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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August 21, 2020
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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
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
1.0 - Governance, Accountability, & Budget
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
1.0 - Governance, Accountability, & Budget
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.
Quarterly Update: No updates.Complete? No.
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
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
2.0 - Planning, Coordination, Modeling & Prioritization
Lead: LAHSAAction Steps: Participate in data working group.
Provide data as needed and allowable in response to working group requests.
Quarterly Update: No update.Complete? No.
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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.1 - Policy: Interim
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.1 - Policy: Interim
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.2 - Policy: No Wrong Door
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.2 - Policy: No Wrong Door
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.2 - Policy: No Wrong Door
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.2 - Policy: No Wrong Door
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy Briefs
3.3 - Policy: Land Use & Housing
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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3.3 - Policy: Land Use & Housing
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
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.
Quarterly Update: No updates.Complete? No.
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.
Quarterly Update: No updates.Complete? No.
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.
Quarterly Update: No updates.Complete? No.
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.
Quarterly Update: No updates.Complete? No.
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.
Quarterly Update: No updates.Complete? No.
Lead: ASD
Action Steps: Ensure compliance citywide policy on serving homeless people with pets.
Quarterly Update: No updates.Complete? No.
Lead: AllAction Steps: Create data-sharing working group to look at gaps in data.Quarterly Update: No updates.
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3.4 - Policy: Vulnerable Populations
Complete? No.
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3.5 - Policy: Placed-based Strategy, Skid Row
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.
Quarterly Update: No updates.Complete? 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:
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)
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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4.1 - Programs/Systems: Coordinated Entry System (CES)
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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4.1 - Programs/Systems: Coordinated Entry System (CES)
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
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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4.2 - Programs/Systems: Shelter
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.).
Quarterly Update: No updates.Complete? No.
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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4.3 - Programs/Systems: Street/Outreach4.3 - Programs/Systems: Street/Outreach
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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4.3 - Programs/Systems: Street/Outreach4.3 - Programs/Systems: Street/Outreach
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
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.4 - Programs/Systems: Supportive Housing
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.4 - Programs/Systems: Supportive Housing
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.5 - Programs/Systems: Services
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.5 - Programs/Systems: Services
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.5 - Programs/Systems: Services
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.5 - Programs/Systems: Services
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.
Quarterly Update: No update.Complete? No.
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.5 - Programs/Systems: Services
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.6 - Programs/Systems: Prevention/Diversion
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.6 - Programs/Systems: Prevention/Diversion
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.6 - Programs/Systems: Prevention/Diversion
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.
Quarterly Update: No updates.Complete? No.
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.6 - Programs/Systems: Prevention/Diversion
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.7 - Programs/Systems: Rapid Re-housing (RRH)
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.7 - Programs/Systems: Rapid Re-housing (RRH)
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.8 - Programs/Systems: Affordable Housing
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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Attachment 2 – Enhanced Comprehensive Homeless Strategy Third Quarter (Q3) Strategy
4.8 - Programs/Systems: Affordable Housing
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
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 are recommended to the strategy or the LAHSAJPA.
Complete? No.
Lead: CAO
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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
1.0 – Governance, Accountability and Budget
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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
1.0 – Governance, Accountability and Budget
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
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.
Quarterly Update: No updates.Complete? No.
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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
2.0 - Planning, Coordination, Modeling & Prioritization
2.0 - Planning, Coordination, Modeling & Prioritization
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.
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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
2.0 - Planning, Coordination, Modeling & Prioritization
Lead: LAHSAAction Steps: Participate in data working group.
Provide data as needed and allowable in response to working group requests.
Quarterly Update: No update.Complete? No.
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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
3.1 – Policy: Interim
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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
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.
Quarterly Update: No updates.Complete? No.
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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
3.2 - Policy: No Wrong Door
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 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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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy Briefs
3.2 - Policy: No Wrong Door
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.
Quarterly Update: No update.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:
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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3.2 - Policy: No Wrong Door
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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3.3 - Policy: Land Use & Housing
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 (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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3.4 - Policy: Vulnerable Populations
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: 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.
Quarterly Update: No update.Complete? No.
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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Quarterly Update: No update.Complete? No.
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Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy
3.5 - Policy: Placed-based Strategy, Skid Row
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.
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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4.1 - Programs/Systems: Coordinated Entry System (CES)
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.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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4.1 - Programs/Systems: Coordinated Entry System (CES)
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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4.2 - Programs/Systems: Shelter
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) 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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4.2 - Programs/Systems: Shelter
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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4.2 - Programs/Systems: Shelter
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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4.2 - Programs/Systems: Shelter
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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4.3 - 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: ● 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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4.4 - Programs/Systems: Supportive Housing
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.
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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4.5 - Programs/Systems: Services
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 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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4.6 - Programs/Systems: Prevention/Diversion
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.
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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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4.7 - Programs/Systems: Rapid Re-housing (RRH)
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 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.
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:
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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4.7 - Programs/Systems: Rapid Re-housing (RRH)
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.
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 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.
Action Steps:Lead: LAHSAAction Steps: Develop plan and timeline of implementation regarding
responsibilities of various collaborative departments.
51
l
I
Item 3b
Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy
4.7 - Programs/Systems: Rapid Re-housing (RRH)
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.
52
Item 3b
Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy
4.8 - Programs/Systems: Affordable Housing
4.8 - Programs/Systems: Affordable Housing
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,
53
l
I
t
Item 3b
Attachment 3 – Enhanced Comprehensive Homeless Strategy Fourth Quarter (Q4) Strategy
4.8 - Programs/Systems: Affordable Housing
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.
54
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
: 1 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
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
supp
ly o
f af
ford
able
and
hom
eles
s ho
usin
g 10
A - F
ull F
undi
ng fo
r Affo
rdab
le
Hous
ing
Trus
t Fun
dCA
O/C
LA/
HCID
Perm
anen
t Hou
sing
Units
Cre
ated
027
216
151
9Ex
pans
ion
of su
pply
of
affo
rdab
le a
nd h
omel
ess
hous
ing
3.2
- Pol
icy: N
o W
rong
Doo
rN/
APe
rson
nel
Num
ber o
f City
Sta
ff th
at re
ceiv
ed N
o W
rong
Doo
r Tra
inin
g
00
00
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Amou
nt o
f haz
ardo
us m
ater
ials
colle
cted
(lbs
) (Ca
lifor
nia
defin
ition
, inc
lude
s hum
an w
aste
)N/
A58
,128
90,6
81No
dat
a pr
ovid
ed
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Amou
nt o
f haz
ardo
us m
ater
ials
colle
cted
(lbs
) (Fe
dera
l de
finiti
on)
N/A
18,0
7332
,621
No d
ata
prov
ided
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Impo
undm
ents
from
not
iced
clean
ups
N/A
196
1,07
1No
dat
a pr
ovid
ed
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Impo
undm
ents
from
un-
notic
ed cl
ean
ups
N/A
9655
0No
dat
a pr
ovid
ed
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Num
ber o
f enc
ampm
ents
N/A
1,54
5No
dat
a pr
ovid
edNo
dat
a pr
ovid
ed
3A -
Stan
dard
ize F
irst R
espo
nder
Tr
aini
ng fo
r Hom
eles
sLA
PDNu
mbe
r of h
ousin
g re
ferr
als t
o Lo
s Ang
eles
Hom
eles
s Ser
vice
s Au
thor
ity (L
AHSA
)19
415
0N/
A23
7LA
PD h
as tr
ansit
ione
d to
colle
ctin
g th
is da
ta b
iann
ually
.
3A -
Stan
dard
ize F
irst R
espo
nder
Tr
aini
ng fo
r Hom
eles
sLA
PDNu
mbe
r of h
ousin
g re
ferr
als t
o ot
her a
genc
ies
1754
N/A
61LA
PD h
as tr
ansit
ione
d to
colle
ctin
g th
is da
ta b
iann
ually
.
3A -
Stan
dard
ize F
irst R
espo
nder
Tr
aini
ng fo
r Hom
eles
sLA
PDNu
mbe
r of o
ffice
rs C
ityw
ide
havi
ng co
mpl
eted
Men
tal H
ealth
In
terv
entio
n Tr
aini
ng
Tota
l to
Date
: 297
833
0033
6033
60
3A -
Stan
dard
ize F
irst R
espo
nder
Tr
aini
ng fo
r Hom
eles
sLA
HSA
Num
ber o
f per
sons
pla
ced
in p
erm
anen
t hou
sing
thro
ugh
cont
act w
ith H
OPE
Tea
m5
04
13Nu
mbe
r pla
ced
in
perm
anen
t hou
sing
3B -
Deve
lop
Enca
mpm
ent
Enga
gem
ent P
roto
col
BOS
Num
ber o
f per
sons
pla
ced
in te
mpo
rary
hou
sing
N/A
N/A
N/A
N/A
Num
ber p
lace
d in
tem
pora
ry
hous
ing
1.0
- Gov
erna
nce,
Acc
ount
abili
ty &
Bu
dget
3.2
- Pol
icy: N
o W
rong
Doo
r / 4
.3 -
Prog
ram
/Sys
tem
s: St
reet
Out
reac
h
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
: 2 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
3A -
Stan
dard
ize F
irst R
espo
nder
Tr
aini
ng fo
r Hom
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
-PBV
, 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
ess f
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
ortin
g So
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
eles
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
/edu
catio
n
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.
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
e em
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
LAHS
A-fu
nded
pro
gram
s
2985
3057
2997
2870
N/A
LAHS
ANu
mbe
r of p
rogr
ams t
arge
ting
spec
ial a
nd u
nder
-repr
esen
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
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
3.4
- 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
- Pro
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
- Pro
gram
s/Sy
stem
s: Se
rvice
s9A
- Em
ploy
Hom
eles
s Adu
lts b
y Su
ppor
ting
Socia
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/
Syst
ems:
Serv
ices
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 peo
ple
plac
ed in
com
petit
ive
empl
oym
ent
1414
20
Num
ber w
ho
gain
em
ploy
men
t or
enr
oll i
n vo
catio
nal
trai
ning
/edu
catio
n 4.
7 - P
rogr
ams/
Syst
ems:
Rapi
d Re
hous
ing
7B -
Expa
nd R
apid
Re-
Hous
ing
LAHS
ANu
mbe
r pla
ced
in P
erm
anen
t Hou
sing
774
1102
955
953
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
: 6 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
4.7
- Pro
gram
s/Sy
stem
s: Ra
pid
Reho
usin
g7B
- Ex
pand
Rap
id R
e-Ho
usin
gLA
HSA
Incr
ease
in in
com
e fro
m a
ll so
urce
s
944
940
885
790
Num
ber w
ho
gain
em
ploy
men
t or
enr
oll i
n vo
catio
nal
trai
ning
/edu
catio
n 4.
7 - P
rogr
ams/
Syst
ems:
Rapi
d Re
hous
ing
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)10
6410
1896
210
57
Num
ber w
ho
reta
in h
ousin
g fro
m th
e da
te
of p
lace
men
t
4.7
- Pro
gram
s/Sy
stem
s: Ra
pid
Reho
usin
g7B
- Ex
pand
Rap
id R
e-Ho
usin
gLA
HSA
Perc
ent r
etai
ning
hou
sing
afte
r 12
mon
ths
93%
91%
95%
93%
Num
ber w
ho
reta
in h
ousin
g fro
m th
e da
te
of p
lace
men
t
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
su
pply
of
affo
rdab
le a
nd
hom
eles
s ho
usin
g
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
)
00
00
Expa
nsio
n of
su
pply
of
affo
rdab
le a
nd
hom
eles
s ho
usin
g
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
su
pply
of
affo
rdab
le a
nd
hom
eles
s ho
usin
g
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
su
pply
of
affo
rdab
le a
nd
hom
eles
s ho
usin
g
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
t
182
112
209
248
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
: 7 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
4.8
- Pro
gram
s/Sy
stem
s: Af
ford
able
Hou
sing
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
are
prev
ente
d fro
m
beco
min
g ho
mel
ess o
r be
ing
disc
harg
ed
into
ho
mel
essn
ess
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
1
Item 3b
Index of Abbreviations Fiscal Year 2019-20: Q3 and Q4
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
2
Item 3b
Index of Abbreviations Fiscal Year 2019-20: Q3 and Q4
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
3
Item 3b
Index of Abbreviations Fiscal Year 2019-20: Q3 and Q4
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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