office to develop a training course for front-desk staff.

Quarterly Update:

With the assistance of representatives from the Mayor’s Office and LAHSA, staff developed and distributed “business cards” that contain information related to the No Wrong Door information campaign and related homelessness resources.A new flyer has been designed and is currently waiting for final approval from LAHSA. After approval has been received, the final version will be shared with all participating departments for distribution. The final version of the flyer and business card will be added to the No Wrong Door web page on the Personnel website. The training course, which has been developed, has been placed on hold by the Mayor’s Office.

Complete? No

Lead: RAP

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Action Steps: Identify buildings or facilities that have public counter where "No Wrong Door" informational campaign can be implemented.Once identified, work with Personnel on obtaining materials for a successful implementation.Add "No Wrong Door" website link to department website.

Quarterly Update:

No wrong door website link has been added to the department website. Buildings and facilities have been identified where materials can be distributed. Business cards have been ordered and will be distributed when received.

Complete? No

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Goal: Identify and implement equitable and inclusive short, medium and long-term land use policies and development strategies to maximize temporary and permanent housing opportunities for persons experiencing homelessness or at risk of experiencing homelessness.

Ongoing ResponsibilitiesLead: DCPResponsibilities: Identify citywide land use initiatives to facilitate shorter

development timelines and reduce costs for the development of affordable housing projects for persons at-risk of homelessness to be adopted as appropriate.Evaluate additional citywide land use initiatives to facilitate the development of temporary and permanent housing opportunities for persons experiencing homelessness and persons at-risk of homelessness.Identify opportunities for the creation of additional housing capacity.

Action Steps:Lead: DCPAction Steps: Monitor and evaluate effectiveness of ongoing policy efforts

related to affordable housing and propose amendments as needed to further expand affordable housing opportunities citywide. Revise Density Bonus ordinance to streamline approval process and provide new incentives. Revise Site Plan Review (SPR) ordinance to streamline approval process for housing developments. Adopt and implement revised Accessory Dwelling Unit (ADU)ordinance. Review additional zoning code barriers to the development of shelters for the homeless and initiate code updates as needed.Evaluate and monitor effectiveness of Interim Motel Conversion (IMC) ordinance and propose amendments as needed to further facilitate and streamline the use of motels for supportive and transitional housing. Evaluate and monitor effectiveness of Permanent Supportive Housing (PSH) ordinance and propose amendments as needed

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to further facilitate and streamline the development of supportive housing. Adopt and implement Mello Act ordinance. Adopt and implement new California Environmental Quality Act (CEQA) thresholds and complete SB 743 Transition. Revise Central City Community Plan, with targeted policies and land use strategies to meet housing needs in the Skid Row community.Create additional housing capacity through adoption of Community Plan Updates and Transit Neighborhood Plans (TNP). Analyze opportunity sites, and identify whether any further zoning changes are needed to facilitate streamlined supportive housing development on those sites.

Quarterly Update:

The Department of City Planning (DCP) continues to monitor and report regularly on affordable housing production, including quarterly updates to the Department’s interactive housing dashboard, available online at: https://planning.lacity.org/resources/housing-reports.During this quarter, DCP initiated work efforts related to the update to the Density Bonus Ordinance, and began preparation for public outreach that will occur in Fall 2020. As part of the Department’s efforts to update the Density Bonus Ordinance, DCP is exploring a potential amendment to the City’s SPR ordinance, which could lead to a change in the threshold for SPR projects that require discretionary review.DCP continues to assist LADBS in implementation of new state ADU regulations and the City’s recently adopted ADU ordinance,including conducting staff trainings.DCP continues to coordinate with relevant Departments and Agencies to monitor potential barriers to the development of shelters for the homeless.DCP continues to implement and monitor the effectiveness of theIMC Ordinance.DCP continues to implement and monitor the effectiveness of the PSH Ordinance. During Q4, DCP continued work on the proposed Mello Act ordinance, including preparation for the staff-level public hearing that took place in July. DCP and Los Angeles Department of Transportation (LADOT)continued work to implement the recently-adopted transition to Vehicle Miles Traveled (VMT), including preparing revised Transportation Assessment Guidelines (published early July 2020), and drafting a proposed update to the City's Transportation

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Demand Management (TDM) ordinance to further support the goals of SB 743.During Q4, DCP held a series of small group outreach meetings for the Draft Downtown Community Plan, continued preparation of the Draft Environmental Impact Report (EIR).DCP continues work to update sixteen Community Plans and several additional TNPs, including: Regional Connector, Purple Line, Orange Line and the Slauson Corridor. Opportunity Sites: No status update for this quarter.

Complete? No

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Goal: Create system-level policies/priorities to address the needs of vulnerable populations and ensure programs address their unique needs.

Ongoing ResponsibilitiesLead: AllResponsibilities: Pursue policy development that lead toward minimizing

homelessness for these vulnerable populations.

Lead: DVAResponsibilities: Advise and provide guidance on the development and

coordination of City's domestic violence programs, and make recommendations regarding legal advocacy, legislation and victims' services, and permanent housing support for Domestic Violence survivors.

Lead: EWDDResponsibilities: Provide homeless job seekers with intensive case management,

training services, training stipends, supportive services, on-the-job training or paid work-experience, with the goal of securing competitive unsubsidized employment.

Lead: HCIDResponsibilities: Asset management and needs assessment(s) to evaluate

accessibility/aging in place for aging persons and persons with disabilities.

Lead: LAHSA/HCIDResponsibilities: Ongoing evaluation of homeless programs and service

accessibility for vulnerable-population identified in this strategy.

Lead: LAHSAResponsibilities: Ongoing evaluation of program and service accessibility for

persons with animals (pets and service) animals.Ongoing evaluation of program accessibility.Ongoing engagement with County partners.

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Action Steps:Lead: DVA/HCIDAction Steps: Develop and implement a citywide policy of serving survivors of

domestic violence and explore how to best deploy flexible funding targeted at domestic violence survivors.

Quarterly Update:

The Housing and Community Investment Department (HCID)submitted request for Homeless Housing, Assistance, and Prevention Program (HHAP) funding to implement a “Survivor’s First” homelessness prevention program.

Complete? No.

Lead: LAHSAAction Steps: Develop and implement a citywide policy of serving survivors of

domestic violence and explore how to best deploy flexible funding targeted at domestic violence survivors.

Quarterly Update: No updateComplete? No.

Lead: LAHSA/HCIDAction Steps: Develop a plan and timeline - identify and prioritize areas of need

and urgency.Create master list of programs and resources with updated contacts.Identify and convene stakeholders, including persons with lived experience from vulnerable populations, to address barriers and identify solutions and provide ongoing feedback.Assist with training and implementation of responsibilities for providers, program operators, and system partners.Gaps analysis to assess for and identify needs to improve accessibility of programs and services to ensure full inclusion for vulnerable and/or underserved persons.Identify and procure funding to support program and service enhancements to ensure programs and services are accessible for vulnerable populations.Identify and procure funding to support capital improvements to ensure housing (including interim housing and congregate living facilities) are accessible for older adults, people with disabilities, persons with animals.

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Develop and implement best practices training for providers and system partners on providing quality, culturally relevant and culturally sensitive services for vulnerable and underserved populations.Provide trauma and resiliency informed care training to all newly funded DV shelters.

Quarterly Update:

Approximately 440 people have been trained on the intersection of DV and homelessness, CES, and resources provided by victim service providers.Domestic Violence Resource Centers (DVRC) assist Project RoomKey (PRK) providers to respond when an abusive incident occurs onsite.Approximately 70 attendees participated in a community feedback session to address how survivors are entered into Homeless Management Information System (HMIS).Approximately 80 participants were trained on how to refer DVsurvivors to Project Roomkey.Domestic Violence & Homeless Services (DVHS) Coalition hosted a meeting about Permanent Supportive Housing (PSH),how survivors can access, and how PSH can be improved to meet survivor’s needs.

Complete? No.

Lead: LAHSA/DVAAction Steps: Advance goals and recommendations made by the Los Angeles

Homeless Services Authority (LAHSA) Ad Hoc Committee on Women's Homelessness, Downtown Women's Action Coalition, Domestic Violence Homeless Services Coalition, and Black People experiencing homelessness.


Lead: LAHSA/EWDDAction Steps: Identify funding opportunities to augment LAHSA funded Rapid

Rehousing (RRH) programs in order to help clients sustain their housing when the subsidy decreases to ensure housing retention. Work will include engaging the Workforce Development Board.

Quarterly Update:

As of June 30, a total of 734 participants received subsidized transitional employment with Program Year (PY) 2019-20 funds, 325 City of City General Fund and 409 of County Measure H.

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Additionally, a total of 43 Los Angeles Regional Initiative for Social Enterprise (LA:RISE) A Bridge Home clients received job readiness workshops and/or are receiving employment services such as program orientations, needs assessments, job search assistance.The Economic and Workforce Development Department (EWDD) issued Information Bulletin 20-01: Regarding COVID-19 on March 17, 2020 to provide operational guidelines for key workforce development programs including LA:RISE during the pandemic.LA:RISE and workforce system partners have implemented alternative service delivery strategies to keep to social distancing directives. LA:RISE and system partners continued to provide supervision and services to all clients, as all are highly at risk of falling back into homelessness. Some transitional employment participants, including A Bridge Home participants, whose work hours or services were interrupted due to the pandemic will be continue to be serviced during Program Year 20-21. In May 2020 discussions between LAHSA, EWDD and Robert's Enterprise Development Fund (REDF) kicked off an effort to establish a referral program for select housing providers to refer qualified Project RoomKey participants to LA:RISE, with the goal of connecting three (3) LA:RISE social enterprise partners with PRK providers to provide employment services and, when appropriate, enroll PRK clients into LA:RISE.Social enterprises involved are Chrysalis, Coalition for Responsible Community Development (CRCD) Enterprises and Goodwill SoCal.

Complete? No.

Lead: ASDAction Steps: Ensure compliance citywide policy on serving homeless people

with pets. Quarterly Update: No update.Complete? No.

Lead: AllAction Steps: Create data-sharing working group to look at gaps in data.

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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy



Goal: Develop an inclusive place based strategy for people experiencing homelessness on Skid Row that focuses on Community Engagement, Housing Development (interim/permanent, supportive), Safety and Sanitation, Employment and Economic Opportunity, Health and Wellness, Accessibility and Service Provision.

Ongoing ResponsibilitiesLead: CAOResponsibilities: ● Coordinate with Strategy leads. Track progress toward

developing Skid Row Strategy.● Assess property available to establish new facilities to meet the

needs of the Skid Row community.

Lead: Mayor/CD 14Responsibilities: ● Connect with existing stakeholders, City departments, the

County, and providers to assess both the specific and immediate needs of the Skid Row Community.

Lead: HSCResponsibilities: ● Ensure development and implementation of other strategy

areas, both Policy and Programs, are reflected in Skid Row and have meaningful impact.

● Examine and track effectiveness of a place based model and best practices and identify portability for other place based efforts to combat homelessness.

Lead: DCP/HSCResponsibilities: ● Develop strategy for Skid Row Long-Term Planning and make

recommendations to Mayor and Council.

Action Steps:Lead: CAOAction Steps: ● Conduct assessment of properties and physical site for various

housing and service interventions.● Identify placement(s) for storage programming.

Quarterly Update: No updates.

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Complete? No.

Lead: DCPAction Steps: ● Increase access to hygiene resources (showers, bathrooms,

drinking water).● Revise Central City Community Plan, with targeted policies and

land use strategies to meet housing needs in the Skid Row community.

Quarterly Update: In Q4 hygiene resources were increased with the delivery of 65 portable restrooms and 75 hand-washing stations in accordance with COVID-19 response efforts.

Complete? No.

Lead: HSCAction Steps: ● Identify immediate and long-term interventions to address

public health issues in Skid Row.● Present Key findings and replicable best practices to Mayor

and Council.Quarterly Update: No UpdateComplete? No.

Lead: Mayor/CD 14/HSCAction Steps: ● Identify immediate and long term interventions to address

public health issues in Skid Row.● Design and implement stakeholder engagement plan.● Solicit feedback and suggestions through existing stakeholders

and organizing efforts.● Present draft strategy to Mayor and Council for approval.

Quarterly Update: The Refresh Spot was re-opened on its new campus located at 540 Towne St.In Q4, the Mayor’s office partnered with United Way to pilot a hygiene monitoring program with The Skid Row Brigade. This pilot engaged Skid Row residents and community partners to conduct nightly monitoring of the hygiene stations operating throughout the Skid Row community.Nightly reports help to monitor usage, cleanliness and resource needs for the units as well as build community buy in and ownership. This pilot will be modelled when creating new modes of service in Skid Row.

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Complete? No

Lead: MayorAction Steps: ● Conduct baseline assessment of existing services and

programs that serve persons experiencing homelessness.● Through an equity lens, identify needs of especially vulnerable

populations (women, older adults, families, people of color).● Meet regularly with other strategy leads to identify relevant

overlap with Skid Row area and ensure strategic alignment.● Partner with County Health Agency to identify opportunities for

partnership on addressing public health needs.● Through an equity lens identify needs of underrepresented

populations.● Meet with City departments and review relevant data on

emergency responses deployed in Skid Row area.Quarterly Update: In Q4 the Mayor’s Office coordinated efforts with The County

and community partners to provide COVID-19 testing as well as personal protective equipment (PPE) resources. Mobile testing is provided Monday - Thursday by a Los Angeles Fire Department (LAFD) mobile unit.LA County Partners are providing testing and surveillance and LA Christian Health Center provides testing Monday-Friday.

Complete? No.

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Goal: Strengthen the Coordinated Entry System (CES) to function as a tool to efficiently and effectively place homeless persons into housing and/or services that meets their needs and choices.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Developing procedures, tools, and trainings needed to effectively

implement CES Policies.Build the capacity of existing and new CES participating agencies by developing and implementing training and capacity building for participating agency staff.Improve access, system connection, and collaboration across populations and systems to support people experiencing or at risk of homelessness accessing CES (i.e. Adults, Families with children, Transition Aged Youth (TAY), Vets, domestic violence).Enhance matching infrastructure to ensure timely and efficient placement into housing matched through CES.Improve data collection and quality of key system indicators for tracking homelessness.Strengthen regional coordination activities to ensure a consistent and coordinated regional response to homelessness.

Action Steps:Lead: LAHSAAction Steps: Develop procedures for CES Policies addressing Access,

Assessment, Prioritization, Matching and Evaluation.Develop capacity building and training opportunities for CES agencies, enhance training on CES Triage Tools, etc. Evaluate CES participating agencies with the Core Capacity Assessment Tool (CCAT) tool to identify the type of capacity building needed. Bring quality training to agencies on specific topics such as Trauma Informed Care, Domestic Violence, Elderly/Aging, etc.Enhance system access through development of an all population screening tool, emphasis on and enhancement of access centers, sites, and partners, and increasing diversion training.Develop CES Key System Indicator Dashboard, and utilize the CES Regional Data Coordinators to enhance Service Plan Area (SPA) data collection.

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Provide technical assistance to CES System Matchers, utilize continuous quality improvement to streamline and enhance the current matching process, evaluate integrating Homeless Management Information System (HMIS) and MyOrg matching functions, and continue to improve the Match to Move-in process.Develop updated Case Conferencing and Care Coordination framework that is consistent with CES Policies. Provide detailed training and support to CES System Leads to implement new framework.

Quarterly Update:

In May and June 2020, the Los Angeles Homeless Services Authority (LAHSA) held several internal and external meetings with the HMIS leads, the Homeless Count Data lead, and the Los Angeles County Department of Health Services (DHS) to discuss and design a database that tracked data points from all threesources. The Centralized Training Academy (CTA) trained 1,732 individuals during the reporting period from 116 unique service agencies on 42 unique training topics. Approximately 440 people have been trained on the intersection of Domestic Violence (DV) and homelessness, CES, and resources provided by victim service providers.Recruitment efforts included sourcing 218 pre-screened candidates and 62 vacant positions filled on behalf of eight (8)service providers.LAHSA participated in the “100 Day Challenge” to ensure job seekers with lived experienced are connecting and matched to various employment opportunities. The challenge was successful in 162 Engagements, 66 Placements, and 86Awaiting placement.LAHSA will release an HMIS data dashboard in September.

Data from the Homeless Count and Comprehensive Health and Accompaniment Management Platform (CHAMP) will be added to the database within the following by August 2020.The CHAMP and HMIS data will be updated quarterly and the Homeless Count data will be updated annually.

Future older adult data plans include publishing a quarterly Older Adult Data Digest newsletter and a Sankey Diagram process mapping of clients’ movement through the system.

Complete? No.

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Goal:

Increase supply of safe and accessible interim housing options across the City of Los Angeles. Implement diversion practices that helps at-risk households remain in housing and/or be placed into stable, alternative housing, and avoid entering shelter. Enhance shelter facilities and shelter services to improve access to and accessibility of shelter. Ensure shelter system operates as effective and efficient throughput, to move persons out of shelter and into best suited form(s) of permanent housing.

Ongoing ResponsibilitiesLead: CAOResponsibilities: Coordinate City Departments for site identification, assessment

and Mayor and Council approval.Assist the Bureau of Engineering (BOE) with to resolve issues during project construction.Account for funds allocated for interim housing, review expenditures and reconcile with project budgets at project completion.

Lead: LAHSAResponsibilities: Effectively administer City funding for Interim Housing programs.

Lead on design for interim housing programs.Facilitate access to providers and coordinate with City departments for expeditious siting and implementation of new shelter programs and facilities.Develop policy designed to: reduce barriers to entry into shelter; enhance shelter programming and services; improve effectiveness and efficiency of interim housing as a tool to access permanent housing.Act as the point for connecting shelter to other key system components.Ongoing engagement with County partners.

Lead: Mayor

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Responsibilities: Ensure that all City Departments are coordinated. Provide political leadership for new interim housing projects and ensure accountability for City Departments.Review potential locations to ensure new facilities are sited where there is the greatest need.Identify City resources for the siting of new shelter facilities, reduce barriers to creating and implementing shelter facilities.

Lead: BOEResponsibilities: Design and oversee construction of interim shelter options with a

focus on designing the smartest and most efficient space. After design, hand off to the Department of General Services (GSD) for construction in consultation with providers/practitioners. - Manage construction timelines with GSD.

Lead: DBSResponsibilities: Ensure that health and safety building codes are met for new

interim housing facilities.Issue permits for construction, then provide Certificate of Occupancy.Coordinate with planning/fire and other agencies before a permit is issued.

Lead: GSDResponsibilities: Identify properties within the City portfolio for interim shelter use,

including management of real estate and maintenance.Procurement of materials.Coordinate with BOE for construction.

Lead: LAFDResponsibilities: Coordinate with Building and Safety regarding code compliance,

with specific reviews for fire safety.

Action Steps:Lead: LAHSAAction Steps: Use previous procurement vehicles (pre-qualified list) to identify

providers for all A Bridge Home sites.

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Create a master list of shelter programs and updated contacts.Identify provider challenges; assist with implementation of responsibilities for providers, program operators, and system partners as needed.Develop Coordinated Entry System (CES) Key System Indicator Dashboard, and utilize the CES Regional Data Coordinators to enhance Service Planning Area (SPA) data collection.Continue regular procurement to channels to identify additional opportunities for interim shelter.Develop, test and publicly release bed availability application.Implement Diversion training for all shelter operators.

Quarterly Update:

The procurement pre-qualified list for A Bridge Home (ABH) has been used to identify providers. Two (2) Los Angeles Homeless Service Authority (LAHSA) contracted ABH site opened this quarter operated by People Assisting the Homeless (PATH).LAHSA has created a list of all contact information for the Interim Housing Providers and continues to ensure the master list is up to date. LAHSA is also working to ensure this list includes updated census due to COVID-19.LAHSA continues to work with all Interim Housing Providers to provide technical assistance (TA) when needed and/or requested. The focus of TA this quarter has been programmatic changes in light of COVID-19 and ensuring programs adhere to low-barrier practices and the recommendations provided by public health officials.Providers are continuously provided information on available training opportunities offered by LAHSA through Configio and other LAHSA training partners. LAHSA has designed data dashboards for Safe Parking, A Bridge Home, and Winter Shelter to be presented to providers to assist in ensuring data accuracy.LAHSA’s Procurement department continues to engage and assist interested agencies seeking information on ways to become eligible for LAHSA funding.Dialogue continues regarding ways to improve bed availability reporting. The demand of Project Roomkey has led to anHomeless Management Information System (HMIS)-based referral process which LAHSA is working to mirror for ABH housing and eventually all interim housing programs.Seventy (70) Interim Housing Provider staff have been trained in Problem Solving (formerly called Diversion) in Q4, using a web series platform called Configio.

Complete? No.

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Lead: LAHSA/HCIDAction Steps: Identify needs to improve accessibility of shelters to ensure full

inclusion for persons with disabilities (service animals, language access ADA/ADAA, etc.).

Quarterly Update:

No update. The City Homeless Coordinator is working to identify an alternative City Department to support this effort.

Complete? No.

Lead: LAHSA/MayorAction Steps: Create a shelter/interim housing communications plan.Quarterly Update:

The Mayor’s Office has successfully implemented a shelter and interim housing communications plan to share details about interim housing performance and resources with members of the public, the City Council, providers, and key City departments.As part of this communications plan, LAHSA developed an online A Bridge Home dashboard to monitor and report on available A Bridge Home resources, exits to permanent housing, and client length of stay. In addition to LAHSA’s data dashboard, the Mayor’s office provided monthly detailed briefings on the status of new interim housing developments through a homelessness briefing led by the Mayor and key City departments at the City’s emergency operations center.

Complete? Yes.

Lead: LAHSA/Mayor/CouncilAction Steps: Identify and convene stake holders to address barriers and

identify solutions for issues related to land use, zoning, permitting of shelters.

Quarterly Update:

In Q4, the City continued the work of its Interim Housing Working Group, convened senior leadership from the Mayor’s Office, LAHSA, City Attorney’s Office, and City agencies with oversight of fire, life safety, and building codes to identify barriers to interim housing development. This working group supported the City in advocating for changes to the state fire code to improve the streamlining and implementation of new interim housing developments.

Complete? No.

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Lead: MayorAction Steps: Call to City Departments to prioritize interim shelter strategy.Quarterly Update:

In Q4, the Mayor’s Office continued to call on and work closely with City departments, including BOE, GSD, the Department of Building and Safety (DBS) and the Los Angeles Fire Department(LAFD) to ensure that interim housing development and management are top departmental priorities.The Mayor’s Office convened bi-weekly A Bridge Home implementation tracking and planning meetings with senior leadership from all involved agencies to monitor project progress and ensure prioritization. Additionally, the Mayor’s Office has embedded prioritization of interim housing development by including A Bridge Home metrics in all relevant annual General Manager reviews.

Complete? Yes.

Lead: BOE/DBS/GSD-CFDAction Steps: Complete design and construction of shelter sites.Quarterly Update:

BOE and General Services Department - Construction Forces Division (GSD-CFD) completed the design and construction of the VA Campus in CD-11.

Complete? No.

Lead: GSDAction Steps: Complete siting of one (1) interim shelter site in each District

(1,500 beds goal).Quarterly Update:

The General Services Department - Real Estate Services (GSD-RES) negotiated and executed two (2) service provider subleases.

Complete? No.

Lead: DBS/LAFDAction Steps: Conduct inspections, issue appropriate certification for interim

shelter sites.Quarterly Update:

DBS and LAFD conduct inspections upon request from BOE in a timely manner.

Complete? No.

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Goal: Identify and assess the needs of people living in unsheltered locations and connect them to services and housing opportunities including security, hygiene, and safe sleeping resources.

Ongoing ResponsibilitiesLead: BOS/LAPDResponsibilities: ● The Los Angeles Police Department (LAPD) officers work with the

Los Angeles Homeless Services Authority (LAHSA) and Bureau of Sanitation (BOS) to provide homeless outreach via HomelessOutreach and Proactive Engagement (HOPE) Project and other outreach and provides staff for the Unified Homeless Response Center (UHRC). LAPD participates in community meetings and coordinates with LAHSA on needs of people experiencing street based homelessness. LAPD implemented Narcan for opioid response and provides Mental Health Intervention (MHIT), de-escalation, bias, diversity training for all officers and provides a specialized Skid Row unit to better support needs in the area.

Lead: LAFDResponsibilities: ● Emergency Medical Services (EMS) is frequently the first

responder to health emergencies for the people that are unsheltered and collaborates with LAHSA to link people to services. The Los Angeles Fire Department (LAFD) also patrols encampments in high fire risk zones. LAFD conducts fire code outreach, education and enforcement to ensure safety compliance.

Lead: LAHSAResponsibilities: ● As the lead agency for Los Angeles' Homeless Continuum of

Care, LAHSA serves in a number of roles that relate to Street/Outreach strategy. These include the provision of:

1. Homeless outreach services via its Homeless Engagement Teams (HET) generalists and HET HOPE project team members.

2. Participation at the UHRC.3. Macro Outreach Coordination.4. Broader Coordinated Entry System (CES) and

Programmatic Support for programs that serve people who are experiencing street-based homelessness.

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5. Homeless Policy and Program guidance.

Lead: LAHSA/MayorResponsibilities: ● Engage County partners who provide funding, thought

leadership, program level coordination and strategic partnership to match quality services with other resources.

Lead: MayorResponsibilities: ● Coordinates the City's UHRC, which co-locates leadership from

critical City departments, LAHSA, and other partners in the same room at the Emergency Operations Center to respond to the street-based homelessness crisis together, in real-time, with services and engagement to bring people indoors. The UHRC provides a space for a more timely and effective response to street-based homelessness, leading with services and grounded in a unified incident command structure. In addition to implementing A Bridge Home (ABH) outreach, engagement, and clean-up protocols, the UHRC leads the City's street-based homelessness strategies with all partners in the UHRC, including LAHSA, as well as with external partners in the County and Coordinated Entry System (CES), and with guidance from the UHRC Policy Group.

Lead: RAPResponsibilities: ● Coordinate with LAHSA and UHRC to provide services to

encampments located in parks and provides resources at public facing counters.

Action Steps:Lead: AllAction Steps: ● Determine frequency of Street/Outreach workgroup meetings.

Set timelines and milestones. Ongoing review and revision of action steps/project management.

● Develop training and cross training opportunities for those entities working directly with people experiencing homelessness, prioritizing key departments (e.g., BOS, LAPD, Recreation and Parks (RAP)).

● Expand ways to coordinate and collaborate across City family and County Departments and establish joint strategies on how to better serve people experiencing street-based homelessness.

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● Partner with people experiencing homelessness, groups that represent them, and other key stakeholders to develop mutually agreeable policy recommendations that align City policies with best practices to improve service provision/connections.

Quarterly Update:

UHRC Policy Group meets bi-weekly, and is now a public (noticed) meeting.

Complete? No.

Lead: LAHSAAction Steps: ● Continue to provide street-based outreach coordination both at

UHRC and within the broader County context. ● Continue connection and coordination between the Street

Outreach teams with the new ABH sites, safe parking and other interim housing opportunities.

Quarterly Update:

During this quarter, our street-based outreach coordination focused primarily on building and sustaining our coordinated COVID-19 outreach response, as described below:

Launched dedicated Life Safety Wellness teams comprised of LAHSA HET, Los Angeles County Department of Health Services (DHS)-funded Multi-Disciplinary teams (MDT), LAFD and LAPD. These teams conduct regular health assessments at encampments across the City, distribute masks and other personal protective equipment (PPE), distribute food, water and other essential resources, and support street testing at large and small encampments in Skid Row and across the City. When DHS pulled MDT’s away from this model, LAHSA HET maintained a dedicated outreach response to these efforts.Coordinated with the Mayor’s Office and LASAN to deployhandwashing stations and mobile shower resources to the largest encampments across the City. Coordinated with the Mayor’s Office, Los Angeles Department of Transporation (LADOT) and the YMCA to establish shower resources in closed YMCA gyms.Coordinated with the Mayor’s Office, RAP, LADOT, BOS and other partners to establish temporary crisis shelters in RAP facilities across the City, conducting outreach to inform participants about the resource, and working with LADOT to establish bus routes to bring participants to the shelters.Supported the launch of Project Roomkey, assessing, referring and transporting matched participants to Project Roomkey sites around the City and County.

LAHSA also continued to support the Comprehensive Cleaning and Rapid Engagement (CARE) Model under revised operating

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protocols, providing outreach and spot-cleaning sanitation services to encampments and unsheltered individuals across the City.Finally, LAHSA prepared interest lists for a large number of A Bridge Home sites that are scheduled to open in the following quarter, including Beacon (Council District (CD) 15), Eubank (CD15), Raymer (CD2), Riverside (CD4) and Arroyo (CD7) all scheduled to open in July, and Aetna (CD6), Van Nuys (CD2), Civic Center (CD14) and Koreatown (CD10) all scheduled to open in August.

Complete? No.

Lead: MayorAction Steps: ● Identify critical City Departments and their key representative(s)

and mandate their participation in the Street Outreach Strategy Workgroup.

Quarterly Update:

● LA Metro will have a representative at the UHRC beginning July 1, 2020.

Complete? No.

Lead: Mayor/LAHSAAction Steps: ● Identify other service gaps and identify their respective potential

solutions, including those that impact vulnerable subpopulations. Quarterly Update:

● Los Angeles County Department of Mental Health (DMH)clinicians are staffed at the Mass Shelter Expansion Program (MSEP) sites across the city. They have provided immediate on-scene mental health crisis response.

● LAHSA began conducting “Connect Days” once a week, at MSEP sites. Services include connection to County Department of Social Services (DPSS) resources, Department of Motor Vehicle identification applications, and housing coordination interviews.

Complete? No.

Lead: Mayor/BOS/LAHSA/Mayor/LAPD/City AttorneyAction Steps: ● Expand hygiene, sanitation and storage options for people living

on the streets.● Increase diversion opportunities for people experiencing street-

based homelessness.Quarterly Update:

● BOS has identified six sites citywide for which to build storage capacity infrastructure.

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● BOS partnered with the YMCA to provide people experiencing homelessness access to showers and restrooms at seven (7)YMCA sites. Mayor’s Office is assisting with identifying funding to extend the partnership beyond July.

● Mobile Pit Stop Program is servicing 17 locations and has provided the services to 428,532 patrons since August 2019.

● Three (3) mobile shower trailers have been fully deployed and service 15 locations weekly. 7,241 patrons have been served since its launch.

● Skid Row Cleaning Services has been performing very well and receiving the positive feedback from the community. The service ensures a safe, clean and accessible sidewalks and right-of-way in Skid Row area and has reduced the litter on the sidewalks.

o All three (3) programs act as workforce development targeting local individuals experiencing homelessness and/or formerly incarcerated individuals.

Complete? No.

Lead: Mayor/LAHSA/LAPD/BOSAction Steps: ● Expand work with broader community (e.g., residents) around

challenges and opportunities in our work to address street based homelessness.

Quarterly Update:

● UHRC actively participates in bi-weekly stakeholder coordination calls with CD 11.

● UHRC participated in a housed constituent call with CD 13 and CD 4 Hollywood residents.

Complete? No.

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Goal: Identify and invest in the development of additional supportive housing resources for households experiencing homelessness.

Ongoing ResponsibilitiesLead: HCIDResponsibilities: Administer the Proposition HHH Supportive Housing Loan

Program (Prop HHH).Ensure Prop HHH-funded supportive housing units are leased using the Coordinated Entry system.

Lead: HACLAResponsibilities: Administer the Housing Choice Voucher program.

Participate in working groups for the development of the universal standards for Permanent Supportive Housing (PSH).Partner with LAHSA, the County Department of Health Services (DHS), Los Angeles County Department of Mental Health (DMH),and Housing Authority of the County of Los Angles (HACoLA) to develop the universal application forms.

Lead: LAHSAResponsibilities: Partner with other strategy leads to ensure the Coordinated Entry

System (CES) can be used to efficiently and effectively identify tenants for new PSH units.Coordinate with the Housing Authority of the City of Los Angeles (HACLA) and HACoLA to identify opportunities to streamline the voucher application and lease up processes.

Lead: Mayor/HCIDResponsibilities: Lead by Mayor's Housing Crisis Solutions Team, $120M reserved

for a competitive HHH pilot program. Program will fund innovative production and/ or financial models. Typologies encouraged are long-term vacant Single Room Occupancy's (SRO), supportive shared housing models, small- scale scattered site developments.

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Action Steps:Lead: HACLAAction Steps: Continue cross-sector collaborations and improve data sharing

with partnering agencies. Provide quarterly reporting on the Housing Authority of the City of Los Angeles’s (HACLA) vouchers dedicated to PSH as well as PSH utilization data.

Quarterly Update:

Five PSH - Project Based Vouchers (PBV) projects totaling 193 PBV units completed construction and began leasing up in Q4.HACLA executed Housing Assistance Payments Contract(AHAP) for five (5) projects totaling 272 PBV units.The HACLA Board of Commissioners approved the commitment of 964 PBVs to 17 projects on June 25, 2020. The projects will provide permanent supportive housing to homeless and chronically homeless individuals, seniors, families, and transition aged youth (TAY).

Complete? No.

Lead: HCIDAction Steps: Annually review and update existing Prop HHH Program

guidelines to ensure maximum amount of production of affordable supportive housing.Annually review and update existing Prop HHH Program guidelines to ensure maximum amount of production of affordable supportive housing.

Quarterly Update:

The City has closed financing on eight (8) Prop HHHprojects between April 1, 2020 and June 30, 2020. This represents $295,280,864 of Total Development Costs: $88,742,468 in Prop HHH proceeds, and 466 Total Supportive Housing Units. This investment leads to the creation of 11,253 temporary and permanent jobs created.A Call for Projects was not released in Q4. The Housing and Community Investment Department (HCID) is working with the Mayor’s Office of City Homeless Initiatives (MOCHI) to have a Prop HHH Summit sometime in August to discuss lessons learned that can be incorporated for future Call for Projects.On June 5, 2020, a Prop HHH commitment letter was executed for the 6th and San Julian project.On April 14, 2020, HCID received California Debt Limit Allocation Committee (CDLAC) awards for 11 of the 15 projects (73.33percent success rate). On June 11, 2020, HCID submitted 11 projects to the June CDLAC round. An award is expected in September 2020.

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Complete? No.

Lead: LAHSAAction Steps: Create a master inventory of all existing and pipeline PSH in the

City and County.In collaboration with DHS, pair new Intensive Case Management Services (ICMS) with new and existing PSH in the City and County. Implement a prioritization policy for all permanent supportive housing matched through CES.Develop universal standards for PSH with HACLA, HACoLA, DMH, DHS, and other community stakeholders.Analyze prevention funding utilization by PSH providers to better coordinate services and identify opportunities for improvement.Analyze Homeless Management Information System (HMIS) data to identify contract compliance improvements and improve the quality of case management services.

Quarterly Update:

LAHSA continues to update and maintain comprehensive tracking documents of all existing and pipeline PSH in the County. This pipeline document is updated and shared monthly with partners. LAHSA continues to pair ICMS with new and existing PSH in the County.The CES Policy Council has updated its prioritization policy relative to PSH. LAHSA presented a newly amended prioritization policy for PSH to the CES Policy Council that prioritized 80 percent of PSH resources for persons at high risk of COVID. This policy is already being implemented across the county.

Complete? No.

Lead: Mayor/HCIDAction Steps: Administer the Prop HHH Housing ChallengeQuarterly Update:

Seven (7) projects received site approval from City Council in May, six (6) projects received HACLA PBV commitments, and one (1) project received a nine percent (9 percent) Low Income Housing Tax Credit (LIHTC) award.HCID will continue to focus on the site approval for six (6)additional projects (through Transmittal 2) and Prop HHH Citizen Oversight Committee (COC) recommended sending to the Prop

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HHH Administrative Oversight Committee (AOC) and the potential of a tax credit award for one (1) project.The site acquisition deadline was delayed by order of the Mayordue to the emergence of COVID-19.

Complete? No.

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Goal: Collaborate with the County to ensure services are high quality, integrated, inclusive and embrace a culture of community; thus, allowing access at all levels of the homeless assistance system, including supportive housing.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Strengthen collaborative efforts between services agencies, with

a focus on City/County resource and policy alignment. Maintain inventory of services for Los Angeles Continuum of Care (CoC), provide training and technical assistance as needed. Review data and evaluate programs.Identify and execute key strategies to improve retention, training and resource development and technical assistance for service providers and staff. Create and foster intra-organizational sharing of best practices, strategies, success stories and innovative concepts between services providers and planning areas.Incorporate a stronger connectivity and support through engagement of persons with lived experience in every level of the service system.

Lead: EWDDResponsibilities: Coordinate with City and County to provide high quality

employment services to people experiencing homelessness.

Lead: HCIDResponsibilities: Ensure high quality services are connected to special population

programs, including HIV/AIDS and domestic violence.

Lead: LAHSA/MayorResponsibilities: Coordinate with County partners providing thought leadership,

funding and strategic partnership to match quality services with other resources.

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Action Steps:Lead: CAOAction Steps: Invite appropriate City and County departments to participate in

policy and system coordination efforts. Quarterly Update:

In Q4, the City continued to focus the homeless services response system to meet the unprecedented challenge that theCOVID-19 pandemic poses for residents experiencing homelessness. This response has leveraged thought leadership, strategic partnerships, and historic new resources to accelerate the work to bring unsheltered Angelenos indoors.Through unprecedented coordination between the City, County, and the Los Angeles Homeless Services Authority (LAHSA), the City has continued to provide thought leadership and strategic direction to help shape the homeless service's systems response to COVID-19. The City has been an instrumental partner in a unified command structure to establish authority and accountability across City, County, and LAHSA on all aspects of the COVID-19 response.The City has forged new partnerships with public and private partners to deepen the commitments of philanthropy and private sector funders to augment the system's response to COVID-19. This has particularly focused on expanding medical and healthcare services to unhoused Angelenos.The Los Angeles Homeless Services Authority (LAHSA) isrigorously evaluating and reporting out on data for Project Roomkey (PRK) sites. The City has also worked closely with LAHSA and County partners to coordinate and leverage new funding streams through State and Federal emergency dollars allocated to COVID-19 relief and recovery.

Complete? No.

Lead: LAHSAAction Steps: Strengthen collaborative efforts between services agencies, with

a focus on City/County resource and policy alignment. Maintain inventory of services for LA CoC, provide training and technical assistance as needed. Review data and evaluate programs.

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Identify and execute key strategies to improve retention, training and resource development and technical assistance for service providers and staff. Create and foster intra-organizational sharing of best practices, strategies, success stories and innovative concepts between services providers and planning areas.Incorporate a stronger connectivity and support through engagement of persons with lived experience in every level of the service system.

Quarterly Update:

LAHSA is working closely with the Los Angeles County Department of Public Health (DPH) as well as other City, County, and Federal Partners to continue implementing a COVID-19 response related to people experiencing homelessness in Los Angeles. In Q4, LAHSA has led the following activities:

o Coordination with other funders in the CoC regarding CoC's policy for enhanced risk service delivery during COVID-19;

o Coordination with CoC Public Housing Authority (PHA)grantees to produce webinar training on CoC waivers forCOVID-19;

o Weekly coordination with Coordinated Entry System(CES) lead agency executive staff to discuss ongoing crisis management and service delivery related to COVID-19;

o Regular communication to the CoC Board on LAHSAemergency CoC activities related to COVID-19.

o The CoC Board has representatives from service planning areas, so information can be shared withrespective Service Planning Areas (SPAs);

o Coordination with ESG and ESG-CV recipients on uses of funding and waiver implementation related to COVID-19;

o LAHSA also continues to maintain a resource page on the website re: COVID-19 https://www.lahsa.org/news?article=716-los-angeles-continuum-of-care-covid-19-resources;

o LAHSA and Akido Labs, in partnership with the CountyDepartment of Health Services (DHS), developed aMobile Application aimed to help outreach teams to triageCOVID-19 symptoms and support people on the streetsduring the coronavirus pandemic.

o HOTSpot, the application was launched on April 20,2020, among all outreach workers. The first-of-its kindprogram allows outreach teams to do wellness checks,identify COVID-19 symptomatic and vulnerable people

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experiencing homelessness (PEH), and triage them to themost appropriate resource. It has become a vital tool inidentifying and tracking where asymptomatic and COVID-19 symptomatic individuals may be residing.

o LAHSA staff also continues to seek guidance from the two lived experience advisory boards, Homeless Youth Forum of Los Angeles (HYFLA) and Lived Experience Advisory Board (LEAB). HYFLA and LEAB members have been guiding and participating in the COVID-19 response and demobilization strategy.

Complete? No.

Lead: LAHSA/EWDDAction Steps: Increase the number of persons connected to employment

opportunities paying a living wage. Implement and expand pilot to support employment in rapid rehousing.

Quarterly Update:

Los Angeles Regional Initiative for Social Enterprise (LA:RISE)has successfully been linked with rapid rehousing sites across the city.In May 2020 discussions between LAHSA, Economic and Workforce Development Department (EWDD) and Robert's Enterprise Development Fund (REDF) kicked off in setting up a referral program from select housing providers for their qualified program participants as part of Project RoomKey to LA:RISE.This initiative aims to connect 3 LA:RISE social enterprise partners with PRK Housing providers to provide employment services and when appropriate, enroll PRK clients into LA:RISE. The social enterprises involved are: Chrysalis, Coalition for Responsible Community Development (CRCD) Enterprises and Goodwill SoCal. Efforts will continue in Program Year (PY) 20-21.

Complete? No.

Lead: LAHSA/HCIDAction Steps: Conduct a support needs survey for Homeless Service Staff.

Develop and implement Program Transfer policies and procedures in order to ensure participants are able to quickly access and receive services in the environment and/or system of care best suited to meet their needs, i.e. - stepping up/stepping down persons between Interim Housing to Recuperative Care, between Domestic Violence (DV) programs and mainstream programs, etc.

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Quarterly Update:

The Housing and Community Investment Department (HCID) iscoordinating this work through the Department’s network of Housing Opportunities for Persons with AIDS (HOPWA) andDomestic Violence/Human Trafficking (DV/HT) Shelter Operators. HCID implemented “Fast Track” to rapidly house HOPWA clients from shelter into stable housing available through the Housing Authority of the City of Los Angeles (HACLA). This assessment is still ongoing within the DV/HT shelter operators. HCID is hoping to implement this work with support from Homeless Housing, Assistance, and Prevention (HHAP) funds. A proposal was submitted to implement a “Survivor’s First Housing Model”.

Complete? No.

Lead: EWDDAction Steps: Continue and expand LA:Rise and other high-impact employment

programs.Quarterly Update:

As of June 30, a total of 734 participants received subsidized transitional employment with PY2019-20 funds, 325 of City General Fund and 409 of County Measure H. 43 LA:RISE A Bridge Home (ABH) participants received job readiness workshops and/or are receiving employment services such as program orientations, needs assessments, job search assistance.

Complete? No. New service goal of 800 participants for PY2020-21.

Lead: EWDD/PersonnelAction Steps: Increase employment through expansion of City's targeted local

hire, work with personnel to analyze the current effectiveness of the City's local hire program.

Quarterly Update:

Thirty (30) individuals, who self-identified as homeless or formerly homeless, applied for the Targeted Local Hire (TLH) Program.No self-identified homeless or formerly homeless individuals were hired through the TLH Program in Q4.

Complete? No.

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Goal: Invest in and implement prevention and diversion strategies at all levels of the homeless service delivery system to reduce the entry and re-entry into homelessness as well as shorten the time someone experiences homelessness.

Ongoing ResponsibilitiesLead: LAHSAResponsibilities: Overall implementation of diversion/problem solving practices

throughout the system.Build strong relationships with various providers including legal, justice and homeless services.Invest in and implement diversion as a best practice at all levels of homeless service delivery system though training.Provide fiscal management, technical guidance and data analytics to continuously improve the practice.Engage with the County to coordinate strategies and participation of relevant departments.

Lead: HCIDResponsibilities: Monitor impact and technical assistance to providers.

Provide support and capacity building through training and financial capability work for contractors.

Lead: LAPDResponsibilities: Provide program and technical leadership for jail in-reach efforts.

Lead: MayorResponsibilities: Increase community support and neighborhood stabilization

efforts to minimize and prevent future risk of homelessness.

Lead: HACLAResponsibilities: Actively participate in preventing persons receiving Section 8

from entering the homeless system.

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Action Steps:Lead: LAHSAAction Steps: Work with Lived Experience Advisory Group to explore

opportunities to create formerly homeless support groups to prevent returns to homelessness. Create and keep current a Prevention/Diversion provider list (intra agency), and Prevention Assistance Flyer (public). Convene stakeholders to establish data sharing plan for data analysis.

Quarterly Update:

The Problem-Solving and Prevention Unit have up to date intra-agency staffing lists.There are posted, public flyers, which describe Prevention assistance eligibility, as well as provider and pro-bono legal assistance contact information per service planning area.The Problem-Solving Unit actively shares statistics on the number of staff utilizing and tracking Problem-Solving, as well as Problem-Solving outcomes with funded agencies.

Complete? No.

Lead: LAHSA/HCIDAction Steps: Conduct and make available training on prevention and diversion

at every level of the homeless assistance system.Increase diversion staffing at common city entry points.

Quarterly Update:

The Los Angeles Homeless Services Authority’s (LAHSA)Problem-Solving Unit has developed a web-based training,which has been utilized by 189 providers from diverse facets ofthe homeless services and key partner system.Thirty (30) Problem-Solving Specialist/Diversion staff were hired across 20 diverse homeless service agencies.

Complete? No.

Lead: LAHSA/MayorAction Steps: Utilize research and data to improve outcomes and target

resources.Quarterly Update: No updates.Complete? No.

Lead: HCID

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Action Steps: Cross-train other city departments for who to call when serving persons who are homeless or at risk (Aging/Parks/libraries, the Housing and Community Investment Department (HCID) field offices, community centers funded by the city and county).Coordinate prevention and diversion strategies with domestic violence intake/service providers.

Quarterly Update:

HCID provided guidance to the Department of Aging in the design of a new homelessness prevention program for seniors. HCID has trained FamilySource Centers and secured funding to expand a homelessness prevention pilot referred to as Solid Ground.HCID requested Homeless Housing and Assistance Program (HHAP) funding for a homelessness prevention program targeting Domestic Violence and Human Trafficking Survivors.

Complete? No.

Lead: LAHSAAction Steps: Increase capacity of 211 for afterhours information on diversion

strategies.Create a small pool of diversion assistance funds that can be accessed to rapidly resolve a housing crisis.Identify and implement strategies to help people in need outside of working hours by creating more access points and co-locating Coordinated Entry System (CES) staff to conduct basic triage. Coordinate homelessness prevention funding with County. Establish and implement data sharing strategy, policy, and procedure between homeless services and institutional partners.

Quarterly Update:

LAHSA and 2-1-1 are collaborating to streamline referrals to designated Problem-Solving Specialists in each Service Planning Area.LAHSA’s Problem-Solving Unit has supported Problem-Solving Specialists and staff trained in Problem-Solving through technical assistance, virtual office hours, virtual peer learning support groups, and capacity building. A virtual Prevention ESG Kick-Off has been produced to inform funded agencies on shifts in the Prevention Program

Complete? No.

Lead: LAPDAction Steps: Work with courts to expand prevention and diversion programs.

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Quarterly Update:

This effort has stalled due to COVID-19 and will be reintroduced next quarter.

Complete? No.

Lead: LAPD/MayorAction Steps: Support finding dedicated funding for LAPD Jail InReach Project

to expand program reach.Quarterly Update: No updates.Complete? No.

Lead: AllAction Steps: Meet quarterly and continue to assess strategy and update goals

and action items as needed.Quarterly Update:

LAHSA Problem-Solving Unit has amended contracts to ensure agencies have met numbers served targets in an equitable and data driven capacity.

Complete? No.

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Goal: Expand rapid re-housing (RRH) efforts through strengthening coordination with LAHSA and Los Angeles County, developing policies to support innovative approaches and practices, increasing capacity to serve homeless persons/households, and enhancing access to RRH services.


RRH programs by identifying and creating new partnerships.Identify and maintain inventory of all known and available RRH programs and resources operating within LA Continuum of Care(CoC) regardless of funding source or population served.Sound fiscal administration to ensure providers and participants have access to timely and fully subsidized rental assistance and other financial assistance when needed.Program development to determine and update appropriate supportive services (e.g. case management and financial assistance) are available for all RRH programs and their participants.Provide RRH program staff with on-going Technical Assistance and Program Guidance on service delivery by identifying best practices and providing training for RRH program staff.Coordinate Landlord/Property Management Recruitment and Engagement activities to ensure consistency across the LA CoC.Match participants to RRH resources through the LA County Coordinated Entry System (CES).Strengthen coordination efforts with the Housing Authority of the City of Los Angeles (HACLA) and other City/County departments in order to facilitate program transfers to Permanent Supportive Housing (PSH) and other forms of subsidized permanent housing with intensive supportive services.


responsibilities of various collaborative departments.Create a master list of RRH programs and updated contacts.

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Identify and convene stakeholders to address challenges and identify solutions.Assist with implementation of responsibilities for service providers, RRH program operators, and system partners.

Quarterly Update:

Project 100 with Downtown Women’s Center has launched. Project 100 is a Rapid Re-Housing program focusing on servingwomen who are experiencing homelessness in the Skid Row area. This program will provide services, financial assistance and connection to permanent housingRapid Rehousing Remote Case Management guide – RRH Coordinator along with RRH consultant developed a guide for providers to use during the pandemic to provide remote case management services. The guide was shared with all RRH providers to assist with providing remote case management to their clients.Skid Row Move in Assistance Program launched in April. The Skid Row Move in Assistance Program provides onetime financial assistance for move-in to a permanent housing destination to people experiencing homelessness in the Skid Row area.RRH Provider Support- RRH coordinator continues to provide technical assistance and programmatic support to all LAHSA funded RRH programs. This included outreach to providers to identify their needs during the pandemic.Employment and Workforce Development Homeless Services training- RRH coordinator along with other LAHSA staff participated in a webinar training for employment and workforce development providers regarding the various programs with in our homeless services system.

Complete? No.

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Goal: Expand rapid re-housing (RRH) efforts through strengthening coordination withthe Los Angeles Homeless Services Authority (LAHSA) and Los Angeles County(County), developing policies to support innovative approaches and practices, increasing capacity to serve homeless persons/households, and enhancing access to RRH services.


RRH programs by identifying and creating new partnerships.Identify and maintain inventory of all known and available RRH programs and resources operating within Los Angeles Continuum of Care (CoC) regardless of funding source or population served.Sound fiscal administration to ensure providers and participants have access to timely and fully subsidized rental assistance and other financial assistance when needed.Program development to determine and update appropriate supportive services (e.g. case management and financial assistance) are available for all RRH programs and their participants.Provide RRH program staff with on-going Technical Assistance(TA) and program guidance on service delivery by identifying best practices and providing training for RRH program staff.Coordinate Landlord/Property Management Recruitment and Engagement activities to ensure consistency across the CoC.Match participants to RRH resources through the Coordinated Entry System (CES).Strengthen coordination efforts with the Housing Authority of the City of Los Angeles (HACLA) and other City/County departments in order to facilitate program transfers to Permanent Supportive Housing (PSH) and other forms of subsidized permanent housing with intensive supportive services.


responsibilities of various collaborative departments.

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Create a master list of RRH programs and updated contacts. Identify and convene stakeholders to address challenges and identify solutions.Assist with implementation of responsibilities for service providers, RRH program operators, and system partners.

Quarterly Update:

Project 100 with Downtown Women’s Center has launched. Project 100 is a Rapid Re-Housing program focusing on serving women who are experiencing homelessness in the Skid Row area. This program will provide services, financial assistance and connection to permanent housingRapid Rehousing Remote Case Management guide: The RRH Coordinator along with RRH consultant developed a guide for providers to use during the pandemic to provide remote case management services. The guide was shared with all RRH providers to assist with providing remote case management to their clients.Skid Row Move in Assistance Program launched in April. The Skid Row Move in Assistance Program provides onetime financial assistance for move-in to a permanent housing destination to people experiencing homelessness in the Skid Row area.RRH Provider Support: RRH coordinator continues to provide technical assistance and programmatic support to all LAHSA funded RRH programs. This included outreach to providers to identify their needs during the pandemic.Employment and Workforce Development Homeless Services training: RRH coordinator along with other LAHSA staff participated in a webinar training for employment and workforce development providers regarding the various programs with in our homeless services system.

Complete? No.

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Goal: Support initiatives and policies that identify, develop, and preserve affordable housing.

Ongoing ResponsibilitiesLead: HCID

Responsibilities: Administer the Affordable Housing Managed Pipeline (AHMP) to finance new affordable units Citywide.Identify at-risk properties to target the City's preservation efforts.Assist property owners’ awareness in complying with the State Notification requirements at covenant expiration or termination of rental subsidies.

Lead: CAOResponsibilities: Identify potential City-owned sites for affordable housing.

Action Steps:Lead: HCID

Action Steps:

Prepare and implement Linkage Fee Expenditure Plan.Minimize Tenant Displacement with At-Risk Affordable Housing Tenant Outreach and Education Services (AAHTOES).Establish working group to develop Universal Waiting list for Density Bonus units.Engage the Housing Authority of the City of Los Angeles (HACLA)and the Los Angeles Homeless Services Authority (LAHSA) to include ongoing responsibilities and action steps for these departments.

Quarterly Update:

The Affordable Housing Linkage Fee Oversight Committee met on May 28, 2020 to discuss program activity and expenditure status of FY2019-20 linkage fee funds. An analysis of future revenue was also included.Linkage Fee revenue for FY2019-20 of approximately $18M has reached Tier II status. Final revenue will be reported after the City Controller completes the June 30 year-end closing.Services to minimize tenant displacement were provided by the Coalition for Economic Survival (CES), an organization contracted by HCID to interface with tenants, property owners,

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landlords, or other parties to provide outreach and education to residents of expiring and at-risk affordable housing, and assists the Housing and Community Investment Department (HCID) to monitor the affordable housing portfolio in an effort to prevent potential tenant displacement.

o Due to the COVID-19 Pandemic, face-to-face tenant outreach has been suspended to prevent the spread of the virus, and to ensure the safety of tenants in at-risk buildings. CES Staff has continued to contact tenants via telephone and email to provide education materials regarding Subsidy Expirations.

o During fiscal year FY 2019-20 Q4, tenant outreach and education services was conducted at three (3) at-risk properties consisting of 33 restricted units to assists tenants with relocation assistance, notice requirements

A plan is in place to enhance the existing Accessible Housing Program (AcHP) Registry to include Land Use units as a part of the centralized wait list system for all affordable housing units in the city

Complete? No.

Lead: CAOAction Steps: Review and assess City-owned sites for affordable housing.Quarterly Update: No sites assessed in Q4Complete? No.

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eles

sLA

HSA

Num

ber o

f per

sons

pla

ced

in te

mpo

rary

hou

sing

thro

ugh

cont

act w

ith H

OPE

Tea

m66

4322

67Nu

mbe

r pla

ced

in te

mpo

rary

ho

usin

g

3A -

Stan

dard

ize F

irst R

espo

nder

Tr

aini

ng fo

r Hom

eles

sLA

PDNu

mbe

r of s

ervi

ce re

ferr

als t

o Lo

s Ang

eles

Hom

eles

s Ser

vice

s Au

thor

ity (L

AHSA

)24

191

N/A

329

LAPD

has

tran

sitio

ned

to co

llect

ing

this

data

sem

i-ann

ually

.

3A -

Stan

dard

ize F

irst R

espo

nder

Tr

aini

ng fo

r Hom

eles

sLA

PDNu

mbe

r of s

ervi

ce re

ferr

als t

o ot

her a

genc

ies

8120

7N/

A90

LAPD

has

tran

sitio

ned

to co

llect

ing

this

data

sem

i-ann

ually

.

3A -

Stan

dard

ize F

irst R

espo

nder

Tr

aini

ng fo

r Hom

eles

sLA

PDPe

rcen

t of H

OPE

Offi

cers

with

MHI

T Tr

aini

ng

95%

98%

100%

99%

3E -

Inte

grat

ion

with

Cou

nty

Heal

th S

ober

ing

Cent

ers

LAHS

ANu

mbe

r of c

lient

s pla

ced

in p

erm

anen

t hou

sing

upon

di

scha

rge

from

a so

berin

g ce

nter

N/A

N/A

N/A

N/A

Num

ber p

lace

d in

pe

rman

ent h

ousin

g3E

- In

tegr

atio

n w

ith C

ount

y He

alth

Sob

erin

g Ce

nter

sLA

HSA

Num

ber o

f clie

nts p

lace

d in

tem

pora

ry h

ousin

g up

on

disc

harg

e fro

m so

berin

g ce

nter

N/A

N/A

N/A

N/A

Num

ber p

lace

d in

tem

pora

ry

hous

ing

3D -

Expa

nsio

n of

Jail

In-R

each

LAPD

Num

ber o

f peo

ple

disc

harg

ed to

tem

pora

ry h

ousin

gN/

A (B

iann

ual)

N/A

N/A

N/A

Num

ber p

lace

d in

tem

pora

ry

hous

ing

Prog

ram

on

hold

due

to fu

ndin

g co

nstr

aint

s

3D -

Expa

nsio

n of

Jail

In-R

each

LAPD

Num

ber o

f per

sons

iden

tifie

d in

cust

ody

expe

rienc

ing

hom

eles

snes

s N/

A (B

iann

ual)

N/A

N/A

N/A

Prog

ram

on

hold

due

to fu

ndin

g co

nstr

aint

s

3D -

Expa

nsio

n of

Jail

In-R

each

LAPD

Num

ber o

f per

sons

in cu

stod

y en

tere

d in

to C

ES o

r pro

vide

d a

refe

rral

by

a se

rvice

pro

vide

r N/

A (B

iann

ual)

N/A

N/A

N/A

Prog

ram

on

hold

due

to fu

ndin

g co

nstr

aint

s

3D -

Expa

nsio

n of

Jail

In-R

each

LAPD

Num

ber o

f per

sons

in cu

stod

y in

terv

iew

ed b

y a

serv

ice

prov

ider

N/

A (B

iann

ual)

N/A

N/A

N/A

Prog

ram

on

hold

due

to fu

ndin

g co

nstr

aint

s

N/A

DCP

Addi

tiona

l hou

sing

capa

city

crea

ted

thro

ugh

Com

mun

ity P

lan

Upda

tes a

nd a

dopt

ion

of T

rans

it Ne

ighb

orho

od P

lans

.N/

A (B

iann

ual)

4400

-460

0 dw

ellin

g un

itsN/

A (B

iann

ual)

0No

new

Com

mun

ity P

lan

Upda

tes o

r Tr

ansit

Nei

ghbo

rhoo

d Pl

ans w

ere

adop

ted

in Q

3 an

d Q

4 of

FY1

9-21

N/A

DCP

Aver

age

entit

lem

ent t

imel

ine

for P

riorit

y Ho

usin

g Pr

ojec

ts

(20%

or m

ore

affo

rdab

le u

nits

) as c

ompa

red

to a

ll ho

usin

g pr

ojec

tsN/

A (B

iann

ual)

136

days

N/A

(Bia

nnua

l)14

3 da

ysO

n av

erag

e, P

riorit

y Ho

usin

g Pr

ojec

ts w

ere

com

plet

ed in

143

day

s, as

com

pare

d to

29

1 da

ys fo

r all

othe

r hou

sing

proj

ects

co

mpl

eted

dur

ing

Q3

and

Q4

of F

Y19-

20.

N/A

DCP

Aver

age

entit

lem

ent t

imel

ine

for p

roje

cts u

sing

the

Perm

anen

t Su

ppor

tive

Hous

ing

Ord

inan

ce a

s com

pare

d to

all

hous

ing

proj

ects

for w

hich

a D

irect

or's

dete

rmin

atio

n is

mad

e.N/

A (B

iann

ual)

N/A

N/A

( Bia

nnua

l)N/

A

No ca

ses u

sing

the

PSH

ordi

nanc

e ha

ve

been

com

plet

ed a

s of J

une

30, 2

020.

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.5 -

Prog

ram

s/Sy

stem

s: Se

rvice

s

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.6 -

Prog

ram

s/Sy

stem

s: Pr

even

tion/

Dive

rsio

n

3.3

- Pol

icy: L

and

Use

& H

ousin

g

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 3 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

DCP

Aver

age

entit

lem

ent t

imel

ine

for T

rans

it O

rient

ed

Com

mun

ities

pro

ject

s as c

ompa

red

to st

and-

alon

e De

nsity

Bo

nus p

roje

cts

N/A

(Bia

nnua

l)14

3N/

A (B

iann

ual)

156

On

aver

age,

stan

d-al

one

TOC

proj

ects

wer

e co

mpl

eted

in 1

56 d

ays (

5.2

mon

ths)

, whi

le

stan

d-al

one

Dens

ity B

onus

case

s wer

e co

mpl

eted

in 1

97 d

ays (

6.6

mon

ths)

on

aver

age

durin

g Q

3 an

d Q

4 of

FY1

9-20

.N/

ADC

PNu

mbe

r of C

omm

unity

Pla

n Up

date

s and

Tra

nsit

Neig

hbor

hood

Pla

ns co

mpl

eted

N/A

(Bia

nnua

l)1

N/A

(Bia

nnua

l)0

No n

ew C

omm

unity

Pla

n Up

date

s or

Tran

sit N

eigh

borh

ood

Plan

s wer

e ad

opte

d in

Q3

and

Q4

of F

Y19-

20N/

ADC

PNu

mbe

r of e

xist

ing

affo

rdab

le u

nits

iden

tifie

d th

roug

h M

ello

Ac

t com

plia

nce

dete

rmin

atio

ns, u

pon

adop

tion

of M

ello

Act

or

dina

nce

N/A

(Bia

nnua

l)N/

AN/

A (B

iann

ual)

N/A

Upda

te n

ot y

et a

dopt

ed.

N/A

DCP

Num

ber o

f hou

sing

units

app

rove

d th

roug

h im

plem

enta

tion

of

the

revi

sed

Dens

ity B

onus

ord

inan

ce, i

nclu

ding

the

num

ber o

f af

ford

able

uni

ts re

stric

ted

for E

xtre

mel

y Lo

w In

com

e, V

ery

Low

Inco

me,

and

Low

Inco

me

hous

ehol

ds.

N/A

(Bia

nnua

l)N/

AN/

A (B

iann

ual)

N/A

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

Upda

te n

ot y

et a

dopt

ed.

N/A

DCP

Num

ber o

f hou

sing

units

app

rove

d th

roug

h im

plem

enta

tion

of

the

Tran

sit O

rient

ed C

omm

unity

(TO

C) P

rogr

am, i

nclu

ding

the

num

ber o

f affo

rdab

le u

nits

rest

ricte

d fo

r Ext

rem

ely

Low

In

com

e, V

ery

Low

Inco

me

and

Low

Inco

me

Hous

ehol

ds.

N/A

(Bia

nnua

l)

4,04

8 to

tal u

nits

, of

whi

ch 9

52 a

re

affo

rdab

le (5

39 E

LI, 1

13

VLI,

300

LI)

N/A

(Bia

nnua

l)

4,31

1 to

tal u

nits

, of

whi

ch 1

,146

are

af

ford

able

(3

51 E

LI, 1

67 V

LI, 5

69 LI

)

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

To d

ate,

City

Pla

nnin

g ha

s app

rove

d 14

,676

un

its o

f hou

sing

thro

ugh

the

TOC

prog

ram

.N/

ADC

PNu

mbe

r of h

ousin

g un

its th

at d

o no

t req

uire

Site

Pla

n Re

view

up

on a

dopt

ion

of re

vise

d Si

te P

lan

Revi

ew o

rdin

ance

N/A

(Bia

nnua

l)N/

AN/

A (B

iann

ual)

N/A

Upda

te n

ot y

et a

dopt

ed.

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 4 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

7G -

Impl

emen

t Exi

stin

g &

Re

com

men

d Ne

w C

EQA

Zoni

ng

Refo

rms

DCP

Num

ber o

f pro

ject

s tha

t tak

e ad

vant

age

of th

e va

rious

CEQ

A st

ream

linin

g m

easu

res,

inclu

ding

the

num

ber o

f tot

al u

nits

, af

ford

able

hou

sing

units

and

hom

eles

s hou

sing

units

N/A

(Bia

nnua

l)15

N/A

(Bia

nnua

l)12

Pro

ject

s 73

5 Un

its

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

In Q

3-Q

4 20

19-2

0, fo

ur n

ew P

erm

anen

t Su

ppor

tive

Hous

ing

proj

ects

file

d fo

r st

ream

lined

pro

cess

ing

unde

r AB2

162,

re

pres

entin

g 21

8 ne

w P

SH u

nits

and

5

man

ager

's un

its. S

ix n

ew 1

00%

affo

rdab

le

proj

ects

file

d fo

r str

eam

lined

pro

cess

ing

unde

r SB3

5, re

pres

entin

g 36

1 pr

opos

ed

affo

rdab

le u

nits

and

5 m

anag

er's

units

(3

66 u

nits

tota

l). T

wo

new

pro

ject

s file

d fo

r CE

QA

exem

ptio

n un

der A

B119

7,

repr

esen

ting

156

prop

osed

affo

rdab

le

units

and

2 m

anag

er's

units

. No

new

Site

Pl

an R

evie

w ca

ses f

iled

with

Cat

egor

ical

Exem

ptio

ns u

nder

CEQ

A.

7K -

Deve

lopm

ent o

f Sec

ond

Dwel

ling

Units

Pilo

t Pro

gram

DCP

Num

ber o

f sec

ond

dwel

ling

units

app

rove

d up

on a

dopt

ion

of

City

seco

nd d

wel

ling

unit

ordi

nanc

e

N/A

(Bia

nnua

l)24

25N/

A (B

iann

ual)

1489

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

ADU

Perm

its is

sued

by

LADB

S

N/A

DCP

Num

ber o

f sup

port

ive

hous

ing

units

app

rove

d th

roug

h im

plem

enta

tion

of th

e In

terim

Mot

el C

onve

rsio

n or

dina

nce.

N/A

(Bia

nnua

l)0

N/A

(Bia

nnua

l)0

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g No

bui

ldin

g pe

rmits

refle

ctin

g us

e of

the

Inte

rim M

otel

Con

vers

ion

Ord

inan

ce h

ave

been

issu

ed a

s of J

une

30, 2

020.

N/A

DCP

Num

ber o

f sup

port

ive

hous

ing

units

app

rove

d th

roug

h im

plem

enta

tion

of th

e Pe

rman

ent S

uppo

rtiv

e Ho

usin

g or

dina

nce.

N/A

(Bia

nnua

l)0

N/A

(Bia

nnua

l)0

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

No ca

ses u

sing

the

PSH

ordi

nanc

e ha

ve

been

com

plet

ed a

s of J

une

30, 2

020

N/A

DCP

Num

ber o

f tra

nsiti

onal

hou

sing

units

app

rove

d th

roug

h im

plem

enta

tion

of th

e In

terim

Mot

el C

onve

rsio

n or

dina

nce.

N/A

(Bia

nnua

l)0

N/A

(Bia

nnua

l)0

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g No

bui

ldin

g pe

rmits

refle

ctin

g us

e of

the

Inte

rim M

otel

Con

vers

ion

Ord

inan

ce h

ave

been

issu

ed a

s of J

une

30, 2

020.

7G -

Impl

emen

t Exi

stin

g &

Re

com

men

d Ne

w C

EQA

Zoni

ng

Refo

rms

DCP

Redu

ctio

ns in

dev

elop

men

t tim

efra

mes

for p

roje

cts

N/A

N/A

N/A

(Bia

nnua

l)N/

ADC

P ha

s req

uest

ed th

is m

etric

to b

e re

mov

ed a

s mor

e pr

ecise

dat

a is

bein

g tr

acke

d in

the

ECHS

.

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 5 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

ALe

ngth

of t

ime

from

enr

ollm

ent t

o ho

usin

g pl

acem

ent

mea

sure

d by

pop

ulat

ion

(gen

der,

DV, T

AY, L

GBTQ

, disa

bled

, ag

eing

, per

sons

with

pet

s)

- By

GEND

ERFe

mal

e =

246.

07;

Mal

e =

207.

85;

Oth

er=1

39.1

4;

Tran

sgen

der F

emal

e to

M

ale=

226.

24;

Tran

sgen

der M

ale

to

Fem

ale=

172;

Unkn

own=

61.5

; - B

y DV

Exp

erie

nce

= 20

8.25

; - B

y TA

Y =

176.

52;

- By

LGBT

QBi

sexu

al=1

37.1

9;

Gay=

160.

58;

Lesb

ian=

156.

6;

- By

Disa

bilit

y No

=232

.68;

Ye

s=21

0.55

; - B

y Ag

ing=

160.

73

By G

ende

r: Fe

mal

e =

249;

Mal

e =

198;

O

ther

=129

; Tr

ansg

ende

r Fem

ale

to

Mal

e=22

0; T

rans

gend

er

Mal

e to

Fem

ale=

165;

Un

know

n=57

; By

DV

Expe

rienc

e =

210;

By

TAY

= 18

0; B

y LG

BTQ

: Bi

sexu

al=1

40; G

ay=1

64;

Lesb

ian=

152;

By

Disa

bilit

y No

=226

; Ye

s=21

2; B

y Ag

ing

= 15

6

Mal

e =

230,

Fem

ale

= 22

7, T

rans

(mal

e to

fe

mal

e) =

274

; Tra

ns

(fem

ale

to m

ale)

=

1082

; DV

= 22

2; T

AY =

19

6; B

isexu

al =

121

; Gay

=

211;

Lesb

ian

= 17

1;

Disa

bled

= 2

13; A

ging

=

256

Mal

e =

290,

Fem

ale

= 26

6, T

rans

(mal

e to

fe

mal

e) =

244

; Tra

ns

(fem

ale

to m

ale)

= 2

38;

DV =

252

; TAY

= 2

10;

Bise

xual

= 1

81; G

ay =

21

9; Le

sbia

n =

210;

Di

sabl

ed =

287

= N

, 253

=

Y ; A

ging

= 3

38

N/A

LAHS

ANu

mbe

r of D

V su

rviv

ors w

ho e

xit s

helte

r and

are

pla

ced

in

perm

anen

t hou

sing.

9587

118

127

Num

ber p

lace

d in

pe

rman

ent h

ousin

g9I

- Em

ploy

men

t Dev

elop

men

t fo

r Hom

eles

s Ind

ivid

uals

with

Pe

ts

EWDD

Num

ber o

f ind

ivid

uals

recr

uite

dN/

A19

N/A

N/A

EWDD

Rep

orts

this

data

is n

ot b

eing

co

llect

ed.

9I -

Empl

oym

ent D

evel

opm

ent

for H

omel

ess I

ndiv

idua

ls w

ith

Pets

EWDD

Num

ber o

f par

ticip

ants

pla

ced

in tr

ansit

iona

l job

s pro

gram

an

d co

-enr

olle

d in

WIO

AN/

A21

1N/

AN/

AEW

DD R

epor

ts th

is da

ta is

not

bei

ng

colle

cted

.

9I -

Empl

oym

ent D

evel

opm

ent

for H

omel

ess I

ndiv

idua

ls w

ith

Pets

EWDD

Num

ber o

f peo

ple

plac

ed in

com

petit

ive

empl

oym

ent

N/A

N/A

N/A

N/A

EWDD

Rep

orts

this

data

is n

ot b

eing

co

llect

ed.

N/A

LAHS

ANu

mbe

r of t

rans

gend

er in

divi

dual

s ser

ved,

em

ploy

ed a

nd

hous

ed

577

156

555

Serv

ed: 6

20Em

ploy

ed: 5

Hous

ed: 3

0

9L -

Wom

en's

Hom

eles

snes

s -

Empl

oym

ent D

evel

opm

ent

EWDD

Num

ber o

f wom

en e

mpl

oyed

311

22

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 9L

- W

omen

's Ho

mel

essn

ess -

Em

ploy

men

t Dev

elop

men

tEW

DDNu

mbe

r of w

omen

enr

olle

d ex

perie

ncin

g ho

mel

essn

ess w

ho

are

unem

ploy

ed (o

r who

do

not r

epor

t ear

ned

inco

me)

7624

218

410

9

3.4

- Pol

icy: V

ulne

rabl

e Po

pula

tions

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 6 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

9I -

Empl

oym

ent D

evel

opm

ent

for H

omel

ess I

ndiv

idua

ls w

ith

Pets

EWDD

Part

icipa

nts p

rovi

ded

with

rete

ntio

n su

ppor

ts a

fter s

ocia

l en

terp

rise

job

expe

rienc

eN/

AN/

AN/

AN/

A

N/A

May

orNu

mbe

r of c

omm

unity

mee

tings

att

ende

d

510

86

N/A

CAO

Num

ber o

f site

s ass

esse

d fo

r hou

sing

utili

zatio

n

40

00

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

N/A

CAO

Num

ber o

f site

s ass

esse

d fo

r ser

vice

util

izatio

n

20

00

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Aver

age

leng

th o

f sta

y in

crisi

s/br

idge

hou

sing

8813

284

95

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Leng

th o

f tim

e fro

m a

sses

smen

t to

hous

ing

mat

ch

Aver

age:

291

.26

Med

: 249

Rang

e: 2

-127

2

Aver

age:

416

.5M

edia

n: 3

82Ra

nge:

2-1

371

Aver

age:

336

Med

ian:

257

Rang

e: 1

1-14

22

Aver

age:

407

.76

Med

ian:

244

Rang

e: 5

-1,4

77

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Need

and

acu

ity le

vel o

f per

sons

obt

aini

ng p

erm

anen

t hou

sing

Aver

age:

8.3

Scor

e 0-

3: 1

22Sc

ore

4-7:

425

Scor

e 8+

: 686

Aver

age:

8.4

Scor

e 0-

3: 9

8Sc

ore

4-7:

376

Scor

e 8+

: 702

Aver

age:

8.5

4Sc

ore

0-3:

113

Scor

e 4-

7: 4

79Sc

ore

8+: 8

24

Aver

age:

8.8

2Sc

ore

0-3:

91

Scor

e 4-

7: 3

56Sc

ore

8+: 6

95

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Num

ber o

f hou

seho

lds s

cree

ned

and

mat

ched

to a

hou

sing

reso

urce

thro

ugh

CES

271

714

457

224

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Num

ber o

f hou

seho

lds t

hat h

ave

mov

ed in

to h

ousin

g2,

240

2,32

62,

353

2,40

1Nu

mbe

r pla

ced

in

perm

anen

t hou

sing

3.5

- Pol

icy: S

kid

Row

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 7 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Num

ber o

f hou

seho

lds w

ho h

ave

incr

ease

d th

eir i

ncom

e by

so

urce

of i

ncom

e2,

985

3,05

72,

997

2,87

0

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 4A

- St

reng

then

CES

Tec

hnol

ogy,

St

affin

g &

Sta

ndar

diza

tion

LAHS

APe

rcen

tage

of p

erso

ns th

at re

tain

hou

sing

for 1

2 m

onth

s88

%89

%89

%89

%Nu

mbe

r who

reta

in h

ousin

g fro

m th

e da

te o

f pla

cem

ent

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

AAv

erag

e le

ngth

of s

tay

in cr

isis/

brid

ge h

ousin

g (d

ays)

9211

0.56

115

124.

41

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

AHo

usin

g re

tent

ion

over

the

follo

win

g ye

ar

93%

92%

93%

93%

Num

ber w

ho re

tain

hou

sing

from

the

date

of p

lace

men

t

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ALe

ngth

of t

ime

from

ass

essm

ent t

o ho

usin

g m

atch

(day

s)

Avg:

222

Med

: 177

Rang

e: 1

9-85

841

6.5

334

339.

73

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ALe

ngth

of t

ime

from

hou

sing

mat

ch to

act

ual h

ousin

g m

ove-

in

(day

s)N/

AN/

AN/

AN/

A

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of f

amili

es re

ceiv

ing

dive

rsio

n se

rvice

s tha

t do

not

end

up a

cces

sing

hom

eles

s ser

vice

s thr

ough

div

ersio

n ef

fort

s N/

AN/

AN/

AN/

A

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 8 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of f

amili

es re

ceiv

ing

prev

entio

n se

rvice

s thr

ough

CES

in

ord

er to

stab

ilize

and

mai

ntai

n ex

istin

g ho

usin

g 32

636

633

436

6

Num

ber w

ho a

re p

reve

nted

fro

m b

ecom

ing

hom

eles

s or

bein

g di

scha

rged

into

ho

mel

essn

ess

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of h

ouse

hold

s tha

t rec

eive

serv

ices f

rom

mul

tiple

sy

stem

s N/

AN/

AN/

AN/

A

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of m

atch

es b

eing

mad

e fro

m o

ne S

PA to

ano

ther

N/

AN/

AN/

AN/

A

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of r

efer

rals

bein

g m

ade

from

one

pop

ulat

ion

syst

em

to a

noth

er

N/A

N/A

N/A

N/A

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of T

AY sc

reen

ed a

nd m

atch

ed to

a h

ousin

g re

sour

ce

thro

ugh

CES

3711

548

224

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of T

AY w

ho h

ave

mov

ed in

to h

ousin

g 27

426

423

829

1Nu

mbe

r pla

ced

in

perm

anen

t hou

sing

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

APe

rcen

tage

of f

amili

es w

ho w

ere

able

to su

cces

sful

ly p

reve

nt

imm

inen

t hom

eles

snes

s 45

%63

%39

%64

%

Num

ber w

ho a

re p

reve

nted

fro

m b

ecom

ing

hom

eles

s or

bein

g di

scha

rged

into

ho

mel

essn

ess

N/A

LAHS

AAv

erag

e ne

ed a

nd a

cuity

leve

l of p

erso

ns o

r hou

seho

lds w

ho

have

obt

aine

d pe

rman

ent h

ousin

g (a

cuity

scor

e)� � � �

� � � �

Scor

e (0

-3):

113

Scor

e (4

-7):

479

Scor

e (8

+): 8

24Av

erag

e: 8

.54

Scor

e (0

-3):

91Sc

ore

(4-7

): 35

6Sc

ore

(8+)

: 695

Aver

age:

8.8

2

N/A

LAHS

ANu

mbe

r and

per

cent

of f

amili

es re

ceiv

ing

prev

entio

n se

rvice

s th

roug

h CE

S in

ord

er to

stab

ilize

and

mai

ntai

n ex

istin

g ho

usin

g.Pe

rcen

tage

: 8%

Num

ber:

366

Perc

enta

ge: 0

.09

Num

ber:

312

Perc

enta

ge: 0

.07

Num

ber:

283

Perc

enta

ge: 7

%Nu

mbe

r who

are

pre

vent

ed

from

bec

omin

g ho

mel

ess o

r be

ing

disc

harg

ed in

to

hom

eles

snes

s

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 9 o

f 18

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

ANu

mbe

r and

type

s of t

echn

ical a

ssist

ance

pro

vide

d to

CES

Sy

stem

Mat

cher

s

74

1 - M

atch

er's

Trai

ning

2 - S

PA 2

You

th M

atch

er

Onb

oard

ing

1- V

ASH

RMS

Trai

ning

1 - S

t. An

ne's

RMS

Ove

rvie

w w

/ SPA

3

Yout

h M

atch

er1-

LACD

A / W

hitt

ier

Apar

tmen

ts w

/ SPA

7

Fam

ily M

atch

er1-

SPA

5 Y

outh

Mat

cher

O

nboa

rdin

g Pa

rt 1

&2

Jan

- 1 T

iger

Tea

m

mee

ting

and

onbo

ard

SPA

4 Fa

mily

Mat

cher

s; Fe

brua

ry -

1 Ti

ger T

eam

m

eetin

g an

d O

nboa

rd

of S

PA 4

TAY

Mat

cher

; M

atch

- 1

Tige

r Tea

m

mee

ting

May

- 1

Tige

r Tea

m

Mee

ting

and

onbo

ard

of S

PA 6

Adu

lts M

atch

er

June

- 1

Tige

r Tea

m

Mee

ting

and

onbo

ard

of S

PA 2

You

th M

atch

er

N/A

LAHS

ANu

mbe

r of C

ES p

artic

ipat

ing

agen

cies t

hat a

pplie

d fo

r and

w

ere

awar

ded

a ca

pacit

y bu

ildin

g gr

ant

7

4 pr

ovid

ers w

ere

new

ly

awar

ded

$272

,630

to

impl

emen

t cap

acity

bu

ildin

g pr

ojec

ts

51 a

pplie

d (3

1 aw

arde

d)0

appl

ied

(0 a

war

ded

N/A

LAHS

ANu

mbe

r of h

ouse

hold

s mat

ched

to p

erm

anen

t sup

port

ive

hous

ing

reso

urce

s thr

ough

CES

271

713

455

713

N/A

LAHS

ANu

mbe

r of s

taff

from

CES

par

ticip

atin

g ag

encie

s tha

t pa

rtici

pate

d in

CTA

trai

ning

s

547

1023

1179

1732

Q3:

143

uni

que

serv

ice p

rovi

ders

7O -

Expa

ndin

g Em

erge

ncy

Shel

ter a

nd Im

prov

ing

Acce

ssLA

HSA

Aver

age

leng

th o

f sta

y in

shel

ter

8710

098

112

7O -

Expa

ndin

g Em

erge

ncy

Shel

ter a

nd Im

prov

ing

Acce

ssLA

HSA

Perc

ent o

f adu

lts e

xitin

g br

idge

hou

sing

to p

erm

anen

t hou

sing

15%

19.5

%19

%29

%Nu

mbe

r pla

ced

in

perm

anen

t hou

sing

7O -

Expa

ndin

g Em

erge

ncy

Shel

ter a

nd Im

prov

ing

Acce

ssLA

HSA

Perc

ent o

f par

ticip

ants

that

see

an in

crea

se in

inco

me

4%4.

4%3.

5%3.

5%

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 7O

- Ex

pand

ing

Emer

genc

y Sh

elte

r and

Impr

ovin

g Ac

cess

LAHS

APe

rcen

t she

lter a

nd b

ridge

hou

sing

utili

zatio

n87

%89

%88

%89

%

4.2

- Pro

gram

/Sys

tem

s: Sh

elte

r

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 10

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

AAv

erag

e le

ngth

of s

tay

in in

terim

hou

sing

for a

ll ex

its d

urin

g th

e re

port

ing

perio

d.

7981

.28

7981

N/A

LAHS

ANu

mbe

r of e

mer

genc

y be

ds a

dded

to sy

stem

348

No d

ata

prov

ided

No d

ata

prov

ided

2,18

9

Q4

refle

cts o

nly

Proj

ect R

oom

key

beds

.N/

ALA

HSA

Num

ber o

f new

site

s tha

t bec

ome

oper

atio

nal

5No

dat

a pr

ovid

edNo

dat

a pr

ovid

edNo

dat

a pr

ovid

ed

N/A

LAHS

ANu

mbe

r of p

erso

ns e

xitin

g br

idge

hou

sing

to p

erm

anen

t ho

usin

g

449

602

553

685

Num

ber p

lace

d in

pe

rman

ent h

ousin

gN/

ALA

HSA

Num

ber p

lace

d in

per

man

ent h

ousin

g

449

602

553

685

Num

ber p

lace

d in

pe

rman

ent h

ousin

gN/

AEW

DDNu

mbe

r who

gai

n em

ploy

men

t or e

nrol

l in

voca

tiona

l tr

aini

ng/e

duca

tion

N/A

N/A

N/A

N/A

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n N/

ALA

HSA

Pers

ons m

oved

from

stre

et to

shel

ter

1645

1906

2083

1906

Num

ber p

lace

d in

tem

pora

ry

hous

ing

N/A

LAHS

ANu

mbe

r of D

epar

tmen

ts p

artic

ipat

ing

in S

tree

t/O

utre

ach

Stra

tegy

Wor

kgro

up

N/A

N/A

N/A

N/A

4.3

- Pro

gram

/Sys

tem

s: St

reet

O

utre

ach

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 11

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

May

orNu

mbe

r of D

epar

tmen

ts p

artic

ipat

ing

in U

HRC

200

108

Depa

rtm

ents

inclu

de: R

ec a

nd P

arks

, Dep

t. of

Disa

bilit

y, C

altr

ans,

Sani

tatio

n, LA

PD,

LAFD

, Dep

t. of

Tra

nspo

rtat

ion,

Ani

mal

Se

rvice

s, M

ayor

's O

ffice

of C

ity S

ervi

ces,

May

or's

Offi

ce o

f City

Hom

eles

snes

s In

iativ

esN/

AM

ayor

Num

ber o

f new

, rev

ised

polic

ies/

proc

edur

es im

plem

ente

d

10

20

1. B

egin

ning

Feb

ruar

y 14

, 202

0 LA

HSA

HET

mem

bers

may

visi

t a C

ARE

loca

tion

in

adva

nce,

and

with

out s

anita

tion

team

m

embe

rs,

to p

rovi

de lo

nger

eng

agem

ent

times

with

per

sons

exp

erie

ncin

g ho

mel

essn

ess.

2. P

ursu

ant t

o Ci

ty C

ounc

il M

otio

n 72

-P-A

in re

spon

se to

the

COVI

D 19

ou

tbre

ak a

s app

rove

d on

Mar

ch 1

7, 2

020,

CA

RE te

ams s

hall

tem

pora

rily

susp

end

enfo

rcem

ent u

nder

LAM

C 56

.11

of

PRO

CEDU

RE #

10 -

Tent

s and

Att

achm

ents

. Te

mpo

rary

adj

ustm

ent t

o St

ep #

6: D

urin

g th

e tim

e pe

riod

cove

red

by th

e em

erge

ncy

decla

ratio

n LA

SAN

shal

l sus

pend

en

forc

emen

t of p

rovi

sions

of L

AMC

56.1

1 th

at re

quire

s Ten

ts to

com

e do

wn

durin

g pr

ohib

ited

hour

s pro

vide

d th

at th

e lo

catio

n of

the

Tent

doe

s not

impe

de A

DA

acce

ss, o

r is n

ot w

ithin

10

feet

of a

n op

erab

le d

rivew

ay o

r with

in 1

0 fe

et o

f an

oper

atio

nal a

nd u

tiliza

ble

entr

ance

, exi

t, or

lo

adin

g do

ck.

N/A

LAHS

ANu

mbe

r of p

eopl

e co

ntac

ted

by a

City

Fun

ded

Out

reac

h Te

am

3486

2124

2655

2883

N/A

LAHS

ANu

mbe

r of p

eopl

e en

gage

d by

a C

ity F

unde

d O

utre

ach

Team

1448

746

900

1213

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 12

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

ANu

mbe

r of p

eopl

e en

gage

d w

ho a

re li

nked

to a

per

man

ent

hous

ing

reso

urce

by

City

Fun

ded

Out

reac

h Te

ams

63

38

Num

ber p

lace

d in

pe

rman

ent h

ousin

gN/

ALA

HSA

Num

ber o

f peo

ple

enga

ged

who

succ

essf

ully

att

ain

crisi

s or

brid

ge h

ousin

g by

City

Fun

ded

Out

reac

h Te

ams

351

217

240

119

Num

ber p

lace

d in

tem

pora

ry

hous

ing

N/A

LAHS

ANu

mbe

r of p

eopl

e pr

ovid

ed se

rvice

s or a

ttai

ned

refe

rral

s by

City

Fun

ded

Out

reac

h Te

ams

3470

2106

2631

2867

N/A

May

orNu

mbe

r of p

eopl

e tr

aine

d in

eac

h de

part

men

t

47 LA

SAN,

60 LA

HSA,

45 LA

PD

48 LA

SAN,

60 LA

HSA,

45 LA

PD20

+0

UHRC

Dep

artm

ent o

f Disa

bilit

y re

pres

enta

tive

held

trai

ning

s for

in-h

ouse

UH

RC st

aff a

s wel

l as f

ield

trai

ning

for a

ll CA

RE sa

nita

tion

team

mem

bers

. Tra

inin

g in

clude

d: O

verv

iew

of D

oD, S

ensit

ivity

Tr

aini

ng, D

OD

role

at U

HRC

and

Hom

eles

snes

s rel

ated

issu

es, S

yrin

ge

prog

ram

, Aux

iliar

y Ai

des a

nd o

ther

Se

rvice

s ava

ilabl

e fo

r fie

ld te

ams.

6B

- Es

tabl

ish C

ityw

ide

Safe

Pa

rkin

g Pr

ogra

mLA

HSA

Num

ber o

f peo

ple

conn

ecte

d to

CES

and

per

man

ently

hou

sed

87

64

Num

ber p

lace

d in

pe

rman

ent h

ousin

g6B

- Es

tabl

ish C

ityw

ide

Safe

Pa

rkin

g Pr

ogra

mLA

HSA

Num

ber o

f peo

ple

conn

ecte

d to

CES

as m

easu

red

by a

new

VI-

SPDA

T su

rvey

thro

ugh

the

park

ing

prog

ram

4230

3826

6B -

Esta

blish

City

wid

e Sa

fe

Park

ing

Prog

ram

LAHS

ANu

mbe

r of p

eopl

e se

rved

296

206

212

155

Num

ber p

lace

d in

tem

pora

ry

hous

ing

N/A

LAPD

Tota

l num

ber o

f Nal

oxon

e ki

ts d

istrib

uted

to LA

PD fi

eld

offic

ers

N/A

N/A

6981

6981

N/A

LAPD

Tota

l num

ber o

f Nal

oxon

e de

ploy

ed b

y LA

PD O

ffice

rsN/

AN/

A23

25

N/A

LAPD

Lives

save

d by

dep

loym

ent o

f Nal

oxon

e by

LAPD

Offi

cers

N/A

N/A

2022

4E -

Supp

ortiv

e Se

rvice

s St

anda

rds f

or S

ubsid

ized

Hous

ing

HACL

ANu

mbe

r of a

genc

ies p

rovi

ding

supp

ortiv

e se

rvice

s acc

ordi

ng to

HA

CLA'

s def

initi

on a

nd q

ualit

y st

anda

rds

726

2626

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

4.4

- Pro

gram

s/Sy

stem

s: Su

ppor

tive

Hous

ing

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 13

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

HCID

/HA

CLA

Num

ber o

f hou

seho

lds p

lace

d in

to p

erm

anen

t hou

sing

thro

ugh

CES

N/A

211

248

274

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

Q3

- One

PSH

-PBV

pro

ject

com

plet

ed

cons

truc

tion

and

bega

n le

asin

g up

. The

W

estm

ore

Linde

n ha

s a to

tal o

f 8 H

ACLA

PB

V un

its.

Q4

appr

oved

leas

es fo

r PSH

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, HUD

-VA

SH, C

ontin

uum

of C

are.

N/A

HCID

/HA

CLA

Num

ber o

f per

man

ent s

uppo

rtiv

e ho

usin

g un

its cr

eate

d

N/A

272

161

519

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g Bo

th H

HH +

non

-HHH

Land

Dev

: HCI

DLA

antic

ipat

es th

at th

e fir

st su

ppor

tive

units

pr

oduc

ed o

n Ci

ty-o

wne

d la

nd (w

ithou

t fin

ancin

g fro

m th

e AH

MP,

HHH

, or B

onds

) w

ill o

ccur

in Q

1 of

FY

21-2

2. T

he 4

th S

tree

t Pr

ojec

t will

pro

duce

8 u

nits

of s

uppo

rtiv

e ho

usin

gN/

AHA

CLA

Perc

ent o

f vou

cher

s ded

icate

d to

per

man

ent s

uppo

rtiv

e ho

usin

g

00

00

N/A

HACL

AVo

uche

rs d

edica

ted

to p

erm

anen

t sup

port

ive

hous

ing

00

00

9A -

Empl

oy H

omel

ess A

dults

by

Supp

ortin

g So

cial E

nter

prise

EWDD

Num

ber o

f ind

ivid

uals

recr

uite

d29

552

313

489

9B -

City

Rec

ruitm

ent,

Trai

ning

an

d Hi

ring

Proc

ess f

or

Hom

eles

s/Re

cent

ly H

omel

ess

EWDD

/Pe

rson

nel

Num

ber o

f ind

ivid

uals

recr

uite

d

120

263

247

30

Targ

eted

Loca

l Hire

app

licat

ions

rece

ived

w

ith a

pplic

ant i

dent

ifyin

g as

ho

mel

ess/

form

erly

hom

eles

s.

9A -

Empl

oy H

omel

ess A

dults

by

Supp

ortin

g So

cial E

nter

prise

EWDD

Num

ber o

f par

ticip

ants

pla

ced

in tr

ansit

iona

l job

s pro

gram

an

d co

-enr

olle

d in

WIO

A25

045

513

489

9B -

City

Rec

ruitm

ent,

Trai

ning

an

d Hi

ring

Proc

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or

Hom

eles

s/Re

cent

ly H

omel

ess

EWDD

/Pe

rson

nel

Num

ber o

f par

ticip

ants

pla

ced

in tr

ansit

iona

l job

s pro

gram

an

d co

-enr

olle

d in

WIO

AN/

AN/

AN/

AN/

A

9C -

Empl

oym

ent D

evel

opm

ent

Prog

ram

s for

Hom

eles

s You

thEW

DDNu

mbe

r of p

artic

ipan

ts p

lace

d in

tran

sitio

nal j

obs p

rogr

am

and

co-e

nrol

led

in W

IOA

2859

59No

dat

a pr

ovid

ed

9A -

Empl

oy H

omel

ess A

dults

by

Supp

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cial E

nter

prise

EWDD

Num

ber o

f peo

ple

plac

ed in

com

petit

ive

empl

oym

ent

020

1846

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n

4.5

- Pro

gram

s/Sy

stem

s: Se

rvice

s

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 14

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

9B -

City

Rec

ruitm

ent,

Trai

ning

an

d Hi

ring

Proc

ess f

or

Hom

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s/Re

cent

ly H

omel

ess

EWDD

/Pe

rson

nel

Num

ber o

f peo

ple

plac

ed in

com

petit

ive

empl

oym

ent

1414

20

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

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catio

n

Targ

eted

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l Hire

app

licat

ions

rece

ived

w

ith a

pplic

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dent

ifyin

g as

ho

mel

ess/

form

erly

hom

eles

s.

9C -

Empl

oym

ent D

evel

opm

ent

Prog

ram

s for

Hom

eles

s You

thEW

DDNu

mbe

r of p

eopl

e pl

aced

in co

mpe

titiv

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ploy

men

t0

00

0Du

plica

ted

Met

ric

N/A

LAHS

ANu

mbe

r of p

erso

ns w

ho h

ave

incr

ease

d th

eir i

ncom

e en

rolle

d in

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A-fu

nded

pro

gram

s

2985

3057

2997

2870

N/A

LAHS

ANu

mbe

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arge

ting

spec

ial a

nd u

nder

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ted

popu

latio

ns

N/A

N/A

N/A

N/A

N/A

LAHS

ANu

mbe

r of r

efer

rals

mad

e ba

sed

on H

MIS

dat

a

7808

7053

8019

1490

2

N/A

LAHS

ANu

mbe

r of t

rain

ings

hos

ted

for h

omel

ess s

ervi

ce st

aff

3538

5142

N/A

LAHS

ANu

mbe

r of t

rain

ings

offe

red

to LA

HSA-

cont

ract

ed se

rvice

pr

ovid

ers

3538

5142

9A -

Empl

oy H

omel

ess A

dults

by

Supp

ortin

g So

cial E

nter

prise

EWDD

Part

icipa

nts p

rovi

ded

with

rete

ntio

n su

ppor

ts a

fter s

ocia

l en

terp

rise

job

expe

rienc

e0

018

46

9B -

City

Rec

ruitm

ent,

Trai

ning

an

d Hi

ring

Proc

ess f

or

Hom

eles

s/Re

cent

ly H

omel

ess

EWDD

/Pe

rson

nel

Part

icipa

nts p

rovi

ded

with

rete

ntio

n su

ppor

ts a

fter s

ocia

l en

terp

rise

job

expe

rienc

eN/

AN/

AN/

AN/

A

9C -

Empl

oym

ent D

evel

opm

ent

Prog

ram

s for

Hom

eles

s You

thEW

DDPa

rtici

pant

s pro

vide

d w

ith re

tent

ion

supp

orts

afte

r soc

ial

ente

rpris

e jo

b ex

perie

nce

00

00

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 15

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

ANu

mbe

r of a

genc

ies t

hat h

ave

impl

emen

ted

dive

rsio

n pr

actic

es

1616

2229

N/A

LAHS

ANu

mbe

r of f

amili

es w

ho w

ere

able

to su

cces

sful

ly p

reve

nt

imm

inen

t hom

eles

snes

s

116

132

106

213

N/A

LAHS

ANu

mbe

r of h

omel

ess p

eopl

e di

vert

ed

3643

4466

N/A

LAHS

ANu

mbe

r of p

erso

ns a

t im

min

ent r

isk o

f exp

erie

ncin

g ho

mel

essn

ess d

iver

ted

2155

3646

N/A

LAHS

ANu

mbe

r of s

taff

who

hav

e be

en tr

aine

d on

div

ersio

n pr

actic

es

5028

224

018

9

N/A

EWDD

Num

ber o

f you

th h

ouse

d or

conn

ecte

d w

ith se

rvice

s

N/A

N/A

8827

9E -

Hom

eles

snes

s Pre

vent

ion

for F

orm

er F

oste

r Car

e Yo

uth

LAHS

ANu

mbe

r of y

outh

hou

sed

or co

nnec

ted

with

serv

ices

N/A

N/A

N/A

N/A

N/A

LAHS

ANu

mbe

r who

are

pre

vent

ed fr

om b

ecom

ing

hom

eles

s or b

eing

di

scha

rged

into

hom

eles

snes

s

726

779

670

670

4.6

- Pro

gram

s/Sy

stem

s: Pr

even

tion/

Dive

rsio

n

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 16

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

APe

rcen

tage

of p

erso

ns th

at re

turn

to h

omel

essn

ess

2.3%

3%6%

3%

7B -

Expa

nd R

apid

Re-

Hous

ing

LAHS

ADa

ys fr

om p

rogr

am e

ntry

into

Hou

sing

257

220

215

217

7B -

Expa

nd R

apid

Re-

Hous

ing

LAHS

AIn

crea

se in

inco

me

from

all

sour

ces

944

940

885

790

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 7B

- Ex

pand

Rap

id R

e-Ho

usin

gLA

HSA

Num

ber p

lace

d in

Per

man

ent H

ousin

g77

411

0295

595

3Nu

mbe

r pla

ced

in

perm

anen

t hou

sing

7B -

Expa

nd R

apid

Re-

Hous

ing

LAHS

APe

rcen

t ret

aini

ng h

ousin

g af

ter 1

2 m

onth

s93

%91

%95

%93

%Nu

mbe

r who

reta

in h

ousin

g fro

m th

e da

te o

f pla

cem

ent

7B -

Expa

nd R

apid

Re-

Hous

ing

LAHS

ATo

tal p

artic

ipan

ts e

nrol

led

1469

1034

816

8016

79

N/A

LAHS

ADa

ys fr

om R

RH p

rogr

am e

ntry

into

hou

sing

257

220

215

217

N/A

LAHS

ANu

mbe

r of p

artic

ipan

ts th

at h

ave

mov

ed in

to ra

pid

re-h

ousin

g

1888

3552

3705

3587

N/A

LAHS

ANu

mbe

r of p

erso

ns o

r hou

seho

lds c

urre

ntly

enr

olle

d in

RRH

1089

084

2610

537

1002

5

N/A

LAHS

ANu

mbe

r of p

erso

ns o

r hou

seho

lds n

ewly

enr

olle

d

1469

1502

1680

1679

N/A

LAHS

ANu

mbe

r of p

erso

ns th

at e

xit t

o an

y de

stin

atio

n

1460

1331

1425

1309

4.7

- Pro

gram

s/Sy

stem

s: Ra

pid

Reho

usin

g

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 17

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

N/A

LAHS

ANu

mbe

r of p

erso

ns w

ho o

btai

ned

bene

fits

100

107

9996

N/A

LAHS

ANu

mbe

r of p

erso

ns w

ho re

tain

ed p

erm

anen

t hou

sing

(for 6

m

onth

s fro

m d

ate

of p

lace

men

t)

1064

1018

962

1057

Num

ber w

ho re

tain

hou

sing

from

the

date

of p

lace

men

t

N/A

LAHS

ANu

mbe

r of p

erso

ns w

ho w

ere

refe

rred

to e

mpl

oym

ent

serv

ices

1618

2942

N/A

LAHS

ATo

tal p

artic

ipan

ts e

nrol

led

in R

RH

1469

1034

810

537

1003

0

N/A

HCID

Num

ber o

f affo

rdab

le h

ousin

g un

its p

rodu

ced

078

358

41

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

N/A

HCID

Num

ber o

f affo

rdab

le u

nit c

oven

ants

ext

ende

d

N/A

00

0

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g

7S -

Pres

erva

tion

of A

fford

abili

ty

Cove

nant

sHC

IDNu

mbe

r of a

t-risk

pro

pert

ies a

nd u

nits

pre

serv

ed th

roug

h Fi

nanc

ial &

Non

-Fin

ancia

l Tra

nsac

tions

00

00

Expa

nsio

n of

supp

ly o

f af

ford

able

and

hom

eles

s ho

usin

g 7H

- Fa

cilita

te U

tiliza

tion

of

Fede

ral H

ousin

g Su

bsid

ies

HACL

ANu

mbe

r of L

andl

ord

Hous

ing

Ince

ntiv

e Pa

ymen

t (HI

P) in

quiri

es11

090

3810

9

7H -

Facil

itate

Util

izatio

n of

Fe

dera

l Hou

sing

Subs

idie

sHA

CLA

Num

ber o

f lan

dlor

ds re

ceiv

ing

ince

ntiv

e pa

ymen

t18

211

220

924

8Nu

mbe

r pla

ced

in

perm

anen

t hou

sing

4.8

- Pro

gram

s/Sy

stem

s: Af

ford

able

Ho

usin

g

Item 3b

Atta

chm

ent 4

- Co

mpr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – S

trat

egy-

leve

l Rep

ort

Fisc

al Y

ear 2

019-

20: Q

3 an

d Q

4

Atta

chm

ent 4

: 18

of 1

8

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

7S -

Pres

erva

tion

of A

fford

abili

ty

Cove

nant

sHC

IDNu

mbe

r of o

wne

rs o

utre

ache

d re

gard

ing

exte

ndin

g af

ford

abili

ty co

vena

nts o

r ren

ewal

of h

ousin

g as

sista

nce

cont

ract

s3

owne

rs/

man

ager

s0

00

7D -

Usin

g Pu

blic

Land

for

Affo

rdab

le a

nd H

omel

ess

Hous

ing

CAO

Num

ber o

f site

s ass

esse

d th

roug

h AH

OS

prog

ram

011

00

7D -

Usin

g Pu

blic

Land

for

Affo

rdab

le a

nd H

omel

ess

Hous

ing

HCID

Num

ber o

f site

s ide

ntifi

ed fo

r affo

rdab

le h

ousin

g de

velo

pmen

t th

roug

h HC

ID p

roce

ss (e

xclu

des A

HOS

Prog

ram

)0

00

0Ex

pans

ion

of su

pply

of

affo

rdab

le a

nd h

omel

ess

hous

ing

7D -

Usin

g Pu

blic

Land

for

Affo

rdab

le a

nd H

omel

ess

Hous

ing

CAO

Num

ber o

f site

s ide

ntifi

ed fo

r affo

rdab

le h

ousin

g th

roug

h AH

OS

prog

ram

05

00

7S -

Pres

erva

tion

of A

fford

abili

ty

Cove

nant

sHC

IDNu

mbe

r of t

enan

ts li

ving

in a

t-risk

pro

pert

ies e

duca

ted

abou

t th

eir t

enan

t rig

hts,

resp

onsib

ilitie

s and

opt

ions

whe

n an

af

ford

abili

ty co

vena

nt a

nd/o

r ren

tal a

ssist

ance

cont

ract

is a

t-ris

k of

exp

iratio

n or

term

inat

ion

788

5537

27

Num

ber w

ho a

re p

reve

nted

fro

m b

ecom

ing

hom

eles

s or

bein

g di

scha

rged

into

ho

mel

essn

ess

N/A

LAHS

ANu

mbe

r who

are

pre

vent

ed fr

om b

ecom

ing

hom

eles

s or b

eing

di

scha

rged

into

hom

eles

snes

s

514

779

476

462

Item 3b

Atta

chm

ent 5

- En

hanc

ed C

ompr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – H

eadl

ine

Sum

mar

yFi

scal

Yea

r 201

9-20

: Q3

and

Q4

Atta

chm

ent 5

: 1 o

f 7

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

1.0

- Gov

erna

nce,

Acc

ount

abili

ty &

Bu

dget

10A

- Ful

l Fun

ding

for A

fford

able

Ho

usin

g Tr

ust F

und

CAO

/CLA

/HC

IDBo

nds i

ssue

d fo

r per

man

ent s

uppo

rtiv

e ho

usin

g an

d fa

ciliti

es

for p

erso

ns e

xper

ienc

ing

hom

eles

snes

sN/

A(A

nnua

l)N/

A(A

nnua

l)N/

A(A

nnua

l)0

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

1.0

- Gov

erna

nce,

Acc

ount

abili

ty &

Bu

dget

10A

- Ful

l Fun

ding

for A

fford

able

Ho

usin

g Tr

ust F

und

CAO

/CLA

/HC

IDPe

rman

ent H

ousin

g Un

its C

reat

ed

027

216

151

9

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.3 -

Prog

ram

/Sys

tem

s: St

reet

Out

reac

h3A

- St

anda

rdize

Firs

t Res

pond

er

Trai

ning

for H

omel

ess

LAHS

ANu

mbe

r of p

erso

ns p

lace

d in

per

man

ent h

ousin

g th

roug

h co

ntac

t with

HO

PE T

eam

50

413

Num

ber

plac

ed in

pe

rman

ent

hous

ing

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.3 -

Prog

ram

/Sys

tem

s: St

reet

Out

reac

h3B

- De

velo

p En

cam

pmen

t En

gage

men

t Pro

toco

lBO

SNu

mbe

r of p

erso

ns p

lace

d in

tem

pora

ry h

ousin

g

N/A

N/A

N/A

N/A

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g

Data

not

yet

av

aila

ble.

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.3 -

Prog

ram

/Sys

tem

s: St

reet

Out

reac

h3A

- St

anda

rdize

Firs

t Res

pond

er

Trai

ning

for H

omel

ess

LAHS

ANu

mbe

r of p

erso

ns p

lace

d in

tem

pora

ry h

ousin

g th

roug

h co

ntac

t with

HO

PE T

eam

6643

2267

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g3.

2 - P

olicy

: No

Wro

ng D

oor /

4.5

- Pr

ogra

ms/

Syst

ems:

Serv

ices

3E -

Inte

grat

ion

with

Cou

nty

Heal

th S

ober

ing

Cent

ers

LAHS

ANu

mbe

r of c

lient

s pla

ced

in p

erm

anen

t hou

sing

upon

di

scha

rge

from

a so

berin

g ce

nter

N/A

N/A

N/A

N/A

Num

ber

plac

ed in

pe

rman

ent

hous

ing

Data

not

yet

av

aila

ble.

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.5 -

Prog

ram

s/Sy

stem

s: Se

rvice

s3E

- In

tegr

atio

n w

ith C

ount

y He

alth

Sob

erin

g Ce

nter

sLA

HSA

Num

ber o

f clie

nts p

lace

d in

tem

pora

ry h

ousin

g up

on

disc

harg

e fro

m so

berin

g ce

nter

N/A

N/A

N/A

N/A

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g

Data

not

yet

av

aila

ble.

3.2

- Pol

icy: N

o W

rong

Doo

r / 4

.6 -

Prog

ram

s/S y

stem

s: Pr

even

tion/

Dive

rsio

n

3D -

Expa

nsio

n of

Jail

In-R

each

LAPD

Num

ber o

f peo

ple

disc

harg

ed to

tem

pora

ry h

ousin

gN/

A (B

iann

ual)

N/A

N/A

N/A

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g

Prog

ram

on

hold

.

3.3

- Pol

icy: L

and

Use

& H

ousin

g7G

- Im

plem

ent E

xist

ing

&

Reco

mm

end

New

CEQ

A Zo

ning

Re

form

s

DCP

Num

ber o

f pro

ject

s tha

t tak

e ad

vant

age

of th

e va

rious

CEQ

A st

ream

linin

g m

easu

res,

inclu

ding

the

num

ber o

f tot

al u

nits

, af

ford

able

hou

sing

units

and

hom

eles

s hou

sing

units

N/

A (B

iann

ual)

15N/

A (B

iann

ual)

12 P

roje

cts

735

Units

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.3

- Pol

icy: L

and

Use

& H

ousin

g7K

- De

velo

pmen

t of S

econ

d Dw

ellin

g Un

its P

ilot P

rogr

amDC

PNu

mbe

r of s

econ

d dw

ellin

g un

its a

ppro

ved

upon

ado

ptio

n of

Ci

ty se

cond

dw

ellin

g un

it or

dina

nce

N/A

(Bia

nnua

l)24

25N/

A (B

iann

ual)

1489

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

Item 3b

Atta

chm

ent 5

- En

hanc

ed C

ompr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – H

eadl

ine

Sum

mar

yFi

scal

Yea

r 201

9-20

: Q3

and

Q4

Atta

chm

ent 5

: 2 o

f 7

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

3.3

- Pol

icy: L

and

Use

& H

ousin

gN/

ADC

PNu

mbe

r of h

ousin

g un

its a

ppro

ved

thro

ugh

impl

emen

tatio

n of

th

e re

vise

d De

nsity

Bon

us o

rdin

ance

, inc

ludi

ng th

e nu

mbe

r of

affo

rdab

le u

nits

rest

ricte

d fo

r Ext

rem

ely

Low

Inco

me,

Ver

y Lo

w In

com

e, a

nd Lo

w In

com

e ho

useh

olds

.N/

A (B

iann

ual)

N/A

N/A

(Bia

nnua

l)N/

A

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g Up

date

not

ye

t ado

pted

.3.

3 - P

olicy

: Lan

d Us

e &

Hou

sing

N/A

DCP

Num

ber o

f hou

sing

units

app

rove

d th

roug

h im

plem

enta

tion

of

the

Tran

sit O

rient

ed C

omm

unity

(TO

C) P

rogr

am, i

nclu

ding

the

num

ber o

f affo

rdab

le u

nits

rest

ricte

d fo

r Ext

rem

ely

Low

In

com

e, V

ery

Low

Inco

me

and

Low

Inco

me

Hous

ehol

ds.

N/A

(Bia

nnua

l)

4,04

8 to

tal u

nits

, of

whi

ch 9

52 a

re

affo

rdab

le (5

39

ELI,

113

VLI,

300

LI)

N/A

(Bia

nnua

l)

4,31

1 to

tal u

nits

, of

whi

ch 1

,146

are

af

ford

able

(3

51 E

LI, 1

67 V

LI,

569

LI)

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.3

- Pol

icy: L

and

Use

& H

ousin

gN/

ADC

PNu

mbe

r of s

uppo

rtiv

e ho

usin

g un

its a

ppro

ved

thro

ugh

impl

emen

tatio

n of

the

Inte

rim M

otel

Con

vers

ion

ordi

nanc

e.N/

A (B

iann

ual)

0N/

A (B

iann

ual)

0

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.3

- Pol

icy: L

and

Use

& H

ousin

gN/

ADC

PNu

mbe

r of s

uppo

rtiv

e ho

usin

g un

its a

ppro

ved

thro

ugh

impl

emen

tatio

n of

the

Perm

anen

t Sup

port

ive

Hous

ing

ordi

nanc

e.N/

A (B

iann

ual)

0N/

A (B

iann

ual)

0

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.3

- Pol

icy: L

and

Use

& H

ousin

gN/

ADC

PNu

mbe

r of t

rans

ition

al h

ousin

g un

its a

ppro

ved

thro

ugh

impl

emen

tatio

n of

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Inte

rim M

otel

Con

vers

ion

ordi

nanc

e.N/

A (B

iann

ual)

0N/

A (B

iann

ual)

0

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

3.4

- Pol

icy: V

ulne

rabl

e Po

pula

tions

N/A

LAHS

ANu

mbe

r of D

V su

rviv

ors w

ho e

xit s

helte

r and

are

pla

ced

in

perm

anen

t hou

sing.

9587

118

127

Num

ber

plac

ed in

pe

rman

ent

hous

ing

3.4

- Pol

icy: V

ulne

rabl

e Po

pula

tions

9L -

Wom

en's

Hom

eles

snes

s -

Empl

oym

ent D

evel

opm

ent

EWDD

Num

ber o

f wom

en e

mpl

oyed

311

22

Num

ber w

ho

gain

em

ploy

men

t or

enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 3.

5 - P

olicy

: Ski

d Ro

wN/

ACA

ONu

mbe

r of s

ites a

sses

sed

for h

ousin

g ut

iliza

tion

40

00

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

Item 3b

Atta

chm

ent 5

- En

hanc

ed C

ompr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – H

eadl

ine

Sum

mar

yFi

scal

Yea

r 201

9-20

: Q3

and

Q4

Atta

chm

ent 5

: 3 o

f 7

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Num

ber o

f hou

seho

lds t

hat h

ave

mov

ed in

to h

ousin

g

2,24

02,

326

2,35

32,

401

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of T

AY w

ho h

ave

mov

ed in

to h

ousin

g

274

264

238

291

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

N/A

LAHS

ANu

mbe

r and

per

cent

of f

amili

es re

ceiv

ing

prev

entio

n se

rvice

s th

roug

h CE

S in

ord

er to

stab

ilize

and

mai

ntai

n ex

istin

g ho

usin

g.

Perc

enta

ge: 8

%Nu

mbe

r: 36

6Pe

rcen

tage

: 9%

Num

ber:

312

Perc

enta

ge: 7

%Nu

mbe

r: 28

3Pe

rcen

tage

: 7%

Num

ber w

ho

are

prev

ente

d fro

m

beco

min

g ho

mel

ess o

r be

ing

disc

harg

ed

into

ho

mel

essn

ess

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

ANu

mbe

r of f

amili

es re

ceiv

ing

prev

entio

n se

rvice

s thr

ough

CES

in

ord

er to

stab

ilize

and

mai

ntai

n ex

istin

g ho

usin

g

326

366

334

366

Num

ber w

ho

are

prev

ente

d fro

m

beco

min

g ho

mel

ess o

r be

ing

disc

harg

ed

into

ho

mel

essn

ess

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

APe

rcen

tage

of f

amili

es w

ho w

ere

able

to su

cces

sful

ly p

reve

nt

imm

inen

t hom

eles

snes

s

45%

63%

39%

64%

Num

ber w

ho

are

prev

ente

d fro

m

beco

min

g ho

mel

ess o

r be

ing

disc

harg

ed

into

ho

mel

essn

ess

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Num

ber o

f hou

seho

lds w

ho h

ave

incr

ease

d th

eir i

ncom

e by

so

urce

of i

ncom

e

2985

3057

2,99

72,

870

Num

ber w

ho

gain

em

ploy

men

t or

enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n

Item 3b

Atta

chm

ent 5

- En

hanc

ed C

ompr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – H

eadl

ine

Sum

mar

yFi

scal

Yea

r 201

9-20

: Q3

and

Q4

Atta

chm

ent 5

: 4 o

f 7

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4F -

Inte

grat

ion

and

Stre

ngth

enin

g of

Fam

ily a

nd T

AY

CES

LAHS

AHo

usin

g re

tent

ion

over

the

follo

win

g ye

ar

93%

92%

93%

93%

Num

ber w

ho

reta

in h

ousin

g fro

m th

e da

te

of p

lace

men

t

4.1

- Pro

gram

s/Sy

stem

s: Co

ordi

nate

d En

try

Syst

em (C

ES)

4A -

Stre

ngth

en C

ES T

echn

olog

y,

Staf

fing

& S

tand

ardi

zatio

nLA

HSA

Perc

enta

ge o

f per

sons

that

reta

in h

ousin

g fo

r 12

mon

ths

88%

89%

89%

89%

Num

ber w

ho

reta

in h

ousin

g fro

m th

e da

te

of p

lace

men

t

4.2

- Pro

gram

/Sys

tem

s: Sh

elte

rN/

ALA

HSA

Num

ber o

f per

sons

exi

ting

brid

ge h

ousin

g to

per

man

ent

hous

ing

449

602

553

1123

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.2

- Pro

gram

/Sys

tem

s: Sh

elte

rN/

ALA

HSA

Num

ber p

lace

d in

per

man

ent h

ousin

g

449

602

553

685

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.2

- Pro

gram

/Sys

tem

s: Sh

elte

r7O

- Ex

pand

ing

Emer

genc

y Sh

elte

r and

Impr

ovin

g Ac

cess

LAHS

APe

rcen

t of a

dults

exi

ting

brid

ge h

ousin

g to

per

man

ent h

ousin

g

15%

19.5

%19

%29

%

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.2

- Pro

gram

/Sys

tem

s: Sh

elte

rN/

ALA

HSA

Pers

ons m

oved

from

stre

et to

shel

ter

1645

1906

2083

1906

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g4.

2 - P

rogr

am/S

yste

ms:

Shel

ter

N/A

EWDD

Num

ber w

ho g

ain

empl

oym

ent o

r enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n

N/A

N/A

N/A

N/A

Num

ber w

ho

gain

em

ploy

men

t or

enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n Da

ta n

ot y

et

avai

labl

e.4.

2 - P

rogr

am/S

yste

ms:

Shel

ter

7O -

Expa

ndin

g Em

erge

ncy

Shel

ter a

nd Im

prov

ing

Acce

ssLA

HSA

Perc

ent o

f par

ticip

ants

that

see

an in

crea

se in

inco

me

4%4.

4%3.

5%3.

5%

Num

ber w

ho

gain

em

ploy

men

t or

enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 4.

3 - P

rogr

am/S

yste

ms:

Stre

et

Out

reac

hN/

ALA

HSA

Num

ber o

f peo

ple

enga

ged

who

are

link

ed to

a p

erm

anen

t ho

usin

g re

sour

ce b

y Ci

ty F

unde

d O

utre

ach

Team

s6

33

8

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g4.

3 - P

rogr

am/S

yste

ms:

Stre

et

Out

reac

hN/

ALA

HSA

Num

ber o

f peo

ple

enga

ged

who

succ

essf

ully

att

ain

crisi

s or

brid

ge h

ousin

g by

City

Fun

ded

Out

reac

h Te

ams

351

217

240

119

Num

ber

plac

ed in

pe

rman

ent

hous

ing

Item 3b

Atta

chm

ent 5

- En

hanc

ed C

ompr

ehen

sive

Hom

eles

s Str

ateg

y Fi

scal

Yea

r 201

9-20

Thi

rd Q

uart

er (Q

3) a

nd F

ourt

h Q

uart

er (Q

4) M

etric

s – H

eadl

ine

Sum

mar

yFi

scal

Yea

r 201

9-20

: Q3

and

Q4

Atta

chm

ent 5

: 5 o

f 7

Enha

nced

Str

ateg

yO

rigin

al S

trat

egy

Lead

Ag

ency

Stra

tegy

-Spe

cific

Met

ricQ

1 FY

201

9-20

Q2

FY 2

019-

20Q

3 FY

201

9-20

Q4

FY 2

019-

20He

adlin

e M

etric

sN

otes

4.3

-Pro

gram

/Sys

tem

s: St

reet

O

utre

ach

6B -

Esta

blish

City

wid

e Sa

fe

Park

ing

Prog

ram

LAHS

ANu

mbe

r of p

eopl

e co

nnec

ted

to C

ES a

nd p

erm

anen

tly h

ouse

d

87

64

Num

ber

plac

ed in

pe

rman

ent

hous

ing

4.3

-Pro

gram

/Sys

tem

s: St

reet

O

utre

ach

6B -

Esta

blish

City

wid

e Sa

fe

Park

ing

Prog

ram

LAHS

ANu

mbe

r of p

eopl

e se

rved

296

206

212

155

Num

ber

plac

ed in

te

mpo

rary

ho

usin

g4.

4 - P

rogr

ams/

Syst

ems:

Supp

ortiv

e Ho

usin

g4E

- Su

ppor

tive

Serv

ices

Stan

dard

s for

Sub

sidize

d Ho

usin

g

HACL

ANu

mbe

r of a

genc

ies p

rovi

ding

supp

ortiv

e se

rvice

s acc

ordi

ng to

HA

CLA'

s def

initi

on a

nd q

ualit

y st

anda

rds

726

2626

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

4.4

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gram

s/Sy

stem

s: Su

ppor

tive

Hous

ing

N/A

HCID

/HA

CLA

Num

ber o

f hou

seho

lds p

lace

d in

to p

erm

anen

t hou

sing

thro

ugh

CES

N/A

211

248

274

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

4.4

- Pro

gram

s/Sy

stem

s: Su

ppor

tive

Hous

ing

N/A

HCID

/HA

CLA

Num

ber o

f per

man

ent s

uppo

rtiv

e ho

usin

g un

its cr

eate

d

N/A

272

161

519

Expa

nsio

n of

su

pply

of

affo

rdab

le a

nd

hom

eles

s ho

usin

g

4.5

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gram

s/Sy

stem

s: Se

rvice

s9A

- Em

ploy

Hom

eles

s Adu

lts b

y Su

ppor

ting

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l Ent

erpr

iseEW

DDNu

mbe

r of p

eopl

e pl

aced

in co

mpe

titiv

e em

ploy

men

t

020

1846

Num

ber w

ho

gain

em

ploy

men

t or

enr

oll i

n vo

catio

nal

trai

ning

/edu

catio

n 4.

5 - P

rogr

ams/

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Item 3b

Index of Abbreviations Fiscal Year 2019-20: Q3 and Q4

Abbreviation Full NameAAHTOES At-Risk Affordable Housing Tenant Outreach and Education Services ABH A Bridge HomeAcHP Accessible Housing ProgramACM Active Contract Management ADA Americans with Disabilities ActADU Accessory Dwelling Unit AHAP Housing Assistance Payments ContractAHLF Affordable Housing Linkage Fee AHMP Affordable Housing Managed PipelineAHOS Affordable Housing Opportunity Sites Initiative AMG Asset Management GroupAOC Administrative Oversight CommitteeASD Department of Animal ServicesBOE Los Angeles Bureau of Engineering BOS Los Angeles Bureau of SanitationBPW Board of Public WorksCAO City Administrative OfficerCBO Community-Based OrganizationCCAT Core Capacity Assessment ToolCD Council District CDC Centers of Disease Control and PreventionCDLAC California Debt Limit Allocation CommitteeCEO Center for Employment Opportunities CEQA California Environmental Quality Act CES Coordinated Entry System CES Coalition for Economic SurvivalCH Chronically HomelessCHAMP Comprehensive Health and Accompaniment Management Platform CLA Chief Legislative AnalystCoC Continuum of Care CPC City Planning CommissionCRA/LA Community Redevelopment Agency Los AngelesCSD Custody Services Division CSH Corporation for Supportive HousingCTA Centralized Training AcademyCTI Critical Time InterventionCWMDM Countywide Master Data ManagementDBS Los Angeles Department of Building and Safety DCFS Los Angeles County Department of Children and Family Services DCP Los Angeles Department of City Planning DDA Disposition and Development AgreementDHS Los Angeles County Department of Health Services DMH Los Angeles County Department of Mental HealthDOD Los Angeles Department on DisabilityDPH Los Angeles County Department of Public HealthDPSS Los Angeles County Department of Public Social Services

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Abbreviation Full NameDV Domestic Violence DV/HTSO Domestic Violence/Human Trafficking Shelter OperationsDVA Domestic Violence AllianceDVHS Domestic Violence & Homeless Services CoalitionDV-IPV Intimate Partner Violence DVRC Domestic Violence Resource CenterDWC Downtown Women's CenterDWP Los Angeles Department of Water and PowerEIR Environmental Impact ReportELI Extremely Low IncomeELP Enterprise Linkages ProjectENAs Exclusive Negotiating Agreements ETP Emergency Transfer PlanEWDD Los Angeles Economic and Workforce Development Department FHP Flexible Housing Program FMR Fair Market RentFSC FamilySource CentersFUP Family Unification ProgramGARE Government Alliance on Race and EquityGSD Los Angeles General Services DepartmentHACLA Housing Authority of the City of Los Angeles HACLB Housing Authority of the City of Long Beach HACoLA Housing Authority of the County of Los Angeles HAP Housing Assistance PaymentHCID Los Angeles Housing and Community Investment Department HEAP Homeless Emergency Aid ProgramHET Homeless Engagement TeamsHHAP Homeless Housing, Assistance, and Prevention ProgramHHCLA Homeless Healthcare Los AngelesHIMS Housing Information Management System HIP Homeless Incentive ProgramHITF Housing Impact Trust Fund HMIS Homeless Management Information SystemHOPE Homeless Outreach and Proactive EngagementHOPICS Homeless Outreach Program Integrated Care SystemsHOPWA Housing Opportunities for Persons with AIDSHSC Homeless Strategy CommitteeHUD Department of Housing and Urban DevelopmentHUD-VASH HUD-Veterans Affairs Supportive Housing HYFLA Homeless Youth Forum of Los Angeles ICLC Inner City Law Center ICMS Intensive Case Management ServicesIMC Interim Motel ConversionJ-SPDAT Service Prioritization Decision Assistance Tool (Justice involved)LA:RISE Los Angeles Regional Initiative for Social EnterpriseLACDA Los Angeles County Development Authority

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Abbreviation Full NameLACPA Los Angeles County Psychological AssociationLADOT Los Angeles Department of Transportation LAFD Los Angeles Fire Department LA-HOP Los Angeles Homeless Outreach PortalLAHSA Los Angeles Homeless Services Authority LAMC Los Angeles Municipal CodeLAPD Los Angeles Police Department LASAN Los Angeles Bureau of SanitationLASC Los Angeles Superior CourtLASD Los Angeles County Sheriff's DepartmentLAUSD Los Angeles Unified School District LC Learning Community LEAB Lived Experience Advisory BoardLI Low IncomeLIHTC Low Income Housing Tax Credit MEU Mental Evaluation UnitMFC Municipal Facilities CommitteeMHIT Mental Health Intervention TrainingMIPA Moderate Income Purchase Assistance ProgramMOU Memorandum of UnderstandingNEW New Economics for WomenNOFA Notice of Funding AvailabilityNPHD Non-Profit Housing DevelopersNTP Notice to ProceedOPA Owners Participation AgreementOPLA Own a Piece of Los Angeles P3 Performance Partnership Pilot PATH People Assisting the HomelessPBV Project Based Voucher PEH People Experiencing HomelessPEHP Lawyers Preventing and Ending Homelessness ProgramPEP Project Expenditure PlanPHA Public Housing AuthorityPLUM Planning and Land Use Management CommitteePRC California Public Resources CodePRK The Project Roomkey Interim Housing Prop HHH Proposition HHHProp HHH AOC Proposition HHH Administrative Oversight CommitteeProp HHH COC Proposition HHH Citizen Oversight CommitteePSA Pupil Service and Attendance PSH Permanent Supportive Housing RAP The Department of Recreation and Parks REDF Robert's Enterprise Development FundRESET Resources Enhancement Services Enforcement TeamRFI Request for InformationRFP Request for Proposals

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Abbreviation Full NameRFQ Request for QuotationRHAC Regional Homeless Advisory Council RMS Resource Management SystemRRH Rapid Re-Housing SHLF Supportive Housing Loan Fund SIF PFS Social Innovation Fund Pay for SuccessSLO Senior Lead OfficerSPA Service Planning Area SPR Site Plan ReviewSRO Single Room OccupancySRS Scopes of Required ServicesSSG HOPICS Special Services for Groups Homeless Outreach Program Integrated Care Systems SSI Supplemental Security Income TA Technical AssistanceTAY Transition Age YouthTCC The Core CapacityTCI Trauma Informed CareTLHP Targeted Local Hire ProgramTNP Transit Neighborhood PlansTOC Transit Oriented CommunitiesUHRC Unified Homelessness Response CenterUS DOL United States Department of LaborVASH Veterans Affairs Supportive HousingVAWA Violence Against Women Act VHFHSZ Very High Fire Hazard Severity ZoneVLI Very Low IncomeWDACS Los Angeles County Workforce Development, Aging, and Community ServicesWLCAC Watts Labor Community Action CenterWSP Winter Shelter ProgramYCES Coordinated Entry System for Youth YFR Youth Family Reconnection YHDP Youth Homelessness Demonstration Program YRP Youth Reconnection Program

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20200821 CAO ENHANCED COMPREHENSIVE HOMELESS ...

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