2500 – Memorandum of Agreement Between SGV Council of Governments (COG) and The City of Rosemead For Distribution and Use of Measure A Local Solutions FundsDocusign Envelope ID: 131 ADB IA2-E5DF-48F5-894D-5F87BF73D444
MEMORANDUM OF AGREEMENT
BETWEEN THE SAN GABRIEL VALLEY COUNCIL OF
GOVERNMENTS AND THE CITY OF ROSEMEAD FOR
DISTRIBUTION AND USE OF MEASURE A LOCAL SOLUTIONS
FUNDS
This Memorandum of Agreement ("MOA") is made as of this 12' day of November, 2025
by and between the City of Rosemead, a municipal corporation ("City"), and the San Gabriel
Valley Council of Governments, a California joint powers authority ("SGVCOG"). City and
SGVCOG may be referred to herein collectively as the "Parties" or individually as a "Party."
A. In November of 2024 the voters in Los Angeles County ("County") approved an
ordinance imposing a half -cent sales tax on all sales of tangible personal property sold
within the County (hereafter, "Measure A"), the primary purpose of which is to address
homelessness within the County.
B. The tax will be collected by the County Auditor -Controller and pursuant to Measure A
60% of the proceeds are to be distributed by the County Auditor -Controller to the
County.
C. As further set forth in Measure A, at least 15% of the 60% Measure A proceeds received
by the County are allocated for the Local Solutions Fund ("LSF").
D. Under Measure A, the proceeds allocated to LSF are to be distributed to, as determined
by the County, to cities or council of governments. Of the 31 SGVCOG member cities,
five cities will have direct agreements with the County for an allocation of LSF, while
the LSF allocation for the remaining 26 cities is pursuant to an agreement between the
SGVCOG and the County, which agreement was entered into on August 28, 2025
("County LSF Agreement').
E. The SGVCOG was established to have a unified voice to maximize resources and
advocate for regional and member interests to improve the quality of life in the San
Gabriel Valley by the member cities and other local governmental agencies and intends
to use its LSF allocation to address homelessness on a regional basis within its
jurisdiction.
F. Rather than participate with the SGVCOG in addressing homelessness on a regional basis
from a LSF funding standpoint, the City has notified the SGVCOG of its preference to
receive an LSF allocation as a sub -recipient to utilize forthe purposes set forth in Measure
A within its jurisdiction and the SGVCOG has agreed that City may be a sub -recipient of
the LSF.
G. The City has been awarded One Hundred Ninety -Nine Thousand Seven Hundred Five
Dollars ($199,705) ("Subrecipient Funding") for the 2025-26 Fiscal Year.
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H. The City acknowledges that the SGVCOG is ultimately responsible, as between itself and
the County, for documenting that the Subrecipient Funding was expended in compliance
with the terms and conditions of the County LSF Agreement and as a result recognizes
that City's failure to expend funds in accordance with the County LSF Agreement or this
MOA or provide timely documentation to the SGVCOG as set forth in this MOA could
harm the SGVCOG's reputation and result in financial assessments against the SGVCOG
and as such, the City represents that it will undertake with all due diligence the fulfillment
of its obligations under this MOA
I. City and SGVCOG desire to set forth the terms of their respective responsibilities in
implementing in this MOA. The recitals are made a substantive part of this MOA and the
Parties further agree as follows:
I. TERM:
The term of this MOA shall commence on the date set forth above and shall continue
until the City has met all of its reporting obligations and returned to the SGVCOG any portion
of the Subrecipient Funding that might be required under this MOA, unless terminated earlier
as provided herein. The term of this MOA may be extended by mutual written agreement of the
Parties.
H. RESPONSIBILITIES OF THE PARTIES:
A. SGVCOG shall:
1. Designate a point -of -contact with name, title, and contact information who
will serve as the SGVCOG's project manager throughout the Project. If the
point -of -contact is reassigned or no longer with the SGVCOG, a new point -
of -contact will be designated within seven (7) calendar days.
2. Serve as the administrator of the LSF allocated to the SGVCOG.
3. As between the County and the SGVCOG, be responsible for all reporting to
the County of the City's use of the Subrecipient Funding as required by the
County LSF Agreement, a copy of which is attached hereto as Exhibit "A"
and incorporated herein by reference and made a part of this MOA.
4. Reimburse the City in the amount up to One Hundred Ninety -Nine Thousand
Seven Hundred Five Dollars ($199,705) in accordance with the Project
Budget attached hereto as Exhibit "C" and incorporated herein by reference;.
5. Review City reports, documents, expenditures, and other materials required
of City pursuant to this MOA and the County LSF Agreement (collectively,
the "City Documents") to ensure that such City Documents are sufficient for
the SGVCOG to meet its reporting obligations under the County LSF
Agreement and as otherwise required by this MOA.
6. Notify the City concerning any deficiencies in the City Documents and what
additional information or corrections are needed.
B. City shall:
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1. Designate a point -of -contact with name, title, and contact information who
will serve as the City's project manager throughout the Project. If the point -
of -contact is reassigned or no longer with the City, a new point -of -contact will
be designated within seven (7) calendar days.
2. Utilize the Subrecipient Funding only for expenditures directly related to the
Scope of Services attached hereto as Exhibit `B" and incorporated herein by
reference ("Scope of Services") and otherwise ensure that all expenditures
meet all requirements of the County LSF Agreement and this MOA.
3. Be responsible for implementation of the Scope of Services, including, but not
limited to retaining such consultants and contractors as necessary to complete
the Scope of Services and obtaining from such consultants and contractors all
information that may be needed to ensure the City Documents meet the
requirements of this MOA.
4. Be solely responsible for paying any such consultants and contractors from the
Subrecipient Funding or other City funds.
5. Participate in check-in calls and/or meetings with the SGVCOG and/or County
as reasonably requested, and promptly respond to SGVCOG and/or County
requests for information, Scope of Services status, and any deficiencies noted
by the SGVCOG and/or the County in the City Documents. .
6. Timely provide to the SGVCOG all City Documents that are required under
this MOA and otherwise to enable the SGVCOG to fulfill its reporting
obligations under the County LSF Agreement with respect to the Subrecipient
Funding. City agrees and acknowledges that the SGVCOG will primarily be
relying on the City Documents with respect to the SGVCOG's reporting
obligations under the County LSF Agreement with respect to the Subrecipient
Funding. To the extent that the County determines there any deficiencies in
such SGVCOG's reporting obligations that arise in whole or part from City
Documents containing errors, misrepresentations, omissions or any other
deficiencies, City shall promptly correct such deficiencies upon notice from
the SGVCOG, but in no event in less than five (5) business days from the date
of the SGVCOG's notification to the City of such errors or omissions.
7. Provide quarterly reports in a form acceptable to the SGVCOG that includes,
but is not limited to, information describing the implementation of the Scope
of Services and expenditures related to such work and all other information
required by the SGVCOG to meet its reporting obligations under the County
LSF Agreement. The City acknowledges that under the County LSF
Agreement the SGVCOG is required to submit quarterly reports by the 30'
day of October of 2025, and January, April, and July of 2026 and that such
quarterly reports must contain information regarding the City's use of the
Subrecipient Funding. Asa result, the City's quarterly reports shall be due by
the 15' of October of 2025, and January, April and July of 2026.
8. Provide an annual report by August 1, 2026, containing all the information
required by the SGVCOG to fulfill its annual reporting obligations under the
County LSF Agreement, including but not limited to, an accounting
evidencing whether the City spent 70% by June 15, 2026, of the Subrecipient
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Funding during fiscal year 2025-26. The City acknowledges that under the
County LSF Agreement the SGVCOG is required to submit its annual report
on October 1, 2026 and that such annual report must contain information
regarding the City's use of the Subrecipient Funding. As a result, the City's
annual report shall be submitted to the SGVCOG by August 1, 2026.
9. Expend 50% of Subrecipient Funding by April 1, 2026. If City is unable to
expend 50% of Subrecipient Funding, City must submit a written plan for how
it will expend 70% of Subrecipient Funding by June 15, 2026. The City
acknowledges that under the County LSF Agreement, effective October 1,
2027, if the SGVCOG has unexpended funds equaling 30% or more of its
allocated proceeds from the Local Solutions Fund in two consecutive annual
reports, the excess amount exceeding the 30% threshold will be returned to the
County LSF. As a result, the City shall ensure that its expenditures meet that
target. If the City fails to meet this target, the SGVCOG, in accordance with
this MOA and the County LSF Agreement, the amount of Subrecipient
Funding exceeding the 30% threshold will be reallocated and transferred to
regional programs.
10. Submit requests to amend Exhibit C to the SGVCOG as soon as possible and
no later than April 1, 2026. The City acknowledges that under the County LSF
Agreement, the SGVCOG is required to submit budget amendment requests
to the County for County approval. SGVCOG cannot guarantee that such
modifications will be approved by the County.
11. At all times be a member of the SGVCOG in good standing (meaning current
with dues owed as a SGVCOG member agency and not suspended) throughout
the term of this MOA. Should City provided notice of withdrawal from the
SGVCOG pursuant to the Joint Powers Agreement forming the SGVCOG, the
SGVCOG may, in its discretion, terminate this Agreement upon written
notice.
A. City must submit invoices on a monthly basis, no later than the fifteenth (15th)
day of each month, evidencing all eligible costs and expenses incurred. City must
provide all necessary documentation, including but not limited to invoices and
deliverables, as support for the invoice. The invoice must include all work
completed during the previous month. City's final invoice shall be submitted
within thirty (30) days of the end of the MOA term.
B. If City does not timely submit invoices, then at the SGVCOG's sole discretion,
all work intended to be paid by such invoice may be considered gratuitous effort
on the part of the City, for which City has no claim whatsoever against the
SGVCOG.
C. City shall be liable and solely responsible for repayment to SGVCOG of any
Project reimbursement requests denied by the County pursuant to Section VIII.C.
of the County LSF Agreement resulting solely from City's failure to timely
submit invoices to SGVCOG in accordance with this MOA.
D. City must submit reports, consistent with a format approved by the SGVCOG, by
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the 15th of the month detailing outcomes during the service period.
IV. PROJECT MANAGEMENT:
A. Project Managers.
1. For the purposes of this MOA, SGVCOG designates the following individual
as its Project Manager:
Samantha Piedra
Senior Management Analyst
(626)373-2484
soiedra@ssgvcog.or¢
2. For the purposes of this MOA, the City designates the following individual as
its representative:
Amanda Moreno
Administrative Services Manager
(626) 569-2102
amoreno@rosemeadea.gov
Either Party may change the designations set forth herein upon written notice to
the other Parry that includes all the information for the representative required by
this Section IV.
IV. DEFAULT: REMEDIES:
A. Default. A "Default' under this MOA is defined as any one or more of the
following: (i) failure of either Party to comply with the terms and conditions
contained in this MOA; and/or (ii) failure of either Party to perform its
obligations set forth herein satisfactorily.
B. Remedies. In the event of a Default by either Party, the non -defaulting Party
will provide a written notice of such Default and thirty (30) days to cure the
Default. In the event that the defaulting Party fails to cure the Default, or commit
to cure the Default and commence the same within such 30 -day period and to the
satisfaction of the non -defaulting Party, the non -defaulting Party may terminate
this MOA. Such termination shall be effective immediately upon the provision
of written notice by the non -defaulting Party to the defaulting Party. The
remedies described herein are non-exclusive. In the event of a Default by either
Party, the non -defaulting Party shall have the right to seek any and all remedies
available at law or in equity. Notwithstanding the foregoing, the SGVCOG is
under no obligation to provide the City with the opportunity to cure a default
which has resulted in the City not being a member in good standing as set forth
in Section II.B.10 above.
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V. INDEMNIFICATION:
A. City agrees to defend, indemnify, and hold free and harmless the SGVCOG, its
member agencies, and their respective elected and appointed boards, officials,
officers, agents, employees, and volunteers (collectively, the "SGVCOG
Indemnitees"), at City's sole expense, from and against any and all claims, actions,
suits, or other legal proceedings (collectively, "Claims") brought against the
SGVCOG Indemnitees arising out of or relating to the acts or omissions of City
in connection with this MOA, including, but not limited to, penalties, fines, or
demands for reimbursement of LHF proceeds that are caused by or related to the
City's errors, misrepresentations, omissions, or other deficiencies in the City
Documents, including not timely provide reports within the time provided in this
MOA.
B. SGVCOG agrees to defend, indemnify, and hold free and harmless the City, its
elected officials, officers, agents, employees, and volunteers, at SGVCOG's sole
expense, from and against any and all claims, actions, suits, or other legal
proceedings brought against the City, its elected officials, officers, agents,
employees, and volunteers arising out of or relating to the negligent or willful acts
of the SGVCOG in connection with this MOA.
C. To the extent allowed by State law, City shall require that any consultants it retains
to perform Scope of Services, defend and indemnify the SGVCOG Indemnitees
from and against any and all Claims brought against the SGVCOG Indemnitees
arising out of or relating to the acts or omissions of the consultant(s) in connection
with the Scope of Services, in the agreement between the consultant and the City
and to name the SGVCOG Indemnitees as an additional insured.
D. The indemnity obligations stated in this section shall survive termination of this
MOA.
VI. TERMINATION
A. This MOA may be terminated by the SGVCOG at any time that the City is no longer a
SGVCOG member in good standing as set forth in Section II.B.10 above or has given
the SGVOCG notice of withdrawal from the SGVCOG. Termination will occur the
later of the date set forth in the notice or three calendar days (Sundays excluded) from
the date the SGVCOG's notice of termination is deposited in the U.S. Mail, postage
pre -paid, at the address provided in this MOA for notices or such new replacement
address that the City provides in writing to the SGVCOG. In addition to the delivery
by U.S. Mail, notices may also be sent by electronic mail As of the effective date of
any such termination the City shall no longer be eligible to expend its Subrecipient
Funding and shall immediately cease implementation of the Scope of Services and not
further expend any Subrecipient Funding except those which are reasonably and
necessarily incurred up to the effective date of termination and expended in accordance
with this MOA. The City shall return all unexpended proceeds from the Subrecipient
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Funding with 15 calendar days of the effective date of the SGVCOG's notice of
termination and provide for an accounting of such funds to the reasonable satisfaction
of the SGVCOG. Funds not returned within that time shall accrue interest at the rate
of 10% per annum. The City's return of unexpended proceeds shall not relieve it of any
obligations it might otherwise have to return any portion of the Subrecipient Funding
that might be required of the SGVCOG under the County LSF MOA and/or because it
is later determined that the City's expenditures were otherwise not in compliance with
this MOA.
B. This MOA may be terminated for cause at any time for a material default by either
Party upon written notice to the other Party. Prior to such termination, the non -
defaulting Party shall notify the defaulting Party of the action or non -action constituting
the material default. The defaulting Party shall have 10 business days in which to cure
the default. If the default cannot be reasonably cured within 10 business days, the
defaulting Party shall commence the cure within the 10 business days and work
promptly to cure the default within in a reasonable time, but in no event, more than 30
calendar days. If not cured to the reasonable satisfaction of the non -defaulting Party
issuing the written notice within such time periods, the non -defaulting Party shall
provide notice of the failure to cure to the defaulting Party and the MOA shall terminate
three calendar days after the date the notice is deposited in the U.S. Mail, unless
otherwise stated at a later time in the written notice.
VII. INSURANCE:
A. City and SGVCOG shall maintain and keep in full force and effect during the term
of this MOA insurance or a program of self-insurance against claims for injuries
to persons or damages to property which may arise in connection with City's or
SGVCOG's performance of its obligations hereunder.
VHI. BOOKS AND RECORDS/RIGHT TO AUDIT
A. Maintenance of Books and Records. City shall maintain all ledgers, books of
account, invoices, vouchers, canceled checks, or other documents or records
evidencing or relating to work, services, expenditures, and disbursements charged
to SGVCOG pursuant to this MOA (collectively, "Books and Records"). All such
Books and Records shall be maintained in accordance with generally accepted
accounting principles and shall be sufficiently complete and detailed so as to permit
an accurate evaluation of the services provided by City pursuant to this MOA. All
such documents or records shall be maintained for five (5) years from the date of
execution of this MOA and to the extent required by laws relating to audits of
SGVCOG and its expenditures and the County LSF Agreement.
B Riaht to Audit. The SGVCOG and/or the County shall have the right to examine
and audit all of City's Books and Records to determine compliance with the terms
of this MOA, verify performance and determine the validity of City's expenditures.
City shall reasonably cooperate with the SGVCOG and/or the County in its
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examination and auditing and make such Books and Records, available to the
SGVCOG or the County within five business days of SGVCOG's or County's
written request during City's normal business hours. The SGVCOG and/or the
County shall pay for the cost of the audit; provided that in the event the audit
determines that during the period audited that any City expenditures of 3% or more
were invalid, then City shall be liable to the SGVCOG for the reasonable costs of
its audit. To the extent the audit disallows any expenditures paid from the
Subrecipient Funding, City shall reimburse the SGVCOG with 30 days of
SGVCOG's written demand for such amount and if applicable, the cost of the audit.
In the alternative, the SGVCOG may, in its discretion, withhold the amount of the
disallowed expenditure and the cost of the audit from any future LSF funds
allocated to the City. Should City fail to reimburse the SGVCOG within 30 days
of SGVCOG's written demand, interest shall accrue on the amount owed at the rate
of 10 percent per month or the maximum amount allowable by law, whichever is
less, until fully paid.
IX. OTHER TERMS AND CONDITIONS:
A. Notices. All notices required or permitted to be given under this MOA shall be in
writing and shall be personally delivered, or sent by electronic mail or certified mail,
postage prepaid and return receipt requested, addressed as follows:
To SGVCOG: Samantha Piedra
Senior Management Analyst
San Gabriel Valley Council of Governments
1333 S. Mayflower, Suite 360
Monrovia, CA 91016
sniedra@ssgvcog.ors
with a copy to: Marisa Creter
Executive Director
San Gabriel Valley Council of Governments
1333 S. Mayflower, Suite 360
Monrovia, CA 91016
mcretergssgvcog ors
To City: Amanda Moreno
Administrative Services Manager
8838 E. Valley Blvd.
Rosemead, CA 91770
amoreno@rosemeadca.gov
with a copy to: Ben Kim
City Manager
8838 E. Valley Blvd.
Rosemead, CA 91770
bkim@rosemeadca.gov
rosemeadca.gov
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B. No Partnership. This MOA is not intended to be, and shall not be construed as, an
agreement to form a partnership, agency relationship, or ajoint venture between the
Parties. Except as otherwise specifically provided in the MOA, neither Party shall be
authorized to act as an agent of or otherwise to represent the other Parry.
C. Entire MOA. This MOA and any exhibits attached hereto, constitute the entire
understanding between the Parties with respect to the subject matter herein and
supersedes any and all other prior writings and oral negotiations. Except for changes
in the designation of representatives and the address for notices, this MOA may be
modified only by way of a written amendment and signed by the Parties in interest
at the time of such modification. To the extent there is any conflict between this
MOA and the County LSF Agreement then the County LSF Agreement shall control.
D. Governing Law. This MOA shall be governed by and construed under California law
and any applicable federal law without giving effect to that body of laws pertaining
to conflict of laws. In the event of any legal action to enforce or interpret this MOA,
the Parties hereto agree that the sole and exclusive venue shall be a court of
competent jurisdiction located in Los Angeles County, California.
E. Attorneys' Fees. In the event that there is any litigation or other legal proceeding
between the Parties in connection with this MOA, each Party shall bear its own costs
and expenses, including attorneys' fees; provided that if the SGVCOG institutes
litigation to recover any amounts owed to it by the City, the prevailing Party in any
such action as determined by a court of competent jurisdiction or binding arbitration,
should the Parties submit to same, shall be entitled to all reasonable costs and
expenses, including attorneys' fees.
F. Excusable Delays. Neither Party shall be considered in default in the performance of
its obligations hereunder to the extent that the performance of any such obligation is
prevented or delayed by unforeseen causes including acts of God, floods,
earthquakes, fires, acts of a public enemy, pandemic, epidemic, and government acts
beyond the control and without fault or negligence of the affected Party. Each Party
hereto shall give notice promptly to the other of the nature and extent of any such
circumstances claimed to delay, hinder, or prevent performance of any obligations
under this MOA.
G. Waiver. Waiver by any Party to this MOA of any term, condition, or covenant of this
MOA shall not constitute a waiver of any other term, condition, or covenant. No
waiver of any provision of this MOA shall be effective unless in writing and signed
by a duly authorized representative of the Party against whom enforcement of a
waiver is sought.
H. Headines. The section headings contained in this MOA are for convenience and
identification only and shall not be deemed to limit or define the contents to which
they relate.
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I. Assi ng menti. Neither Parry may assign its interest in this MOA, or any part thereof,
without the prior written consent of the other Party. Any assignment without consent
shall be void and unenforceable.
Severability. If any provision of this MOA is held by a court of competent
jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall
nevertheless continue in full force without being impaired or invalidated in anyway.
K. Authority to Execute. The person executing this MOA on behalf of a Party warrant
that they are duly authorized to execute this MOA on behalf of said Party, and that
by doing so said Party is formally bound to the provisions of this MOA.
L. Nondiscrimination. Neither Party shall discriminate as to race, color, creed, religion,
sex, marital status, national origin, ancestry, age, physical or mental handicap,
medical condition, or sexual orientation, in the performance of its services and duties
pursuant to this MOA and will comply with all rules and regulations of the SGVCOG
and/or County relating thereto. Such nondiscrimination shall include, but not be
limited to, the following: employment; upgrading; demotion; transfers; recruitment
or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and selection for training, including apprenticeship.
M. Counterparts. This MOA may be executed in multiple counterparts, each of which
shall be deemed an original, but all of which taken together shall constitute one
and the same instrument.
N. Electronic Signatures. This MOA may be executed with electronic signatures in
accordance with Government Code Section 16.5. Such electronic signatures will be
treated in all respects as having the same effect as an original signature.
[signatures on following page]
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IN WITNESS WHEREOF, the Parties hereto have caused this MOA to be executed
to be effective as of the day and year fust above written.
FOR THE CITY OF ROSEMEAD
FOR THE SGVCOG
By: kjLViSX Wt.Y
Marisa Creter,
Executive Director
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Approved as to form:
By: i {aY
hel kichman
City Attorney
Approved as to form:
�aSSit, �il't,Sdbue�k.
Cassie Trapesonian,
General Counsel
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Exhibit A
County LSF Agreement
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FUNDING AGREEMENT
BETWEEN COUNTY OF LOS ANGELES AND
SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS
FOR
LOCAL SOLUTIONS FUND
CONTRACT NUMBER: HI -25-015
The Funding Agreement is made and entered into by and between the County of Los Angeles,
hereinafter referred to as "County" and San Gabriel Valley Council of Governments referred to
as "Local Jurisdiction" or "SGVCOG". The County and Local Jurisdiction shall collectively be
referred to as "Parties".
RECITALS:
WHEREAS, on November 4, 2024, the voters of Los Angeles County approved the Affordable
Housing, Homelessness Solutions, and Prevention Now Transactions and Use Tax Ordinance
("Measure A" or the "Ordinance"), a one-half cent sales tax countywide, to fund critical programs
designed to reduce and prevent homelessness within the County;
WHEREAS, the County has received a portion of the proceeds from the tax imposed by
Measure A for Comprehensive Homelessness Services, the Local Solutions Fund, and
Homelessness Solutions Innovations which it distributes to eligible programs and services in
accordance with Measure A;
WHEREAS, pursuant to Measure A, the County shall allocate funds from the Local Solutions
Fund to cities, councils of governments, and/or the County on behalf of its unincorporated areas;
WHEREAS, on March 25, 2025, the County Board of Supervisors ('Board"), in consultation with
cities within the County, determined that Formula 4, based on 90% of the multi-year average
point -in -time count and 10% of the American Community Survey proxy data, is the appropriate
method for distributing Local Solutions Fund to cities, councils of governments, and to the
County on behalf of its unincorporated areas;
WHEREAS, services and programs funded by the Local Solutions Fund shall support a variety
of services and programs aimed at addressing homelessness, including but not limited to
physical and mental health care, emergency housing, permanent housing, job counseling,
substance use disorder treatment, short-term rental subsidies, and other related services, as
well as the collection and analysis of data to assess the effectiveness of such services and
programs;
WHEREAS, services and programs funded by Local Solutions Fund shall contribute to
achieving the five outcome goals outlined in Measure A by demonstrating measurable progress
from baseline metrics toward target metrics ("Metrics") as adopted by the Board on March 25,
2025;
WHEREAS, services and programs funded by the Local Solutions Fund must align with the
purposes enumerated in Measure A and the Regional Plan adopted by the Board on March 25,
2025, which sets goals and objectives to reduce homelessness and expand affordable housing
in accordance with Measure A;
WHEREAS, services and programs funded by the Local Solutions Fund shall adhere to best
practices for the standardization of care, including but not limited to facilitating connections to
behavioral and mental health services, medical care, and other services, and create
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connections to mainstream safety net programs supported by County, State, and federal funds,
including connections to medical and mental health care and other entitlement programs;
WHEREAS, the Local Jurisdiction agrees to perform its obligations under this Agreement in a
manner consistent with and supportive of the goals and purposes outlined in Measure A, and
the Metrics, Regional Plan, and best practices for the standardization of care; and
WHEREAS, the Parties desire to enter into this Agreement to formalize the allocation of
Measure A funds, which is approved by the Board annually, establish accountability measures,
and ensure the effective use of Measure A funds to achieve the stated goals in Measure A to
prevent and reduce homelessness and increase access to affordable housing, subject to all the
conditions required by Measure A.
NOW THEREFORE, in consideration of the mutual covenants contained herein, and for good
and valuable consideration, the Parties agree to the following:
PURPOSE AND SCOPE
A. Purpose of Affordable Housing, Homelessness Solutions, And Prevention Now
Transactions and Use Tax Ordinance ("Measure A"): The allocation of Measure A
funds from the Local Solutions Fund to the Local Jurisdiction is to be used solely
for services and programs consistent with the purposes enumerated in the
Ordinance or for the purposes set forth in Government Code section 64700 et seq.,
including but not limited to homelessness prevention, homelessness services, or
affordable housing programs in Los Angeles County.
B. Scope: Local Jurisdiction shall use Measure A funds for the purposes and goals
specified in Measure A and the goals and objectives outlined in the Regional Plan
adopted by the County Board on March 25, 2025, which aims to reduce
homelessness and expand affordable housing. Local Jurisdiction shall use
Measure A funds for the uses as set forth in Measure A, including, but not limited
to:
1. Preventing Homelessness;
2. Mental Health;
3. Outpatient and residential substance use treatment;
4. Case management and outreach services;
5. Employment services;
6. Expedited placements in permanent housing;
7. Enhanced emergency housing and interim housing;
8. Enhanced services for transition -age youth and children; and
9. Affordable housing for people experiencing, or at risk of homelessness.
II. TERM
The term of this Agreement shall commence upon execution by the Parties and shall
remain in force through June 30, 2031, contingent upon available funding and program
performance set forth in this Agreement, unless sooner terminated or extended, in whole
or in part, as provided in this Agreement.
III. FUNDING ALLOCATION
A. Amount of Funds: Local Jurisdiction shall receive a portion of County's Measure A
allocation in an amount not to exceed $3,862,470 ("Funds") for Fiscal Year 2025-
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2026. Funding amounts for subsequent fiscal years for the Term is contingent upon
the County's receipt of allocated Measure A funds and annual approval by the
County Board. Funds are to implement programs and services aimed at preventing
and reducing homelessness and increasing access to affordable housing (the
"Project"), subject to Measure A, and as further described in this Agreement and
Exhibit A, Project Description and Budget, which is attached and incorporated herein
by reference. Local Jurisdiction agrees to use Funds as described in Exhibit A,
Project Description and Budget. The County reserves the right, in its sole discretion,
to adjust the Local Solutions Fund allocation based on actual Measure A tax
revenues received by the County. The Local Jurisdiction shall have no claim against
the County for payment of any money or reimbursement, of any kind whatsoever, for
any Project provided by the Local Jurisdiction after the expiration or other termination
of this Agreement. Should the Local Jurisdiction receive any such payment, it shall
immediately notify the County and shall immediately repay all such funds to the
County. Payment by the County for Project rendered after the expiration and/or
termination of this Agreement shall not constitute a waiver of the County's right to
recover such payment from the Local Jurisdiction. This provision shall survive the
expiration or other termination of this Agreement.
B. Use of Funds: Local Jurisdiction agrees to use the allocated Funds as described in
their approved budget, exclusively for Measure A eligible Project, and as further
described in this Agreement and Exhibit A, Project Description and Budget, and the
goals and metrics outlined in Section IV of this Agreement. Any misspent or
disallowed Funds must be fully reimbursed to the County, upon County's request.
All Parties agree to be bound by all applicable federal, state, and local laws,
ordinances, regulations, and directives as they pertain to the performance of this
Agreement.
C. Prohibited Uses of Funds: The Funds are intended to support best practices,
policies, and programs implemented by departments, agencies, or organizations that
are primarily formed to provide services to and support people who are experiencing
homelessness, at risk of homelessness, or are low-income. Per Measure A, the
Funds may not be used to fund investigations or prosecutions to pursue criminal,
civil, or administrative penalties against people experiencing homelessness or other
low-income people.
D. Notification of Reaching Seventy -Five Percent (75%) of Total Agreement Sum or
Individual Project Budgets: Local Jurisdiction must maintain a system of record
keeping that will allow the Local Jurisdiction to determine when it has incurred
seventy-five percent of either the total Agreement sum or the individual project
budget specified in Exhibit A, Project Description and Budget, for each listed project,
whichever is reached first. Upon occurrence of this event, the Local Jurisdiction must
send written notification to County at the address herein provided in Section XV of
this Agreement. If the seventy-five percent threshold for an individual project budget
is reached, the notice must identify the specific Project(s) to which it applies.
E. Supplanting of Funds: Local Jurisdiction shall not use the Funds to supplant or
replace existing funding sources supporting Local Jurisdiction's programs,
operations, or services, except as expressly permitted in this Section. The County
may approve the use of the Funds to supplant existing funding sources only under
the following limited circumstances, all of which must be justified in writing by the
Local Jurisdiction and approved in writing by the County prior to the execution of this
Agreement or any amendment authorizing such use:
1. The Funds are allocated to advance the goals outlined in Section IV.A.1 and
3, specifically: to increase the number of people moving from encampments
into permanent housing to reduce unsheltered homelessness, and increase
the number of people permanently leaving homelessness;
2. The supplanting of funds is necessary to prevent the loss of interim or
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permanent housing or services for people experiencing homelessness;
3. The supplanting of funds maintains or increases the Local Jurisdiction's
ability to achieve the goals stated above; and
4. Local Jurisdiction agrees to redirect the local funds being replaced by the
Funds to another eligible use under this Agreement that advances one or
more of the goals set forth in Section ]VA.
Local Jurisdiction shall submit an annual certification of compliance to the County no later
than October 1 of each year. The certification shall be signed by an authorized
representative of Local Jurisdiction and must affirm compliance with all requirements set
forth in this Section. The County reserves the right to request supporting documentation,
including documentation showing the eligible use of the redirected funds, to verify
compliance with this Section. If Local Jurisdiction fails to comply, the County may exercise
any remedies available under this Agreement, including withholding of Funds or
terminating the Agreement.
IV. GOALS AND METRICS
A. Goals: The Parties agree to work collaboratively to achieve the following goals:
1. Increase the number of people moving from encampments into permanent
housing to reduce unsheltered homelessness;
2. Reduce the number of people with mental illness and/or substance use
disorders who experience homelessness;
3. Increase the number of people permanently leaving homelessness;
4. Prevent people from falling into homelessness; and
5. Increase the number of affordable housing units in Los Angeles County.
B. Baseline Metrics, Target Metrics, Key Performance Indicators, and Key System
Performance Metrics: Local Jurisdiction shall work towards achieving the metrics
and key performance indicators as follows:
1. Demonstrating progress from the baseline metrics toward the target metrics
as set forth in Exhibit B, Measure A Goals and Recommended Targets, which
are attached and incorporated herein by reference. Project funded by the
Funds shall contribute to achieving the goals in Section W.A.
2. Project Specific Key Performance Indicators ("PS-KPIs") and Project Specific
Target Outcomes related to the use of the Funds, as set forth in Exhibit A,
Project Description and Budget. The Parties will amend this Agreement to
incorporate any additional or revised key performance indicators approved
by the County.
3. Key system performance metrics related to the use of the Funds, including,
but are not limited to:
a. Creating a standardization of basic services to bring people inside
and ensure that people have access to social services, medical care,
and behavioral/mental health care.
b. Establishing a homeless -service -delivery system more accessible to
all communities;
C. Meeting regional housing needs for "Lower Income Households,"
which has the same meaning as defined in California Health and
Safety Code section 50079.5;
d. Using an equity lens and reducing racial disparities and
disproportionate impact of homelessness and housing insecurity for
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critical populations, including but not limited to veterans, seniors,
transition -age youth, families with children, people with disabilities,
people with animal companions, women, members of LGBTQIA+
communities, survivors of domestic violence, overrepresented racial
groups, and others at risk of homelessness; and
e. Increasing accountability and transparency in the use of public funds.
4. The Parties will amend this Agreement to incorporate any additional or
revised metrics and key performance indicators approved by the County.
V. REGIONAL PLAN AND BEST PRACTICES
A. Alignment with Regional Plan: Local Jurisdiction shall ensure that its Project funded
by the Funds align with the County's adopted regional plan and contribute to the
achievement of its stated goals and objectives. Local Jurisdiction shall coordinate
with County's efforts to combat homelessness, including collection of data to build a
more comprehensive and inclusive version of the Regional Plan and provide
continual updates to create a "living" Regional Plan. The County's Regional Plan is
attached as Exhibit C, Measure A Regional Plan, and incorporated herein by
reference.
B. Best Practices for Standardization of Care: Local Jurisdiction shall implement best
practices for the standardization of care, including but not limited to connections to
behavioral and mental health, medical care, and other programs and services.
Project funded by the Funds should aim to create connections to mainstream safety
net programs supported by other funds from the County, state, and federal
governments, including connections to medical and mental health care supported
by state and federal programs as well as other entitlement programs. Funding for
Project shall be allocated according to need and equity, considering factors such as
the point -in -time count or other similar measures of the population experiencing
homelessness or housing instability. Local Jurisdiction shall also comply with any
additional best practices for standardization of care, including guidance and key
performance indicators approved by the County. The Parties will amend this
Agreement as needed to incorporate such County -approved standards of care as
an exhibit.
VI. CONSTRUCTION AND REHABILITATION WORK
A. Prevailing Wages: Any construction or rehabilitation project receiving Funds or
financed under Funds, including but not limited to a project of fewer than 40 units,
shall constitute a public work for which prevailing wages shall be paid for purposes
of Chapter 1 (commencing with Section 1720) of Part 7 of Division 2 of the California
Labor Code.
B. Project Labor Agreement for Projects with 40 or More Units: A project of 40 or more
units is eligible to receive Funds or financed under Funds only if all construction and
rehabilitation is subject to the City of Los Angeles Department of Public Works
Project Labor Agreement 2020-2030 if the project is within the City of Los Angeles,
or the Countywide Community Workforce Agreement, executed by the Chief
Executive Officer on June 7, 2023, if the project is elsewhere or any successor to
either agreement. For purposes of this Section, the number of units means the
maximum number of units authorized in an entitlement granted by the land use
permitting authority for a development project, regardless of whether construction or
rehabilitation proceeds in phases or project ownership is divided.
C. Alternative Project Labor Agreement: Notwithstanding Section VI.B, above, if a
project labor agreement is agreed between Local Jurisdiction or its project
developer, the Los Angeles/Orange Counties Building and Construction Trades
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Council, and the Western States Regional Council of Carpenters, then a project with
40 or more units is eligible to receive funding or financing from Measure A if all
construction and rehabilitation is subject to that project labor agreement.
D. Designated Enforcement Agency (DEA): Local Jurisdiction acknowledges that the
DEA has the authority to enforce Labor Code Sections 1720-1815, as amended from
time to time, for projects funded by the Funds. Any developer, contractor, or
subcontractor as to such projects shall be required to cooperate fully in any
investigation the DEA initiates. For projects located in the City of Los Angeles, the
DEA shall be the Department of Public Works, Bureau of Contract Administration.
For projects located elsewhere, Local Jurisdiction shall act as or designate the DEA.
The DEA shall be authorized to work with joint labor management committees
established pursuant to the federal Labor Management Cooperation act of 1978 (29
U.S.C. section 175a) in order to carry out the enforcement/investigation duties under
Measure A. A joint labor management committee may bring an action in any court
of competent jurisdiction against an employer that fails to comply with the labor
standards required by this Agreement and Measure A.
E. Compliance and Cooperation: Local Jurisdiction, including Local Jurisdiction's
developers, contractors, and subcontractors, shall comply with the prevailing wage
requirements, project labor agreement requirements, and any other labor standards
set forth in this section. Failure to comply may result in enforcement actions,
including but not limited to withholding of funds, or termination of this Agreement per
Section XIV.J. Termination.
VII. RECRUITMENT AND RETENTION OF HOMELESSNESS SERVICE AND
PREVENTION WORKERS
A. All Local Jurisdiction's contracts that use Funds to pay for social services positions,
including but not limited to homelessness services and eviction prevention workers,
must:
1. Set sufficient payment rates to enable contractors to pay wages aligned with
public and private market conditions;
2. Allow amendments, as needed, to provide that incentives and wage
increases for cost of living similar to those offered to County staff and/or Los
Angeles Homeless Services Authority (LAHSA) staff are also available to
service provider and prevention worker staff;
3. Allow annual adjustments to reflect cost -of -living adjustments, increases in
administrative allowances, and operational cost changes due to inflation or
other factors (such as supply shortages, insurance market changes, etc.);
4. Be paid in a timely manner to prevent unnecessary cost increases borne by
service providers; and
5. Not result in displacement of public employees.
B. The requirements under Section VILA. shall be fully implemented and enforced by
July 1, 2026, to allow for necessary administrative, budgetary, and contractual
adjustments while ensuring compliance with Measure A. During the transition
period, Local Jurisdiction shall coordinate with the County to align all Measure A -
funded social services positions with the requirements set forth in this Section to the
maximum extent feasible.
VIII. INVOICING AND PAYMENT
A. The Local Jurisdiction must invoice the County only for the tasks, deliverables,
goods, services, and other work specified in Exhibit A, Project Description and
Budget, and elsewhere hereunder. The Local Jurisdiction's payments will be as
provided in Exhibit A, and the Local Jurisdiction will be paid only for the tasks,
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deliverables, goods, services, and other work approved in writing by the County. If
the County does not approve work in writing, no payment for any services will be
due to the Local Jurisdiction, including for work rendered.
B. The Local Jurisdiction's invoices must contain the information set forth in Exhibit A,
Project Description and Budget, describing the tasks, deliverables, goods, services,
work hours, and facility and/or other work for which payment is claimed. The Local
Jurisdiction must prepare invoices, which will include the charges owed to the Local
Jurisdiction by the County under the terms of this Agreement and in accordance with
Exhibit A.
C. The Local Jurisdiction must submit monthly invoices to the County by the 15th
calendar day of the month following the month of service. All invoices under this
Agreement must be submitted to the County's Project Manager. If County does not
receive the invoices timely, then at the County's sole discretion, all work intended to
be paid by such invoice may be considered gratuitous effort on the part of the Local
Jurisdiction, for which Local Jurisdiction has no claim whatsoever against County.
D. All invoices submitted by the Local Jurisdiction for payment must have the written
approval of the County's Project Manager prior to any payment thereof. In no event
will the County be liable or responsible for any payment prior to such written
approval. Approval for payment will not be unreasonably withheld.
E. Default Method of Payment: Direct Deposit or Electronic Funds Transfer
i. The County, at its sole discretion, has determined that the most efficient and
secure default form of payment for goods and/or services provided under the
Agreement with the County shall be Electronic Funds Transfer (EFT) or direct
deposit, unless an alternative method of payment is deemed appropriate by the
Auditor -Controller (A -C).
ii. Local Jurisdiction shall submit a direct deposit authorization request via the
website https://directdeposit.lacounty.gov with banking and vendor information,
and any other information that the A -C determines is reasonably necessary to
process the payment and comply with all accounting, record keeping, and tax
reporting requirements.
iii. Any provision of law, grant, or funding agreement requiring a specific form or
method of payment other than EFT or direct deposit shall supersede this
requirement with respect to those payments.
iv. At any time during the duration of the Agreement, Local Jurisdiction may submit
a written request for an exemption to this requirement. Such request must be
based on specific legal, business, or operational needs and explain why the
payment method designated by the A -C is not feasible and an alternative is
necessary. The A -C, in consultation with the contracting County department(s),
shall decide whether to approve exemption requests.
IX ACCOUNTABILITY AND REPORTING
Local Jurisdiction shall complete financial and status reports on the dates specified as
follows:
A. Project Review and Evaluation: The County will monitor, evaluate, and provide
guidance to the Local Jurisdiction in the performance of the Measure A Funds
allocated to Local Jurisdiction. Reviews will focus on the extent to which the planned
Measure A Funds have been implemented and measurable goals achieved,
effectiveness of the Project management, and impact of the Project.
The Local Jurisdiction shall make available for inspection to authorized County and
their agents, for the term of this Agreement and for a period of five (5) years from
the expiration date of this Agreement, all records, including financial, pertaining to
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its performance under this Agreement, and allow said County personnel and agents
to inspect and monitor the Local Jurisdiction Measure A funded Project, and
interview the Local Jurisdiction's staff and Project participants, as required by the
County and in compliance with Measure A.
Failure of the Local Jurisdiction to comply with the requirements of this Section shall
constitute a material breach of the Agreement upon which the County, through its
Chief Executive Officer, or designee, may cancel, terminate this Agreement.
B. Reports and Records:
The Local Jurisdiction agrees to prepare and submit financial, Project progress,
monitoring, evaluation, or other reports required by the County. The Local
Jurisdiction shall maintain and permit onsite inspections of such property, personnel,
financial, and other records and accounts as are considered necessary by the
County to assure proper accounting for all Agreement Measure A Funds during the
Term of this Agreement and for a total of five (5) years thereafter. The Local
Jurisdiction will ensure that its employees, agents, City Council members, officers,
and board members furnish such information, which in the judgment of County
representatives, may be relevant to a question of compliance with contractual
conditions, with the County directives, or with the effectiveness, legality, and
achievements of the Local Solutions Fund.
1. Quarterly Reports: Local Jurisdiction shall submit a quarterly report using a
County approved method that details the status of work performed, including
project specific key performance indicators and target specific outcomes. All
quarterly reports and supporting documents shall be submitted to County
within 30 days after each quarter. A quarterly reporting template is attached
and incorporated herein by reference as (Exhibit E).
2. Annual Reports: Local Jurisdiction shall submit an annual report to the
County by October 1 st of each year detailing the use of the Funds, including:
1) the amounts of Funds received and spent in the previous fiscal year, 2)
the status of any projects or work funded by the Funds, and 3) any Funds
carried over from previous years and to be carried over to future years.
3. Certification: Local Jurisdiction shall provide a certification, in a form provided
by County, to be signed by its Executive Director, City Manager, or designee,
with each report required under this Section IX that the statements contained
in the report are, to the best of Local Jurisdiction's knowledge and
understanding, true and accurate and that the expenditures described in the
report comply with the uses permitted under Section III, Funding Allocation,
Exhibit A, Project Description and Budget, and as authorized by the County
Board.
C. Public Availability: Local Jurisdiction shall make the annual reports and records
publicly available, without charge, including by posting them on its website for at
least five (5) years after they are completed, to ensure transparency and
accountability in the use of public funds.
D. Data Collection and Reporting: The Local Jurisdiction agrees to collect and report
data as required by this Agreement to assess the effectiveness of funded Project,
facilitate reporting, monitoring, and outcome analysis. This includes providing data
on outcomes related to homelessness prevention, housing stability, mental health
treatment, substance use disorder treatment, and other relevant indicators. To the
extent feasible, the County will require the Local Jurisdiction to report expenditures
and other key metrics in a uniform manner.
E. Accounting: The Local Jurisdiction shall establish and maintain on a current basis
an adequate accounting system in accordance with Generally Accepted Accounting
Principles ("GAAP") Standards, and the County Auditor -Controller Agreement
Accounting and Administration Handbook. Regardless of the Local Jurisdiction's
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method of accounting, expenses must be reported in accordance with this
Agreement.
F. Submission of Reports to County Project Manager: All completed reports described
in this Section shall be submitted timely to the County's Project Manager.
IX. FINANCIAL RECORDS AND AUDITING
A. Audits:
1. County shall monitor the progress of the Measure A funded Project through
this Agreement and ensure Local Jurisdiction's compliance with the terms
and objectives outlined herein. The Local Jurisdiction shall make available
for inspection and audit to authorized County personnel and their agents, for
the term of this Agreement and a period of five (5) years from the expiration
date of this Agreement, and allow said County personnel and agents to
inspect and audit all of its books and records relating to each Project
operation or business activity which is Measure A funded in whole, or in part,
in compliance with Measure A and this Agreement. Failure of the Local
Jurisdiction to comply with the requirements of this Section shall constitute a
material breach of this Agreement upon which County may cancel or
terminate this Agreement. Within ten (10) days of the County's written
request, Local Jurisdiction shall allow the County access to financial and
program records during regular business hours at any place Local
Jurisdiction keeps those records.
2. Local Jurisdiction agrees to maintain accurate and complete financial
accounts, documents, and records relating to this Agreement in accordance
with general accepted accounting principles. Local Jurisdiction must maintain
accurate and complete employment and other records relating to its
performance of this Agreement. Local Jurisdiction shall make financial
records available to the County for auditing at reasonable times. Local
Jurisdiction agrees that the County, or its authorized representatives, will
have access to and the right to examine, audit, excerpt, copy, or transcribe
any pertinent transaction, activity, or record relating to this Agreement. All
such material, including, but not limited to, all financial records, bank
statements, cancelled checks or other proof of payment, timecards, sign-
in/sign-out sheets and other time and employment records, and proprietary
data and information, will be kept and maintained by Local Jurisdiction and
will be made available to the County during the term of this Agreement and
for a period of five (5) years thereafter unless the County's written permission
is given to dispose of any such material prior to such time.
3. Local Jurisdiction, within thirty (30) days of notification from the County of its
audit findings, may dispute the audit findings in writing to the County and
provide the County with records and/or documentation to support the
expenditure claims. The County shall review this documentation and make a
final determination as to the validity of the expenditures. The Local
Jurisdiction agrees that in the event that the Measure A funded Project
established hereunder is subject to audit exceptions by appropriate audit
agencies, it shall be responsible for complying with such exceptions and
paying the County the full amount of the County's liability to the funding
agency resulting from such audit exceptions.
4. It is understood and agreed that any funds paid to Local Jurisdiction
hereunder may only be used for the purposes specified in this Agreement
and in accordance with Measure A. In furtherance of this understanding, it is
agreed that should the County determine that any funds paid to Local
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Jurisdiction hereunder have been used for purposes other than those
authorized by this Agreement, Local Jurisdiction is required to immediately
refund any such improperly used funds to the County.
B. Redirecting Funds for Unexpended Funds: Effective October 1, 2027, if Local
Jurisdiction reports unexpended funds equaling 30 percent or more of its allocated
proceeds from the Local Solutions Fund in two consecutive annual reports, County
shall reallocate the excess amount exceeding the 30 percent threshold ("Excess
Amount") back to the County's Local Solutions Fund.
i. The County shall, within 45 days of identifying the Excess Amount (or by
November 15th), issue a written notice to Local Jurisdiction informing it that
County will withhold from the next annual allocation the portion of funds
exceeding 30 percent of that year's total allocation for reallocation to the
County's Local Solutions Fund.
ii. For the purposes of this provision, funds appropriated for permanent affordable
housing construction by Local Jurisdiction shall be excluded from the
calculation of unexpended funds and shall not be considered when determining
whether the 30 percent threshold has been exceeded.
C. Redirecting Funds for Failure to Meet Target Metrics: The County reserves the right
to evaluate progress toward the target metrics established under Measure A and/or
this Agreement. For each goal for which the target metric has not been achieved as
of December 31, 2030, the County reserves the right, in its sole discretion, to redirect
funds to or away from Local Jurisdiction's Project.
XI. INDEMNITY AND INSURANCE
A. Indemnity: Local Jurisdiction agrees to indemnify, defend, and hold harmless the
County, its Special Districts, elected and appointed officers, employees, agents and
volunteers ("County Indemnitees") from and against any and all liability, actions,
causes of action, or expense of any kind, including, but not limited to, defense costs
and legal fees, and claims for damages of any nature whatsoever, including, but not
limited to, bodily injury, death, personal injury, or property damage arising from or
related to this Agreement, except for such loss or damage arising from the sole
negligence or willful misconduct of the County Indemnitees.
Any legal defense pursuant to Local Jurisdiction's indemnification obligations under
this Section will be conducted by Local Jurisdiction and performed by counsel
selected by Local Jurisdiction and approved by County. Notwithstanding the
preceding sentence, County will have the right to participate in any such defense at
its sole cost and expense, except that in the event Local Jurisdiction fails to provide
County with a full and adequate defense, as determined by County in its sole
judgment, County will be entitled to retain its own counsel, including, without
limitation, County Counsel, and to seek reimbursement from Local Jurisdiction for all
such costs and expenses incurred by County in doing so. Local Jurisdiction will not
have the right to enter into any settlement, agree to any injunction, or make any
admission, in each case, on behalf of County without County's prior written approval.
B. Insurance: Local Jurisdiction shall provide and maintain at its own expense during
the term of this Agreement the following program(s) of insurance or self-insurance
covering its operations hereunder. Such insurance shall be provided by insurer(s)
satisfactory to the County's Risk Manager and evidence of such programs
satisfactory to the County shall be delivered to the County on or before the effective
date of this Agreement. Such evidence shall specifically identify this Agreement and
shall contain express conditions that County is to be given written notice at least
thirty (30) days in advance of any modification or termination of any program of
insurance. All such insurance, except for Workers' Compensation, shall be primary
to and not contributing with any other insurance or self-insurance coverage
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maintained by County and shall name the County of Los Angeles as an additional
insured.
Commercial General Liability: with limits of not less than $1 million per
occurrence.
ii. Automobile Liability insurance: (Providing scope of coverage equivalent to ISO
policy form CA 00 01) with limits of not less than $1 million for bodily injury and
property damage, in combined or equivalent split limits, for each single
accident. Insurance shall cover liability arising out of Contractor's use of autos
pursuant to this Contract, including owned, leased, hired, and/or non -owned
autos, as each may be applicable.
iii. Workers' Compensation: For every Contractor providing services, a program
of Workers' Compensation Insurance in an amount and form to meet all
applicable requirements of the Labor Code of the State of California, and which
specifically covers all persons providing services by or on behalf of Local
Jurisdiction and all risks to such persons under this Agreement, and including
Employer's Liability coverage with a $1 million per accident.
iv. Crime Insurance: A comprehensive blanket crime insurance policy with each
insuring agreement in an amount not less than $1 million, insuring against loss
of money, securities, or other property referred to hereunder which may result
from:
1. Dishonesty or fraudulent acts of officers, directors, or employees of
Local Jurisdiction, or
2. Disappearance, destruction or wrongful abstraction inside or outside the
premises or Local Jurisdiction, while in the care, custody or control of
Local Jurisdiction, or
3. Sustained through forgery or direction to pay a certain sum in money
Property Coverage: If, under the terms of this Agreement, Local Jurisdiction
shall have possession of rented or leased or be loaned any County -owned real
or personal property, Local Jurisdiction shall provide:
1. For real property: insurance providing special form ("all risk") coverage
for the full replacement value.
2. For personal property: insurance providing special form ("all risk")
coverage for the actual cash value.
XII. CONFLICT OF INTEREST
A. Local Jurisdiction covenants that neither Local Jurisdiction nor any of its agents,
officers, employees, contractors, or sub -contractors who presently exercise any
function of responsibility in connection with the Project has a personal interest,
direct or indirect, in the Agreement, except to the extent he or she may receive
compensation for his or her performance pursuant to this Agreement.
B. Local Jurisdiction, its agents, officers, employees, contractors, and sub -contractors
shall comply with all applicable Federal, State and County laws and regulations
governing conflict of interest now in effect or hereafter to be enacted during the term
of this Agreement.
XIII. AUTHORITY
Local Jurisdiction warrants and certifies that it possesses the legal authority to execute
this Agreement and to undertake the proposed Project, and that a resolution, motion, or
similar action has been fully adopted or passed, as an official act of Local Jurisdiction 's
governing body, and directing and designating the authorized representative(s) of Local
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Jurisdiction to act in connection with the Project specified and to provide such additional
information as may be required by the County.
XIV. STANDARD TERMS AND CONDITIONS
A. Amendments and Change Notices:
a. For any change which affects the scope of work, term, budget, payments,
or any term or condition included under this Agreement, an amendment to
the Agreement will be prepared by the County and shall be executed by
the Local Jurisdiction and an authorized designee of the County, and
approved as to form by County Counsel.
b. The County's Board or Chief Executive Officer or designee may require the
addition and/or change of certain terms and conditions in the Agreement
during the term of this Agreement. The County reserves the right to add
and/or change such provisions as required by the County's Board or Chief
Executive Officer. To implement such changes, an Amendment to the
Agreement will be prepared by the County and shall be executed by the
Local Jurisdiction and by an authorized designee of the County.
C. For any change which does not materially affect the scope of work, term,
budget, payments, or any term or condition included under this Agreement,
a Change Notice will be prepared and signed by the County's Project
Manager or designee and Local Jurisdiction's Project Manager.
B. Independent Contractor: This Agreement is by and between the County and Local
Jurisdiction and is not intended, and shall not be construed, to create the
relationship of agent, servant, employee, partnership, joint venture, or association,
as between the County and Local Jurisdiction. The employees and agents of one
party shall not be, or be construed to be, the employees or agents of the other party
for any purpose whatsoever.
Local Jurisdiction shall be solely liable and responsible for providing to, or on behalf
of, all persons performing work pursuant to this Agreement all compensation and
benefits. The County shall have no liability or responsibility for the payment of any
salaries, wages, unemployment benefits, disability benefits, Federal, State, or local
taxes, worker's compensation benefits or other compensation, benefits, or taxes for
any personnel provided by or on behalf of Local Jurisdiction.
C. Assignments and Subcontracts:
a. Local Jurisdiction shall not assign its rights or delegate its duties under this
Agreement, or both, whether in whole or in part, without the prior written
consent of the County, in its discretion, and any attempted assignment or
delegation without such consent shall be null and void. For purposes of this
Section, the County's consent requires a written amendment to this
Agreement that is formally approved and executed by Local Jurisdiction
and the County.
b. Any assumption, assignment, delegation, or takeover of any of Local
Jurisdiction's duties, responsibilities, obligations, or performance of same
by any entity other than Local Jurisdiction, whether through assignment,
subcontract, delegation, or any other mechanism, with or without
consideration for any reason whatsoever without County's express prior
written approval, shall be a material breach of this Agreement which may
result in the termination of this Agreement.
C. Local Jurisdiction shall be solely liable and responsible for all payments or
other compensation to all subcontractors and their officers, employees,
agents, and successors in interest arising through services performed
hereunder, notwithstanding the County's consent to subcontract.
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d. Any contractor or subcontractor of Local Jurisdiction are bound by the
same obligations of this Agreement and shall comply with all Measure A
requirements such as, but not limited to, Measure A allowable uses,
purposes, Goals and Metrics (Exhibit B), Regional Plan (Exhibit C), and
Best Practices (Exhibit D). Failure to comply may result in enforcement
actions, including but not limited to withholding of funds, or termination of
this Agreement per Section XIV.J. Termination.
D. Fair Labor: Local Jurisdiction agrees to indemnity, defend, and hold harmless the
County, its agents, officers, and employees from any and all liability including, but
not limited to, wages, overtime pay, liquidated damages, penalties, court costs, and
attorneys' fees arising under any wage and hour law violation including, but not
limited to, Federal Fair Labor Standards Act for services performed by Local
Jurisdiction's employees for which the County may be found jointly or solely liable.
E. Religious and Political Activities: Local Jurisdiction agrees that Measure A Funds
under this Agreement will be used exclusively for the performance of the work
required under this Agreement, and that no Measure A funds made available under
this Agreement shall be used to promote religious or political activities. Further,
Local Jurisdiction agrees that it will not perform, nor permit to be performed, any
religious or political activities in connection with the performance of this Agreement.
F. Nondiscrimination: Local Jurisdiction shall not discriminate against any person on
the basis of race, color, sex, sexual orientation, age, religious belief, national origin,
marital status, physical or mental handicap, medical condition, or place of residence
in providing any services under this Agreement.
G. County Lobbyists: Local Jurisdiction and each County lobbyist or County lobbying
firm as defined in Los Angeles County Code Section 2.160.010, retained by Local
Jurisdiction, shall fully comply with the County Lobbyist Ordinance, Los Angeles
County Code Chapter 2.160. Failure on the part of Local Jurisdiction or any County
lobbyist or County lobbying firm retained by Local Jurisdiction to fully comply with
the County Lobbyist Ordinance shall constitute a material breach of this Agreement
upon which County may immediately terminate this Agreement.
H. Confidentiality: Local Jurisdiction must maintain the confidentiality of all records and
information in accordance with all applicable Federal, State and local laws, rules,
regulations, ordinances, directives, guidelines, policies and procedures relating to
confidentiality, including, without limitation, County policies concerning information
technology security and the protection of confidential records and information.
I. Public Records Act: Any documents submitted by Local Jurisdiction to the County
become the exclusive property of the County. All such documents become a matter
of public record and will be regarded as public records. In the event the County is
required to defend an action on a Public Records Act request for any of the
aforementioned documents, information, books, and/or records, the Local
Jurisdiction agrees to defend and indemnity the County from all costs and
expenses, including reasonable attorney's fees, in action or liability arising under
the Public Records Act.
Termination:
Termination for Convenience: This Agreement may be terminated, in whole
or in part, by either party for the convenience of that party. Termination of
work hereunder shall be effected by written notice of termination specifying
the extent to which performance of work is terminated and the date upon
which such termination becomes effective.
2. Termination for Default: The County may terminate this Agreement
immediately by written notice to Local Jurisdiction upon Local Jurisdiction's
failure to comply with the provisions of this Agreement. It is also understood
and agreed that should the County determine that Local Jurisdiction's
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failure to perform relates to only part of the Project, the County, in its sole
discretion, may elect to terminate only that part of the Agreement which
shall in no way void or invalidate the rest of this Agreement.
3. Termination for Improper Consideration:
a. The County may, by written notice to Local Jurisdiction, immediately
terminate the right of Local Jurisdiction to proceed under this
Agreement if it is found that consideration, in any form, was offered
or given by Local Jurisdiction, either directly or through an
intermediary, to any County officer, employee, or agent with the
intent of securing this Agreement or securing favorable treatment
with respect to the award, amendment, extension of this
Agreement, or the making of any determinations with respect to
Local Jurisdiction's performance pursuant to this Agreement. In the
event of such termination, the County shall be entitled to pursue
those same remedies against Local Jurisdiction as it could pursue
in the event of default by Local Jurisdiction.
b. Local Jurisdiction shall immediately report any attempt by a County
officer or employee to solicit such improper consideration. The
report shall be made either to a County manager charged with the
supervision of the employee or to the County Auditor -Controller's
Employee Fraud Hotline at (800) 544-6861 or
hftps://fraud.lacou nty.gov/.
C. Among other items, such improper consideration may take the form
of cash; discounts; services; the provision of travel, entertainment,
or tangible gifts.
4. In the event of termination, Local Jurisdiction will provide a detailed report
of expenditures and funds that had not been expended, contracted, or
encumbered by Local Jurisdiction for use in carrying out the purposes of
the Agreement prior to Local Jurisdiction's receipt of County's notification
of termination. Local Jurisdiction shall reimburse County within thirty (30)
days of the termination, the full monetary value of all funds already
disbursed under this Agreement that had not been expended, contracted,
or encumbered by Local Jurisdiction.
XV. NOTICES, REPORTS, INVOICES, AND APPROVALS
A. All notices, reports, invoices, and approvals shall be directed to and made by the
following representatives of the parties:
To the County Representative:
Name: Marco Santana, County Project Manager
Email: MSantanafteo.lacountv.gov
And copy
hiadmin0ceo.lacountv.gov
To Local Jurisdiction Representative:
Name: Caitlin Sims, Director of Regional Planning Programs
Email: csimsCAsgvcog.org
B. Local Jurisdiction shall notify the County in writing within five (5) business days of
any change in the names or email address above.
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XVI. SEVERABILITY
If any provision of this Agreement, or the application thereof, is held to be invalid, that
invalidity shall not affect other provisions or applications of the Agreement that can be
given effect without the invalid provision or application, and to this end the provisions of
the Agreement are severable.
XVII. PHOTOGRAPHS, FOOTAGE, AND OTHER MEDIA MATERIALS
The Local Jurisdiction represents and warrants that all photographs, videos, DVD's,
footage, magazines, and other media materials provided to the County are either public
record or have been legally procured without invading the copyright, ownership, or privacy
rights of any individual. The Local Jurisdiction further agrees to defend, hold harmless,
and indemnify the County Indemnitees from any and all liability arising from or related to
the County's use of said photographs, videos, DVDs, footage, magazines, and other
media materials.
XVIII. GOVERNING LAWS, JURISDICTION AND VENUE
This Agreement shall be governed by and construed in accordance with the laws of the
State of California. To the maximum extent permitted by applicable law, Local Jurisdiction
and the County agree and consent to the exclusive jurisdiction of the courts of the State
of California for all purposes concerning this Agreement and further agree and consent
that venue of any action brought in connection with or arising out of this Agreement, shall
be exclusively in the County of Los Angeles.
XIX. COMPLIANCE WITH FAIR CHANCE EMPLOYMENT HIRING PRACTICES
The Local Jurisdiction, and its contractors/subcontractors, must comply with fair chance
employment hiring practices set forth in California Government Code Section 12952. Local
Jurisdiction's violation of this paragraph of the Agreement may constitute a material breach
of the Agreement. In the event of such material breach, County may, in its sole discretion,
terminate the Agreement.
XX. CAMPAIGN CONTRIBUTION PROHIBITION FOLLOWING FINAL DECISION IN
CONTRACT PROCEEDING
Pursuant to Government Code Section 84308, the Local Jurisdiction and its
contractors/subcontractors, are prohibited from making a contribution of more than $250
to a County officer for twelve (12) months after the date of the final decision in the
proceeding involving this Agreement. Failure to comply with the provisions of Government
Code Section 84308 and of this Section, may be a material breach of this Agreement as
determined in the sole discretion of the County.
XXI. RIGHTS AND REMEDIES NOT EXCLUSIVE
The rights and remedies of the County provided in any given paragraph, as well as
throughout the Agreement, are not exclusive and are cumulative with any and all other
rights and remedies under the Agreement, at law, or in equity.
XXII. EXECUTION OF AGREEMENT AND AMENDMENTS
This Agreement and any amendments thereto may be executed in counterpart originals,
utilizing wet and/or electronic signatures, each of which shall be deemed to constitute an
original Agreement or amendment, and all of which shall constitute one Agreement or
amendment. The execution of one counterpart by any Party shall have the same force and
effect as if that Party had signed all other counterparts.
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IN WITNESS WHEREOF, Local Jurisdiction has executed this Agreement #HI -25-015 or caused it
to be duly executed by its authorized representative, and the County of Los Angeles by order of its
Board of Supervisors, has delegated the authority to execute this Agreement on its behalf by the
Chief Executive Officer, or her designee, on the date and year written below.
COUNTY OF LOS ANGELES
By
FESIAA. DAVENPORT Date
Chief Executive Officer
/_1u9:19V/AIT-1122119161:1AA
DAWYN R. HARRISON
County Counsel
By t /Q�G
Senior Deputy County Counsel
SAN GABRIEL VALLEY COUNCIL OF
GOVERNMENTS
I
Print Name Marisa Crater
Title Executive Director
Approved as to Form:
By C#j4"TL—
Print Name Cassie Trapesonian
Title SGVCOG General Counsel
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EXHIBITS AND ATTACHMENTS
EXHIBITS
A. PROJECT DESCRIPTION AND BUDGET
B. RECOMMENDATIONS FOR MEASURE A GOALS
C. MEASURE A REGIONAL PLAN
D. BEST PRACTICES
E. QUARTERLY REPORTING TEMPLATE
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PROJECT DESCRIPTION AND BUDGET
SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS
HI -25-015
Overview
EXHIBIT A
This Agreement between the County of Los Angeles ("County") and the San Gabriel Valley
Council of Governments ("SGVCOG" or "Local Jurisdiction") allocates funds from the County's
Local Solutions Fund ("LSF"), which are authorized under Measure A to support local
homelessness solutions, including prevention efforts, services, and affordable housing. The
funds will support the Local Jurisdiction projects and associated administrative oversight as
outlined herein.
II. Project Description
Eligible Use Grouping 1: This project falls under the eligible uses of LSF, as outlined in the
County's Measure A Local Solutions Fund Eligible Uses, Section 1.2. Activities under Eligible
Use, Group 1 must directly contribute to achieving Measure A Goal 1 (reducing unsheltered
homelessness) or Goal 3 (increasing permanent housing placements) and may include the
following: homeless prevention; permanent housing for PEH; interim housing for PEH;
expedited placements in permanent housing for PEH; employment services for PEH; or
enhanced services for Transition -Age Youth and children experiencing or at -risk of
homelessness.
1A: Eligible Use
Permanent Housing for People Experiencing Homelessness
(PEH)
Project
Housing Acquisition and Operation
These funds will support SGVCOG in subcontracting with qualified
service providers to operate a hybrid model of scattered site
interim/permanent housing throughout the San Gabriel Valley. This
project involves a mix of providing housing as a service and
acquiring permanent housing units for long-term use. Service
providers will identify and secure immediately available interim
housing units for People Experiencing Homelessness (PEH),
including shared housing, rental market units, and subsidizing units
Project Description
in regional partnership cities, and will work to house clients in those
units. Once units are identified, service providers will house
referred clients. Each regional partnership city will be able to refer
clients to available sites. Once clients are placed in housing, each
service provider will be responsible for working with housed clients
for the duration of their stay in interim housing at an adequate case
management ratio of 20:1 - to help connect to services and
permanent housing. The SGVCOG will contract with multiple
service providers experienced in serving diverse groups, including
transition age youth, families, and individuals.
Project Specific Key
PS -KPI: Number of PEH provided services in interim housing
Performance Indicators
PS -TO: 72 unduplicated PEH
PS -KPI: Number of PEH placed in permanent housing
(PS -KPI) and Target
Outcomes (PS -TO)
. PS -TO: 5 unduplicated PEH
Measure A Goals and
Alignment with Measure A Goal #1: Increase the number of people
Target Metric
moving from encampments into permanent housing to reduce
unsheltered homelessness.
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Target Metric 1a: Decrease by 30 percent the number of people
experiencing unsheltered homelessness from a baseline of 52,365
in 2024 to a target of 36,656 in 2030.
1B: Eligible Use
Interim Housing for PEH
Project
Interim Housing — Motel Vouchers Program
The funds will support SGVCOG's Motel Vouchers Program
provided for the cities of Arcadia, Glendora, and West Covina that
will administer a motel voucher program to temporarily house
individuals and families experiencing homelessness. The Program
will offer interim housing stays to address urgent situations,
including the bridge time period before moving into a permanent
Project Description
housing, extreme weather conditions, fleeing domestic violence,
and other emergencies. Case managers will work with each client
to connect them to supportive services. Los Angeles Center for
Alcohol and Drug Abuse (LA CADA) will support the Motel Voucher
Program in Arcadia; Glendora staff will manage the program in
Glendora; and the City of West Covina may subcontract with a
service provider to administer the program. Case managers in each
respective city will have access to these resources.
PS -KPI: Number of PEH/Households housed in interim housing
with motel vouchers
Project Specific Key
. PS -TO: 160 unduplicated PEH
Performance Indicators
PS -KPI: Number of PEH/Households placed into permanent
(PS -KPI) and Target
Outcomes (PS -TO)
housing within three months of receiving a motel voucher
• PS -TO: At least 96 unduplicated PEH/Household (or 60%
of 160)
Alignment with Measure A Goal #1: Increase the number of
people moving from encampments into permanent housing to
Measure A Goals and
reduce unsheltered homelessness.
Target Metric 1a: Decrease by 30 percent the number of people
Target Metric
experiencing unsheltered homelessness from a baseline of 52,365
in 2024 to a target of 36,656 in 2030.
1C: Eligible Use I Interim Housing for PEH
Project I Interim Housing - LA CADA Beds
The funds will support SGVCOG's sub agreement with the City of
West Covina to provide eight (8) interim housing beds operated by
LA CADA. This project is designed to serve as a direct pathway to
permanent housing for people moving from encampments to
interim housing. The beds, located at sites located throughout the
San Gabriel Valley and Los Angeles County. Through its
Project Description agreement with West Covina, LA CADA guarantees permanent
access to these eight beds within the LA CADA continuum of care.
LA CADA will assess clients prior to the interim housing stay, and,
once a client is housed in a LA CADA interim bed, LA CADA staff
will link clients to other supportive services and case management
with an emphasis on housing focused case management. LACADA
will communicate program operational standards and will utilize the
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Project Specific Key
Performance Indicators
PS -KPI: Number of PEH provided interim housing
• PS -TO: 40 unduplicated PEH
(PS -KPI) and Target
Outcomes (PS -TO)
PS -KPI: Number of PEH placed into permanent housing
. PS -TO: 8 unduplicated PEH
Alignment with Measure A Goal #1: Increase the number of
people moving from encampments into permanent housing to
Measure A Goals and
reduce unsheltered homelessness:
Target Metric 1a: Decrease by 30 percent the number of people
Target Metric
experiencing unsheltered homelessness from a baseline of 52,365
Project Description
in 2024 to a target of 36,656 in 2030.
1D: Eligible Use
Interim Housing for PEH
Project
Non -Congregate Interim Housing Site
The funds will support operation of an existing 25 -bed non -
congregate interim housing site at the Azusa Resource Center
(ARC). LA CADA, selected through a competitive process, will
serve as the site operator, providing case management and
supportive services to stabilize participants and transition them into
Project Description
permanent housing. This effort includes intake and assessment of
Project Description
participants to develop individualized housing and services plans
to help participants work toward housing and health goals. Case
management includes linkage to services such as health care,
behavioral or mental health services, substance use treatment,
employment services. The operator provides clients with daily
meals and 24/7 trauma -informed staffing, security, and property
management.
Project Specific Key
PS -KPI: Number of PEH provided interim housing
Performance Indicators
• PS -TO: 25 unduplicated PEH
(PS -KPI) and Target
PS -KPI: Number of PEH placed in permanent housing
Outcomes (PS -TO)
. PS -TO: 10 unduplicated PEH
Alignment with Measure A Goal #1: Increase the number of
people moving from encampments into permanent housing to
Measure A Goals and
reduce unsheltered homelessness:
Target Metric
Target Metric 1 a: Decrease by 30 percent the number of people
experiencing unsheltered homelessness from a baseline of 52,365
in 2024 to a target of 36,656 in 2030.
1E: Eligible Use
Expedited Placements in Permanent Housing for PEH
Project
Financial Assistance
The funds support the cities of Arcadia and Glendora's move -in
assistance programs, which focus on expedited placement of
individuals and families experiencing homelessness into
permanent housing. These client -driven programs focuses on
addressing barriers to permanent housing, engaging landlords to
Project Description
secure additional units, and supporting staffs efforts to engage with
family/friends of unsheltered individuals and families to determine
if temporary or permanent housing may be provided to them,
including providing incentives to family/friends to host clients.
Funds will also support move -in costs such as security deposits,
mitigation funds, and host home support.
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Project Specific Key
PS -KPI: Number of households permanently housed with move -in
Performance Indicators
assistance programs
(PS -KPI) and Target
PS -TO: 60 unduplicated households
Outcomes PS -TO
their Landlord Incentive program, which aims to secure additional
Project Description
Alignment with Measure A Goal #3: Increase the number of
people permanently leaving homelessness
Measure A Goals and
landlords and offers dedicated support, including mediation and
Target Metric 3a: Increase by 57 percent the number of service
Target Metric
participants who exit homelessness to permanent housing from a
Project Specific Key
baseline of 19,127 in FY 2023-24 to a target of 30,000 in 2030.
1F: Eligible Use
Expedited Placements in Permanent Housing for PEH
Project
Landlord Incentives
The funds will support SGVCOG and member cities in operating
their Landlord Incentive program, which aims to secure additional
Project Description
permanent housing units for people experiencing homelessness
(PEH). The program provides direct financial incentives to
landlords and offers dedicated support, including mediation and
direct engagement , to address questions or concerns and to
encourage participation in rental/assistance programs for PEH.
Project Specific Key
PS -KPI: Number of new units secured via direct landlord
Performance Indicators
incentives
(PS -KPI) and Target
. PS -TO: 20 unduplicated units
Outcomes PS -TO
administer the program and provide six (6) months of case
Alignment with Measure A Goal #3: Increase the number of
people permanently leaving homelessness.
Measure A Goals and
establish and manage its respective program policies and
Target Metric 3a: Increase by 57 percent the number of service
Target Metric
participants who exit homelessness to permanent housing from a
baseline of 19,127 in fiscal year 2023-24 to a target of 30,000 in
2030.
1G: Eligible Use
Permanent Housing for PEH
Project
Flexible Rental Subsidies
The funds will support SGVCOG and the cities of Glendora,
Rosemead, and San Dimas in providing rental assistance for
participants experiencing homelessness, including time-limited
subsidies, rapid rehousing, shallow subsidies, and other flexible
rent subsidies. In Glendora and San Dimas, City staff in the
respective cities will be responsible for administering the programs,
which will pair appropriate levels of financial assistance with case
management and resources to increase income, reduce expenses,
and develop financial management skills to help prevent a return to
Project Description
homelessness. In Rosemead, Family Promise of SGV (FPSGV) will
administer the program and provide six (6) months of case
management for the enrolled clients. Case managers in each
respective city will have access to these resources. Each City will
establish and manage its respective program policies and
procedures that defines the requirements for rental assistance,
guidelines on the number of months for which clients can receive
rental assistance, and the tracking approach to ensure that the
intervention is helping clients to remain housed after the
intervention ends.
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Project Specific Key
PS -KPI: Total number of households permanently housed with
Performance Indicators
subsidy assistance:
(PS -KPI) and Target
Outcomes PS -TO
PS -TO: 16 unduplicated households
Alignment with Measure AGoal #1: Increase the number of people
Project Description
moving from encampments into permanent housing to reduce
Measure A Goals and
unsheltered homelessness:
Target Metric
Target Metric 1a: Decrease by 30 percent the number of people
Performance Indicators
experiencing unsheltered homelessness from a baseline of 52,365
(PS -KPI) and Target
in 2024 to a target of 36,656 in 2030.
1H: Eligible Use
Expedited Placements in Permanent Housing for PEH
Project
Problem Solving
The funds will support SGVCOG's Problem Solving Program,
which assists individuals secure or maintain immediate,
Project Description
sustainable housing through mediation, resource navigation,
negotiation, and targeted financial assistance.
Project Specific Key
Performance Indicators
PS -KPI: Number of individuals that secure housing
(PS -KPI) and Target
. PS -TO: 15 unduplicated individuals
Outcomes PS -TO
Alignment with Measure A Goal #3: Increase the number of people
permanently leaving homelessness
Measure A Goals and
Target Metric 3a: Increase by 57 percent the number of service
Target Metric
participants who exit homelessness to permanent housing from a
baseline of 19,127 in fiscal year 2023-24 to a target of 30,000 in
2030.
Eligible Use Grouping 2: The project fall under eligible uses of Measure A LSF, specifically,
Eligible Use, Group 2. Activities under Eligible Use, Group 2, must demonstrate a maximized
partnership with organization that create connections to mainstream safely net programs
supported by other funds from the County, State, and Federal Governments, including
connections to medical and mental health care supported by state and federal programs as
well as other entitlements programs.
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2A: Eligible Use
Case Management and Outreach Services
Case Management & Outreach Services for Clients with
Project
Substance Use Disorder (SUD) and/or Severe Mental Illness
SMI —Alhambra
The funds will support SGVCOG sub agreement with the city of
Alhambra, which will subcontract with LA CADA to provide case
management and outreach services for PEH, with a focus on
individuals with SLID or SMI. The LA CADA team, partially funded
by this program, will consist of a Program Director, Outreach
Coordinator, and three Outreach Navigators, and will have access
to various housing resources, including those funded by Measure
Project Description
A, other resources in LA CADA's continuum of care, and LA
CADA's partner agencies. The LA CADA team will also have
access to Alhambra -contracted interim housing beds that are part
of LA CADA's continuum of care, and which are funded by other
sources of funding. Services will consist of outreach, medication,
therapy, peer-to-peer support, case management, health
screening, group counseling, dual diagnosis treatment groups, and
housing placement for PEH not yet enrolled in specialty mental
health services that are Medi -Cal billable.
The project will be connected with the following
investments/programs funded by other entities, governmental or
nongovernmental, including local agencies such as:
This project will be an avenue for PEH to connect to other Measure
A -funded housing resources (such as Projects 1 B, 1 E, 1 F, 1 G, and
1 H herein). LA CADA teams will be able to place clients into those
housing resources as part of their case management and outreach
services. In addition, LA CADA has a robust continuum of housing
resources to which clients can be referred, and relationships and
Group 2 Connection
connections managed by other Local, County, State, and Federal
programs, including those executed by Los Angeles Homeless
Services Authority (LAHSA), Department of Mental Health (DMH),
Department of Health Services (DHS), Department of Children and
Family Services (DCFS), Veterans Affairs (VA), and Adult
Protective Services (APS). In addition, the respective LA CADA
teams will work in collaboration with SPA 3 CES lead agencies to
help connect PEH to shelter (interim housing, recuperative care),
permanent housing (Section 8 vouchers), mental health services
(DMH), health services (DHS), and substance use treatment
services Medi -Cal funded).
PS -KPI: Number of PEH connected to outpatientlinpatient
Project Specific Key
services
' PS -TO: 8 unduplicated PEH
Performance Indicators
(PS -KPI) an d Target
d Target
PS -KPI: Number of PEH placed in interim or permanent
Outcomes
Substance Use Disorder (SUD)/Serious Mental Illness (SMI)
housing
• PS -TO: 1 unduplicated PEH placement
Alignment with Measure A Goal # 2: Reduce the number of
people with mental illness and/or substance use disorders who
Measure A Goals and
experience homelessness.
Target Metric 2c: Reduce by 10 percent the number of people with
Target Metric
co-occurring SMI and SLID experiencing homelessness from a
baseline of 20,446 in FY 2023-24 to a target of 18,401 in 2030.
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2B: Eligible Use
Case Management and Outreach Services
Case Management & Outreach Services for Clients with
Project
Substance Use Disorder (SUD) and/or Severe Mental Illness
SMI — West Covina
The funds will support SGVCOG subagreement with the city of
West Covina, which will enter into its own subcontract and provide
partial funding to LA CADA to deliver case management and
outreach services for PEH, with a focus on individuals with SUD or
SMI. The LA CADA team, partially funded by this program, will
consist of a Program Manager, Program Coordinator,
Project Description
Navigator/Case Manager, and Housing Specialist, and will have
access to various housing resources, including those funded by
Measure A and other sources. Services will consist of outreach,
medication, therapy, peer-to-peer support, case management,
health screening, group counseling, dual diagnosis treatment
groups, and housing placement for PEH not yet enrolled in
specialty mental health services that are Medi -Cal billable.
The project will be connected with the following
investments/programs funded by other entities, governmental or
nongovernmental, including local agencies such as:
This project will be an avenue for PEH to connect to other Measure
A -funded housing resources (such as Projects 1B, 1E, 1F, 1G, and
1 H herein). LA CADA teams will be able to place clients into those
housing resources as part of their case management and outreach
services. In addition, LA CADA has a robust continuum of housing
Group 2 Connection
resources to which clients can be referred, and relationships and
connections managed by other Local, County, State, and Federal
programs, including those executed by LAHSA, DMH, DHS, DCFS,
VA, and APS. In addition, the respective LA CADA teams will work
in collaboration with SPA CES lead agencies to help connect PEH
to shelter (interim housing, recuperative care), permanent housing
(Section 8 vouchers), mental health services (DMH), health
services (DHS), and substance use treatment services (Medi -Cal
funded).
PS -KPI: Number of PEH connected to outpatienUinpatient
Project Specific Key
services
PS -TO: 8 unduplicated PEH
Performance Indicators
(PS -KPI) and Target
PS -KPI: Number of PEH placed in interim or permanent SUD/SMI
Outcomes (PS -TO)
housing
• PS -TO: 1 unduplicated PEH placement
Alignment with Measure A Goal #2: Reduce the number of people
with mental illness and or substance use disorders who
experience homelessness.
Measure A Goals and
Target Metric 2c: Reduce by 10 percent the number of people with
Target Metric
co-occurring SMI and SUD experiencing homelessness from a
baseline of 20,446 in fiscal year 2023-24 to a target of 18,401 in
2030.
2C: Eligible Use I Case Management and Outreach Services
Project I Case Management & Outreach Services — San Dimas
I
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2D: Eligible Use
The funds will support SGVCOG in subcontracting with the city of
Project
San Dimas, which will enter into its own subagreement to provide
partial funding to LA CADA to deliver case management and
outreach services for PEH via a team consisting of a project lead
Project Description
and outreach navigator.. The teams will have access to housing
resources (such as Projects 1 B, 1 E, 1 F, 1 G, and 1 H herein) that
Project Description
will allow team members to place clients in interim and permanent
housing. LA CADA teams will engage initially with clients and will
continue to provide follow-up case management to help clients
connect to services, secure housing, and maintain stable housing.
The project will be connected with the following
investments/programs funded by other entities, governmental or
nongovernmental including local agencies such as:
This project will be an avenue for PEH to connect to other Measure
A -funded housing resources (such as Projects 1 B, 1 E, 1 F, 1 G, and
1 H herein). LA CADA teams will be able to place clients into those
housing resources as part of their case management and outreach
services. In addition, LA CADA has a robust continuum of housing
Group 2 Connection
resources to which clients can be referred, and relationships and
connections managed by other Local, County, State, and Federal
programs, including those executed by LAHSA, DMH, DHS, DCFS,
VA, and APS. In addition, the respective LA CADA teams will work
in collaboration with SPA3 CES lead agencies to help connect PEH
to shelter (interim housing, recuperative care), permanent housing
(Section 8 vouchers), mental health services (DMH), health
services (DHS), and substance use treatment services (Medi -Cal
funded).
Project Specific Key
PS -KPI: Number of PEH engaged through outreach services
Performance Indicators
• PS -TO: 125 unduplicated PEH
(PS -KPI) and Target
PS -KPI: Number of PEH place in interim or permanent housing
Outcomes (PS -TO)
. PS -TO: 15 unduplicated PEH placements
Alignment with Measure A Goal 1: Increase the number of people
moving from encampments into permanent housing to reduce
Measure A Goals and
unsheltered homelessness
Target Metric
Target Metric 1a: Decrease by 30 percent the number of people
experiencing unsheltered homelessness from a baseline of 52,365
in 2024 to a target of 36,656 in 2030.
2D: Eligible Use
Case Management and Outreach Services
Project
Case Management and Outreach Services —Arcadia
The funds will support SGVCOG in subcontracting with the city of
Arcadia, which will enter into its own sub agreement and provide
partial funding to LA CADA to deliver case management and
outreach services for PEH via a team consisting of a project lead
Project Description
and an outreach navigator. The LA CADA teams will have access
to housing resources (such as Projects 1B, 1E, 1F, 1G, and 1H
herein) to place clients in interim and permanent housing. LACADA
teams will engage initially with clients and continue to provide
follow-up case management to help clients connect to services,
secure housing, and maintain stable housing.
25
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2E: Eligible Use
The project will be connected with the following
Project
investments/programs funded by other entities, governmental or
nongovernmental including local agencies such as:
This project will be an avenue for PEH, with a focus on clients with
SLID or SMI, to connect to other Measure A -funded housing
resources and those funded by other sources. In Arcadia, LA CADA
Project Description
teams will be able to place clients into those housing resources
(listed in projects 1 B and 1C) as part of their case management and
Group 2 Connection
outreach services. In addition, LA CADA has a robust continuum of
housing resources to which clients can be referred, and
relationships and connections managed by other Local, County,
State, and Federal programs, including those executed by LAHSA,
DMH, DHS, DCFS, VA, and APS. In addition, LA CADA teams will
work in collaboration with SPA 3 CES lead agencies to help connect
PEH to shelter (interim housing, recuperative care), permanent
housing (Section 8 vouchers), mental health services (DMH),
health services (DHS), and substance use treatment services
Group 2 Connection
Medi -Cal funded).
PS -KPI: Number of PEH engaged through outreach services
Project Specific Key
PS -TO: 125 unduplicated PEH
Performance Indicators
PS -KPI: Number of PEH place in interim or permanent SLID/SMI
(PS -KPI) and Target
Outcomes (PS -TO)
housing
connections managed by other Local, County, State, and Federal
• PS -TO: 15 unduplicated PEH placements
programs, including those executed by LAHSA, DMH, DHS, DCFS,
Alignment with Measure A Goal # 1: Increase the number of people
moving from encampments into permanent housing to reduce
Measure A Goals and
unsheltered homelessness
Target Metric 1a: Decrease by 30 percent the number of people
Target Metric
experiencing unsheltered homelessness from a baseline of 52,365
in 2024 to a target of 36,656 in 2030.
2E: Eligible Use
Case Management and Outreach Services
Project
Case Management and Outreach Services - Glendora
The funds will support SGVCOG in subcontracting with the city of
Glendora, which will enter into its own subagreement and provide
partial funding to LA CADA to deliver case management and
outreach services for PEH via a team consisting of two homeless
Project Description
navigators. The LA CADA teams will have access to housing
resources (such as Projects 1 B, 1 E, 1 F, 1 G, and 1 H herein) to place
clients in interim and permanent housing. LA CADA teams will
engage initially with clients and will continue to provide follow-up
case management to help clients connect to services, secure
housing, and maintain stable housing.
The project will be connected with the following
investments/programs funded by other entities, governmental or
nongovernmental including local agencies such as:
This project will be an avenue for PEH, with a focus on clients with
SLID or SMI, to connect to other Measure A -funded housing
Group 2 Connection
resources and those funded by other sources. In Glendora, LA
CADA teams will have access to the City's contracted units within
LA CADA's continuum of care, which are funded by non -Measure
A sources. In addition, LA CADA has a robust continuum of housing
resources to which clients can be referred, and relationships and
connections managed by other Local, County, State, and Federal
programs, including those executed by LAHSA, DMH, DHS, DCFS,
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Eligible Use Grouping 3: Eligible Uses of Measure A LSF (LSF Funds) with Los Angeles
County Affordable Housing Solutions Agency (LACAHSA) Funding. Local Jurisdiction must
braid or pair LSF Funds with eligible LACAHSA funding to support prevention efforts under this
program/project. If LACAHSA funding is not yet available, Local Jurisdiction shall coordinate
with the County during the transition period to align timelines, funding strategies, and program
deliverables; and submit a written plan within six months of this Agreement's execution
detailing steps to secure LACAHSA funding. The Local Jurisdiction shall make good faith
efforts to secure and utilize such funding when it becomes available. LSF Funds may only be
used after LACAHSA funding is exhausted; or during the transition period with prior written
approval from the County.
3A: Eligible Use
VA, and APS. In addition, the respective L.A. CADA teams will work
Project
in collaboration with SPA 3 CES lead agencies to help connect PEH
to shelter (interim housing, recuperative care), permanent housing
(Section 8 vouchers), mental health services (DMH), health
services (DHS), and substance use treatment services (Medi -Cal
funded).
Project Specific Key
PS -KPI: Number of PEH engaged through outreach services
Performance Indicators
PS -TO: 125 unduplicated PEH
PS -KPI: Number of PEH placed in interim or permanent SUD/SMI
(PS -KPI) and Target
Outcomes (PS -TO)
housing
• PS -TO: 15 unduplicated placements
Alignment with Measure A Goal # 1: Increase the number of
people moving from encampments into permanent housing to
Measure A Goals and
reduce unsheltered homelessness.
Target Metric 1a: Decrease by 30 percent the number of people
Target Metric
experiencing unsheltered homelessness from a baseline of 52,365
Group 3 Connection
in 2024 to a target of 36,656 in 2030.
Eligible Use Grouping 3: Eligible Uses of Measure A LSF (LSF Funds) with Los Angeles
County Affordable Housing Solutions Agency (LACAHSA) Funding. Local Jurisdiction must
braid or pair LSF Funds with eligible LACAHSA funding to support prevention efforts under this
program/project. If LACAHSA funding is not yet available, Local Jurisdiction shall coordinate
with the County during the transition period to align timelines, funding strategies, and program
deliverables; and submit a written plan within six months of this Agreement's execution
detailing steps to secure LACAHSA funding. The Local Jurisdiction shall make good faith
efforts to secure and utilize such funding when it becomes available. LSF Funds may only be
used after LACAHSA funding is exhausted; or during the transition period with prior written
approval from the County.
3A: Eligible Use
Permanent Housing for PEH
Project
Housing Acquisition & Construction
The funds will support SGVCOG in contracting with the San
Gabriel Valley Regional Housing Trust (SGVRHT) to expand
housing opportunities for PEH in the region. Specific projects and
eligible expenditures will be determined in coordination with
LACAHSA. SGVCOG will work with the SGVRHT to identify new
Project Description
and innovative projects to create more housing for PEH.
Examples of potential types of projects include acquiring units to
specifically support PEH, purchasing units within affordable
housing project for PEH, or acquiring, rehabilitating, and
converting sites into interim or permanent housing for PEH. The
budget for this project will be determined based on further
information from LACAHSA and pending progress in completing
other projects.
The SGVCOG will work to braid funding with available LACAHSA
Group 3 Connection
funds once guidance has become available. In the meantime, the
SGVCOG will coordinate and communicate with the County in the
interim while a plan is developed to secure LACAHSA funds.
Project Specific Key
Performance Indicators
PS -KPI: Number of units secured for PEH
(PS -KPI) and Target
PS -TO: 1 unit
Outcomes (PS -TO)
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313: Eligible Use
Alignment with Measure A Goal # 3: Increase the number of
Measure A Goals and
people permanently leaving homelessness.
Target Metric
Target Metric 3a: Increase by 57 percent the number of service
participants who exit homelessness to permanent housing from a
baseline of 19,127 in fiscal year 2023-24 to a target of 30,000 in
2030.
313: Eligible Use
Homeless Prevention
Project
Homeless Prevention: Rental Assistance
The funds will support SGVCOG and the cities of Arcadia and
Rosemead in providing rental assistance such as rental arrears,
security and utility deposits, and moving costs through a homeless
prevention program focused on preventing individuals and families
from falling into homelessness. In Arcadia, case managers from
Arcadia's LA CADA-contracted team will administer the program,
while in Rosemead, Family Promise of the San Gabriel Valley
(FPSGV) will administer the program. The overall goal of both
programs is to reduce the number of individuals falling into
homelessness and assist those at imminent risk of eviction due to
Project Description
unexpected financial shortcomings or catastrophic incidences.
Case managers in each city will have access to rental assistance
resources. Each city will establish and manage its program policies
and procedures that define the requirements for rental assistance,
guidelines on the number of months for which clients can receive
rental assistance, and the tracking approach to ensure that the
intervention is helping the client to remain housed after the
intervention ends. Before work begins on this program, SGVCOG
will ensure that there is no duplication of funds and/or programs
from LACAHSA.
The SGVCOG will work to braid funding with available LACAHSA
Group 3 Connection
funds once guidance has become available. In the meantime,
SGVCOG will coordinate and communicate with the County in the
interim while a plan is developed to secure LACAHSA funds.
PS -KPI: Number of PEH/Household that retain housing for three
Project Specific Key
months after receiving prevention rental assistance
Performance Indicators
• PS -TO: 8 unduplicated PEH/households
PS -KPI: Number of PEH/Household that remain housed six
(PS -KPI) and Target
Outcomes (PS -TO)
months after the prevention rental assistance
PS -TO: 4 unduplicated PEH/Households
Alignment with Measure A Goal #4: Prevent people from falling into
homelessness
Measure A Goals and
Target Metric 4a: Reduce the number of people who become newly
Target Metric
homeless by 20 percent from a baseline of 63,202 in fiscal year
2023-24 to a target of 50,561 in 2030.
3C: Eligible Use
Homeless Prevention
Project
Homeless Prevention: Financial Assistance
The funds will support SGVCOG and the cities of Arcadia and
Rosemead in providing financial assistance through a homeless
Project Description
prevention program focused at preventing individuals and families
from falling into homelessness. Financial assistance will be utilized
in situations where clients are at -risk of eviction that can be
28
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Project Administration
Administrative Cost
resolved through a non -rent expenditure such as repairing a vehicle
Project 4A
that a client requires in order to get to work. In order to determine
appropriate financial expenditures, the respective case managers
will undertake problem solving conversations to identify the
appropriate intervention. In Arcadia, case managers from Arcadia's
LA CADA-contracted team will administer the program, while in
Rosemead, Family Promise of the San Gabriel Valley (FPSGV) will
administer the program. The overall goal of both programs is to
reduce the number of individuals falling into homelessness and
assist those at imminent risk of eviction due to unexpected financial
Project Description
shortcomings or catastrophic incidences. Case managers in each
respective city will have access to the program resources. Each city
will establish and manage its program policies and procedures that
defines the requirements for financial assistance and the tracking
approach to ensure that the intervention is helping the client to
remain housed after the intervention. Before work begins on this
program, the SGVCOG will ensure that there is not duplication of
funds and/or programs from LACAHSA.
The SGVCOG will work to braid funding with available
LACAHSA funds once guidance has become available. In the
Group 3 Connection
meantime, the SGVCOG will coordinate and communicate with
the County in the interim while a plan is developed to secure
LACAHSA funds.
PS -KPI: Number of households that remain housed three months
Project Specific Key
after Financial Assistance Intervention
Performance Indicators
• PS -TO: 2 unduplicated households
PS -KPI: Number of households that remain housed six months
(PS -KPI) and Target
Outcomes (PS -TO)
after the Financial Assistance Intervention
• PS -TO: 2 unduplicated households
Alignment with MeasureAGoal #4: Prevent people from falling into
homelessness.
Measure A Goals and
Target Metric
Target Metric 4a: Reduce the number of people who become newly
homeless by 20 percent from a baseline of 63,202 in fiscal year
2023-24 to a target of 50,561 in 2030.
Project Administration
Administrative Cost
Project 4A
Permanent Housing for PEH: Admin Cost: Housing Acquisition &
Operation - Staff
The funds will support SGVCOG in subcontracting with a service
provider (to be selected through an RFP) to operate hybrid
scattered -site interim/permanent housing throughout the San
Gabriel Valley, as outlined in Project 1A. Funding will cover four
staff (three case managers and one part-time locator) as well as
indirect administrative costs. The contracted service providers will
identify and secure immediately available housing units for PEH in
Project Description
partnership with regional cities. Housing options may include
shared housing, units secured from the rental market, and
subsidizing units for clients. Once units have been identified,
service providers will house referred clients. Each regional
partnership city will be able to refer clients to available sites. Once
clients are placed in housing, each service provider will be
responsible for working with housed clients for the duration of their
stay — at an adequate case management ratio of 20:1 — to help
connect them to services and permanent housing. The SGVCOG
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III. Project Budget
Total Agreement Sum: $3,862,470
The budget listed below represents the maximum Measure A funding that Local Jurisdiction
may receive for the applicable fiscal year, subject to the County Board of Supervisors'
("Board") annual approval. Any increase in funding for a given fiscal year is at the sole
discretion of the County and must be implemented through a written amendment to this
Agreement. All allocations approved by the County Board are made available through the
term of the agreement.
Year One: July 1, 2025 — June 30, 2026, Total Agreement sum shall not exceed
$3,862,470
BUDGET
will contract with multiple service providers with experience working
Project Project Description
with different groups, including transition -age youth, families, and
No.
individuals.
Project 4B
Administrative Costs SGVCOG Director
$1,368,000
The funds will cover a portion of the salary and benefits for
Project Description
SGVCOG Director (0.23 FTE), who will support the Management
1 B
Analyst in program oversight, administration, and reporting for all
$95,000
programs herein.
_
Project 4C
Administrative Costs SGVCOG Management Analyst
1 C
The funds will cover the salary and benefits for SGVCOG
Project Description
Management Analyst (1.0 FTE), who will oversee program
administration, implementation, and reporting of all programs
herein.
Project 4D
Admin Costs: Case Management and Outreach Services —
West Covina
The funds will support West Covina's Project 2B by covering
Project Description
operational expenses for LA CADA, including office expenses,
maintenance, insurance, facility costs, utilities, telephone, van
lease/ as, and indirect costs.
Project 4E
Admin Costs: Case Management and Outreach Services —
San Dimas
The funds will support indirect costs incurred by LA CADA under
Project Description
City of San Dimas' Project 2C, including office expenses,
insurance, cell phones, program supplies, PPE, food, van
lease/ as.
Project 4F
Admin Costs: Case Management and Outreach Services -
Glendora
Project Description
The funds will support a 13.64 percent indirect cost provided by
City of Glendora's Project 2E to LA CADA.
III. Project Budget
Total Agreement Sum: $3,862,470
The budget listed below represents the maximum Measure A funding that Local Jurisdiction
may receive for the applicable fiscal year, subject to the County Board of Supervisors'
("Board") annual approval. Any increase in funding for a given fiscal year is at the sole
discretion of the County and must be implemented through a written amendment to this
Agreement. All allocations approved by the County Board are made available through the
term of the agreement.
Year One: July 1, 2025 — June 30, 2026, Total Agreement sum shall not exceed
$3,862,470
BUDGET
Project Project Description
Project
No.
Amount
1A
Unit Acquisition and Operation (serving 72 PEH in interim
$1,368,000
housingand placing5 in permanent housing)
1 B
Interim Housing — Motel Vouchers Program (placing 160
$95,000
PEH in interim housing)
1 C
Interim Housing — LA CADA Beds (8 interim housing beds)
$50,000
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1 D
Non -Congregate Interim Housing Site (25 interim housing
$278,739
beds
Financial Assistance — Move -in Assistance (includes
1 E
covering security deposits, mitigation funds, and host home
$323,596
support; serving up to 60 PEH
1 F
Landlord Incentives (includes average amount of $1,000 per
$20,000
landlord for up to 20 landlords
1G
Flexible Rental Subsidies (Flexible rental subsidy will
$247,161
support 16 households for up to 6 months
Problem Solving (includes covering around 15 individuals
1 H
through targeted financial assistance such as mediation,
$26,066
resource navigation, and negotiation services
Case Management & Outreach Services for Clients with
Substance Use Disorder (SUD) and/or Severe Mental
2A
Illness (SMI) —Alhambra (includes partial funding towards a
$169,940
program director, outreach coordinator, and three outreach
navigators)
Case Management & Outreach Services for Clients with
Substance Use Disorder (SUD) and/or Severe Mental
2B
Illness (SMI) — West Covina (includes partial funding for a
$170,708
program manager, program coordinator, case manager, and
housing specialist)
Management & Outreach Services — San Dimas
2C
(includes partial funding for a project lead and outreach
$42,160
navigator)
F2ECase
Case Management and Outreach Services —Arcadia
2D
(includes partial funding for a program director, homeless
$71,000
program coordinator, and two homeless navigators)
Case Management and Outreach Services — Glendora
$gg 000
includes partial fundingfor two housingnavi ators
3A
I Housing Acquisition & Construction 1 unit
$25,000
3B
Homeless Prevention: Rental Assistance (includes rental
$90,000
assistance for 8 households
3C
Homeless Prevention: Financial Assistance (includes
$5,000
financial assistance -non -rental for up to 2 households
Permanent Housing for PEH: Administrative Costs for
4A
Project 1A, including salaries and benefits for four staff (3
$415,018
case managers and one art -time housing locator
Administrative Costs SGVCOG Director (0.23 FTE) who will
4B
support the Management Analyst in program oversight,
$47,637
administration, and reporting
Administrative Costs SGVCOG Management Analyst (1.0
4C
FTE) overseeing program administration, implementation,
$233,641
and reporting
Admin Costs: Case Management and Outreach Services —
4D
West Covina (supports Project 2B by covering operational
$68,094
expenses for LA CADA
Admin Costs: Case Management and Outreach Services —
4E
San Dimas (supports Project 2C by covering indirect costs for
$15,710
LA CADA
4F
Admin Costs 13.64% indirect cost: Case Management and
$12,000
Outreach Services — Glendora
TOTAL AMOUNT
$3,862,470
31
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EXHIBIT B
Recommendations for Measure A
Goals
TO: Los Angeles County Executive Committee for Regional Homeless Alignment
FROM: Los Angeles County Leadership Table for Regional Homeless Alignment,
with support from the National Alliance to End Homelessness and Community
Solutions
DATE: March 14, 2025
RE: Final Recommendations for Measure A Goals and Target Metrics As
Amended
Executive Summary
This memo provides recommendations developed by the subcommittees of the Leadership
Table for Regional Homeless Alignment (LTRHA) and approved as amended by the LTRHA and
Executive Committee on Regional Homeless Alignment (ECRHA) on goals, baselines, and
target metrics to guide the regional homeless response, following the mandate of Measure A.
This marks the final phase of a three-part process to develop draft metrics for each goal and
align around key definitions of homelessness terminology, establish data points to use as the
baseline from which to measure progress, and finally, to establish target metrics for the end of
2030 with annual milestones. While the creation of goals was mandated by Measure A. these
aoals and metrics are not restricted to Measure A -funded efforts and are meant to measure
collective efforts of the Los Angeles region. includina those funded outside of Measure A.
These subcommittee recommendations, with their attendant recommendations for policy
changes and system adjustments, represent a roadmap to reach the goals and corresponding
target metrics. Highlights of these target metrics include:
• Reducing by 30% the number of unsheltered people experiencing homelessness,
from a baseline of 52,365 in the 2024 Point -in -Time Count to 36,656 people
experiencing unsheltered homelessness by the end of 2030.
• Increasing by 57% the number of people placed into permanent housing from a
baseline of 19,127 in FY 23-24 to 30,000 people by the end of 2030.
• Decreasing the inflow of newly -homeless individuals by 20%, from a baseline of
66,302 in FY 23-24 to 50,501 by the end of 2030.
These target metrics, along with the other targets recommended in this report, will require
unprecedented alignment between regional partners across Los Angeles County, system
32
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changes that shift how existing homeless programs operate, and reforms and innovations
within how Los Angeles addresses the development of affordable housing. In addition, the
region must engage in strategic and unified advocacy to state and federal partners to achieve
these goals. While there are a number of challenges ahead, the targets in this report and the
conditions identified by subcommittees represent a user manual to achieving these goals and
making major progress towards ending homelessness in Los Angeles.
Introduction
This memo provides provides a set of recommendations for the numeric target metrics that
correspond to the five high-level goals within the Los Angeles County Affordable Housing,
Homeless Solutions, and Prevention Now Transactions and Use Tax Ordinance (Measure A),
including target metrics to measure progress by the end of 2030 with annual milestones.' This
work is in alignment with the goals and processes established in the text of Measure A.? which
was approved by Los Angeles County voters in November 2024.
In addition, this memo lays out the key conditions for success and assumptions that
subcommittees are factoring in as necessary to reach the proposed targets. The draft goals
and target metrics presented by the subcommittees are ambitious, and these conditions for
success and assumptions are major components of ensuring goals are met and may in some
cases necessitate changes to existing systems and policies. The creation of goals was
mandated by Measure A. but these goals and metrics are not restricted to Measure A -funded
efforts and are meant to guide and measure the collective efforts of all homeless Droarams and
funding source.
Within each goal section, a rationale is provided to how each LTRHA subcommittee arrived at
the respective recommendations for target metrics within their goal areas. Furthermore, this
memo provides a timeline for finalizing the goals in advance of the April 1, 2025 deadline
established by the text of Measure A. Finally, this memo recommends equity subgoals that
correspond with each of the five high-level Measure A goals.
' The metrics developed here seek to align with the more common fiscal year budgeting and reporting utilized by jurisdictions
across the region, running from July 1 through June 30, while the text of Measure A requires evaluation of progress through
December 31, 2030. To reconcile this, the subcommittees adjusted metrics annual milestones to reflect fiscal years, starting with
FY 25-26 representing Year 1, running through FY 29-30, with an additional six month period of evaluation running from July 1,
2030 to December 2030, in alignment with Measure A. This results in a 5.5 year timeline, with the final year of data being evaluated
spanning two fiscal years, with data from the final six months of FY 29-90 and the first six months of FY 30-31, running from
January 1, 2030 until December 31, 2030..
' The text of Measure A directs that "The Executive Committee shall evaluate progress toward goals and no later than April 1,
2025, the Executive Committee and Housing Agency shall each formulate baseline and target metrics based on input and
recommendations from the Leadership Table; relevant county staff, and stakeholders, including service providers contracted to
provide services like arose to be funded by the tax imposed by the Ordinance, affordable housing developers, and renter
protection organizations."
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Current Point in Process
In order to establish goals, the subcommittees have engaged in a three-phase process over
the last several months. These three distinct phases are:
• Phase 1 (Summer and Fall 2024): The subcommittees met and established shared
definitions of key terms, decided on data sources, created recommended structures of
baseline data point(s) for each goal, and crafted placeholder metric(s). This phase
concluded with the presentation of recommended metrics (without target numbers) and
definitions in October 2024?
• Phase 2 (November 2024 -January 2025): The data subcommittee` developed the
structure of the annual report, tested data sources, and established baseline data
points to serve as the basis for developing target metrics. This phase concluded with
the presentation of a baseline data report in January 2025.5
• Phase 3 (January 2025 -April 2025): This phase, currently underway, entails the
subcommittees working to establish target numbers within each metric to measure
progress on each of the 2030 goals, with accompanying annual milestones. The
subcommittees brought forward preliminary recommendations to the ECRHA in mid-
February, final recommendations to the LTRHA in early March, with complete
recommendations provided in this report.
Phase is Subcommittee Formation and Metric Development
In 2024, subcommittees of the LTRHAS were formed, bringing together LTRHA members and
additional subject matter experts to begin the process of creating numerical targets for each of
the five Measure A goals. Three subcommittees were created: 1) the homelessness response
subcommittee, 2) the homelessness prevention subcommittee, and 3) the affordable and
supportive housing subcommittee.
The Measure A goals, and their corresponding subcommittees developing metrics and targets
for those goals. They are:
1. Increase the number of people moving from encampments into permanent
housing to reduce unsheltered homelessness
(Corresponding Subcommittee: Homelessness Response)
° A midpoint progress report, which details the results of Phase 1, can be found here:
httpsJ/file.lawunty.aov/SDSIntu/bos/supdocs/196813.odf .
4 In October 2024, a memo from the County Chief Executive officer (CEO) to the Executive steering Committee for Data and 1T
Governance (ESC) memorialized the creation of a Data Subcommittee, establish its members, and charge it with providing needed
baseline and supporting data to the LTRHA for Measure A Goals 1-4.
The baseline data report can be found here: Mtn J/file,Marr+Lnty my/SDSlnter/bo=_r=_ipdms_r199257.odf .
° Subcommittees and their rosters can be found in Appendix A.
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2. Reduce the number of people with mental illness and/or substance use disorders
who experience homelessness
(Corresponding Subcommittee: Homelessness Response)
3. Increase the number of people permanently leaving homelessness
(Corresponding Subcommittee: Homelessness Response)
4. Prevent people from falling into homelessness
(Corresponding Subcommittee: Homelessness Prevention)
5. Increase the number of affordable housing units in Los Angeles County
(Corresponding Subcommittee: Affordable and Supportive Housing)
The first task of the subcommittees was to establish shared definitions of key terms, such as
"mental illness" or "homeless prevention," an essential step to ward off lengthy derailments
later in the goal -setting process. The subcommittees also established which data sources
would be utilized to measure progress, in recognition that an array of data sources inform a
fulsome picture of homelessness, but each of these data sources can tell a slightly different
story. Finally, the subcommittee defined at least one target metric for each of the goals, which
added specificity for how progress could be measured on each of the goals.
Phase 2: Baseline Data
Following the establishment of defined metrics, the CEO and the Executive Steering
Committee for Homelessness Information Technology and Data Governance established a
data subcommittee, formalized its membership, and tasked it to support the LTRHA. The data
subcommittee began work to ensure that the metrics established by the subcommittees could
be feasibly reported on a regular basis. The data subcommittee recommended slight
refinements to the measures, based on available data. In addition, the data subcommittee
produced baseline numbers to serve as a Year 1 figure against which to measure future year
progress. This work was presented to the ECRHA and the LTRHA in late January 2025.
The work of the data subcommittee was centered around Goals 1-4, which required expertise
and experience working with administrative data from within the homeless system. Goal 5,
however, required a range of other data from the larger housing sector. As such, the affordable
and supportive housing subcommittee partnered with the USC Lusk Center for Real Estate to
develop its baseline measures.'
Phase 3: Goal Setting Process
Armed with shared definitions of key terms, agreements on data sources, defined metrics, and
baseline data, the subcommittees embarked on setting defined target metrics for each of the
The USC Lusk Center's baseline data presentation from January 31, 2025 meeting of the LTRHA can be found here:
httpsJ/file.laGomty.gov/SDSintw/bos/supdocs/199858.pdf
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goals. A report to the ECRHA in February' provided preliminary target metrics within each of
the five Measure A goals, along with the rationale for their targets, and the conditions that
must be met in order for the targets to be reached and the goals to be achieved. With
feedback from the ECRHA and recognition of a changing funding landscape on both the state
and federal levels, the Leadership Table made adjustments to several goals. These were
discussed and approved as amended by the full Leadership Table on March 6th. The goals
were then approved and amended by ECRHA on March 141.
With this report, the ECRHA approves as amended the LTRHA's final recommendations to the
ECRHA. These amended goals are recommended by ECRHA for adoption by the Los Angeles
County Board of Supervisors in advance of Measure A's April 1 deadline.
Equity
This section of the report summarizes a more extensive report on the recommendations of the
equity subcommittee, which is provided as a supplemental memo.
Context
The equity subcommittee of the LTRHA, co-chaired by representatives from the Los Angeles
County Chief Executive Office Anti -Racism, Diversity and Inclusion (ARDI) Initiative and the Los
Angeles Homeless Services Authority (LAHSA), was tasked with recommending an equity
framework and drafting a set of equity metrics to be included in the Measure A Goals the
Responsive Regional Homelessness Plan (RHP). In the sections below, the Equity
Subcommittee defines equity, highlights the racial and ethnic disparities contributing to
homelessness in the County, outlines the equity subcommittee's data findings and equity
priorities, and lays out next steps.
Definitions, Values, and Conditions for Success
In order to set metrics, the equity Subcommittee determined how to define equity, and the
values and conditions for success necessary to achieve the equity metrics. The subcommittee
defined equity as both a process and practice that ensures that one's outcomes in various
domains, including health, housing, education, and economic outcomes, are not determined
by social and/or physical characteristics. The equity subcommittee proposes adopting equity
principles that emphasize fairness and justice, ensuring that all strategies and interventions are
a The February report to ECRHA providing preliminary recommendations can be found
here.httpsJ/flle.lacounty.gov/SDSInter,'bos/supdms/200392.pdf
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designed to address the unique needs of those most affected by systemic inequities. These
principles prioritize the participation of communities with lived experience in shaping policies,
advocate for culturally responsive practices, and commit to dismantling structural barriers
through accountable, inclusive, and sustainable approaches to homelessness.
The Equity Subcommittee identified the following overarching conditions for success:
• To reduce homelessness and its disproportionate impact, it is necessary to engage
multiple systems beyond Measure A, addressing the root causes and the systemic
barriers contributing to housing instability. Holistic prevention is essential to reducing
homelessness and reducing disparities
• Improved data collection practices, standardized reporting structures, and
incorporating a mixed methods approach to data collection are vital.
• Stakeholders must be fully and authentically engaged, including lived experts and
smaller agencies.
• LA County's homeless response system must be balanced and efficient at helping
people exit permanent housing fast; inefficiency and imbalance impacts marginalized
groups more than others.
• Providers and direct service staff are essential to addressing and reducing
homelessness: a well -resourced and well -supported workforce in homeless services is
crucial for long-term success. New measures and metrics should be restorative and not
punitive to protect.
Data Analysis
Caveats and Considerations: The LTRHA equity subcommittee received disaggregated
baseline data for Measure A goals from the data subcommittee of ECRHA on February 21,
broken down by race/ethnicity, gender, age, and veteran status. Data showed discrete
characteristics (i.e., total population served by race or gender, but not by race and gender);
given the short timeframe, the equity subcommittee started with an analysis of race/ethnicity
data. The Equity Subcommittee found that Measure A baseline data combines families,
transition aged youth, and single adults, which means that raw numbers and percentages
count family members as individuals within the dataset. When data are further disaggregated
by other demographic variables, and divided by families, single adults, and transition aged
youth, there will be a better understanding of population -specific baselines and needs and will
enable the LTHRA to set population -specific metrics. Additional analysis and metric refinement
will be necessary once we further collect and disaggregate data.
Data Analysis: The equity subcommittee reviewed and analyzed data from two main sources:
(1) LAHSA point -in -time count (PIT Count) data and (2) administrative data pulled from County
databases. The PIT count data were pulled from the LAHSA website and the administrative
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data were provided by the data subcommittee in February 2024. The administrative data
included several data tables with racially disaggregated baseline data on participants
accessing the homeless services system over five -years (more detail is provided later in this
report on the sources of administrative data.
Findings: After reviewing and analyzing these data, the equity subcommittee concluded the
following:
• Although Black people are served at rates roughly proportional or higher rates (36% of
all service participants in FY 23-24) signifying that the homeless system is serving Black
people comparable to their proportion of the homeless count (33%); yet the PIT
continues to show roughly the same overrepresentation of Black people experiencing
homelessness.
• While Black people make up the largest share of people who exit to permanent housing
(42%), they remain housed (i.e., retained) at lower rates (77%) than the overall
population in the system (79%) and other racial/ethnic groups, such as Asian (84%) and
Hispanic (82%) people who have exited to permanent housing. Like other groups, just
20% of Black people who accessed services exited to permanent housing in FY 23-24,
which may relate to the rise of homelessness and continued overrepresentation of
Black people in the PIT Count.
• Latinx people are the fastest growing in the PIT population (23,005 in 2020 to 30,948
(43%) in 2024), still below their overall percentage of LA population (48%), and are
mostly part of the newly homeless services group (58%)
• Latinx are overall accessing services at lower rates (36%) than their proportion of the
homeless population (43%)
• Unsheltered Latinx people are accessing interim housing or permanent housing at a
lower rate than their proportion of the homeless population (37% 1 b unsheltered to
interim housing, 36% 1c to permanent housing) and had among the lowest percentage
throughput from unshettered to permanent housing (only 8%).
• AIAN people are growing in the homeless count (686 in 2020 to 2369 in 2024), though
definition has also changed to be more accurate/ inclusive; their share of the homeless
population (3%) is roughly proportional to their population in LA County (3%)
• AIAN people are underrepresented in accessing services (2% of accessing services vs.
3% of population), though unsheltered AIAN people are accessing interim housing
(2.25%) and permanent housing (2.27%) at slightly lower rates than their proportion of
the homeless count (3%).
• Only 73% of AIAN people who enter permanent housing remain in housing within the 2 -
year period, the lowest percentage amongst groups.
Based on the definitions and values agreed upon, the subcommittee proposed a targeted
universalism approach, which asserts that groups experiencing homelessness may require
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different strategies to improve overall outcomes and to meet universal goals. To put this
framework into practice, the LTRHA equity subcommittee asked, "how do we ensure that all
groups meet the universal goals and metrics (set by Measure A and other subcommittees)?
How far are different groups from meeting the universal goals and metrics?" The analysis
found that the greatest disparities are experienced by particular groups. To meet our universal
goals, Measure A implementation must remove or reduce disparities across three areas:
population increase (rate of growth), representation in homelessness (rate of homelessness),
and differences in access and outcomes in services. These disparities are compounding
factors on inequities, meaning when one group experiences higher rate of growth,
overrepresentation, and poorer outcomes in the homeless service system, impact is amplified
driving an increase in overall homelessness numbers. Thus, looking at all three dimensions to
understand disparities and conditions for success for each group is critical.
Equity Subgoals
Given the findings above, in order achieve the universal goals and a more equitable system,
the Equity Subcommittee has applied the following equity criteria:
• Equity Criteria A: Reduce overrepresentation in the homelessness population by 10%
by 2030:
• Equity Criteria B: Reduce growth in homelessness for critical populations by 2030;
and;
• Equity Criteria C: Reduce disparities in access, experience, and outcomes by 2030.
With further analysis of the baseline data disaggregated by race/ ethnicity, it became clear that
each goal and population has unique differences. However, the equity subcommittee focused
on identifying the greatest disparities, and saw that those differences were concentrated for
certain groups more than others. It was clear that to meet our universal goals, the
subcommittee would need to focus efforts on removing disparities across the three above
criteria. Using the equity criteria, the equity subcommittee set equity subgoals recommended
for each metric identified by the other LTHRA subcommittees. The equity subcommittee
recommended the equity subgoals as additional benchmarks to ensure that impacted groups
at the very least meet the universal metrics, and that overall disparities are reduced.
The equity metrics included in the table below, reflects an effort to address the specific
disparities identified amongst populations within the goal, contextualize data where
disproportionality was identified, mitigate the rapid rate of growth, and set metrics to reduce
the disparities. If the homeless services system does not meet the goals for these critical
populations, it is less likely to meet the universal goals. The equity subgoals ensure that
impacted groups at the very least meet the universal metrics and make progress toward the
overall equity criteria.
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For Goal 5, the equity subcommittee is offering strategies to be refined into metrics as the
work continues to identify baseline equity data for goal 5 and collaborate with LACAHSA. The
LTRHA recommends that equity and the above strategies for goal 5 are considered by
LACAHSA in setting their targets and allocating resources.
Next Steps
The Leadership Table recommends the adoption of the proposed equity metrics and targets,
represented in the chart below, which will be followed by additional efforts to develop a robust
data collection, reporting and analysis infrastructure to track progress. This will involve
standardizing demographic data workflows and integrating equity analyses into program
evaluations. The subcommittee also recommends the LTRHA and the ECRHA establish a
research agenda to address remaining gaps in understanding and responding to the unique
needs of disproportionately represented groups. The equity -focused metrics and strategies
outlined will guide future efforts to reduce homelessness while addressing the systemic
inequities contributing to the problem. Through targeted universalism, a commitment to
cultural humility, and sustained investments in community -driven solutions, we can work
toward a more equitable and effective homelessness system in Los Angeles County.
Structure and Conditions for Goal Setting
While the subcommittees are each addressing different parts of the response to
homelessness, they are all setting goals under a consistent directive to create ambitious goals;
this direction is encouraged even if it necessitates significant changes to the homeless system
to reach the target metrics within the goals. A December 11 letter from ECRHA Chair Kathryn
Barger to the LTRHA articulates this task and encourages the LTRHA "to be bold and propose
ambitious goals that aim towards significant system improvements for demonstrable progress
for those who are homeless in Los Angeles County."
This letter also directs subcommittees to report on the rationale for their goals. As such, each
goal contains an explanation for how and why the subcommittee arrived at the draft numerical
target. Additionally, for each goal, the subcommittee details the conditions and assumptions
for success. Without large increases in funding resources, ambitious goals require changes to
existing homeless systems in order to be achieved. In some cases, these conditions and
assumptions may necessitate advocacy to external partners at the state and federal levels.
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Unified Federal and State Advocacy Strategy
Among the conditions and assumptions for success, a unified advocacy strategy is a critical
component of reaching these goals to ensure state and federal resources are secured for the
region. These funding streams are in a moment of unprecedented uncertainty. State resources
for homelessness are a major component of the local homeless response, but these funds
largely consist of one-time funding over the last several years. With California facing likely
deficits in future years, these funds are far from secure.
Meanwhile at the federal level, the new Administration and Congress have promised to pursue
major spending cuts, as well as policy changes that are likely to function as funding cuts for
Los Angeles. In late January, the Administration pursued an unprecedented "pause" across a
broad range of federal funding, including homelessness funding. While funding was restored,
the possibility of future "pauses" must be considered. Maintaining the status auo of state and
federal funding will reauire maior coordinated and continuous advocacy between all the
entities in the region and should be considered one of the main conditions of reachina the
goals set forth in this report.
January Wildfires
The challenges Los Angeles faces will be magnified by the wildfires that devastated Los
Angeles County in January and destroyed at least 12,000 structures. Comparable disasters,
such as the Maui wildfires in August 2023, led to an 87% increase in homelessness in the
subsequent point -in -time count. The wildfires can create a number of pressures that contribute
to rising homelessness: 1) More households that have lost their homes and in the immediate
aftermath, seek the assistance of the homeless services system; 2) An influx of households
seeking short-term accommodations in the rental market, placing downward pressure on an
already -constrained housing market,9 and 3) Pressure to utilize scarce public funds for
homelessness to support higher -income households that have tragically lost their homes but
may not otherwise face the risk of homelessness.
Hennighausen, H, & James, A (2024). "catastrophic fires, human displacement, and real estate prices in California.' Joumal of
Housing Economics, 66: December 2024.
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Measure A Goals and Recommended
Targets
The table on the following page summarizes the metrics and targets developed by the
subcommittees for each of the goals -this table is then followed by an additional table which
outlines the proposed equity metrics that align with the Measure A goals.
It is important to note that at the LTRHA meeting in early March the membership voted to
amend each goal statement to deepen the region's collective commitment to equity. To do
this, the LTRHA recommends that each goal as stated include, "with a focus on addressing
gender, ethnic and racial disproportionality, disparities and inequities". This proposal is
outlined for each goal in the chart below.
Goal 1:
Measure A text: Increase the number of people
moving from encampments into permanent
housing to reduce unsheltered homelessness
Proposed Goal Statement Adjustment:
increase the number of people moving from
encampments into permanent housing to
reduce unsheltered homelessness with a focus
on addressing gender, ethnic and racial
disproportionality, disparities and inequities.
Goal 2:
Measure A: Reduce the number of people with
mental illness and/or substance use disorders
who experience homelessness
Proposed Goal Statement Adjustment:
Reduce the number of people with mental
illness andlor substance use disorders who
experience homelessness with a focus on
addressing gender, ethnic and racial
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• Metric la. Decrease by 30% the number
of people experiencing unsheltered
homelessness from a baseline of 52,365 in
2024 to a target of 36,656 in 2030.
• Metric 1b. Increase by 80% the number
of people moving into permanent housing
from unsheltered settings from a baseline
of 5,937 in FY 23-24 to a target of 10,687
In 2030.
• Metric 1 c. Increase by 32% the rate of
people moving Into interim housing from
unsheltered settings from a baseline of
34% in FY 23-24 to a target of 45% in
2030.
• Metric 2a: Reduce by 15% the number of
people with SMI alone experiencing
homelessness from a baseline of 14,056 in
FY 23-24 to a target of 11,978 in 2030.
• Metric 2b: Reduce by 10% the number of
people with SUD alone experiencing
homelessness from a baseline of 8,697 in
FY 23-24 to a target of 7,827 in 2030.
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disproportionality, disparities and inequities.
. Metric 2c: Reduce by 10% the number of
people with co-occurring SMI and SUD
experiencing homelessness from a
baseline of 20,446 in FY 23-24 to a target
of 18,401 in 2030.
Goal 3:
. Metric 3a: Increase by 57% the number
of service participants who exit
Measure A: Increase the number of people
homelessness to permanent housing from
permanently leaving homelessness
a baseline of 19,127 in FY 23-24 to a
Proposed Goal Statement Adjustment:
target of 30,000 in 2030.
Increase the number of people permanently
• Metric 3b: Increase by 101% the number
leaving homelessness with a focus on
of service participants who retain
addressing gender, ethnic and racial
permanent housing, two years after they
disproportionality, disparities and inequities.
exit homelessness from a baseline of
10,501 in FY 23-24 to a target of 21,104 in
2030.
Goal 4:
. Metric 4a: Reduce the number of people
who become newly -homeless by 20%
Measure A: Prevent people from falling into
from a baseline of 63,202 in IY 23-24 to a
homelessness
target of 50,561 in 2030
Proposed Goal Statement Adjustment.
Prevent people from falling into homelessness
with a focus on addressing gender, ethnic and
racial disproportionality, disparities and
inequities.
Goal 5:
• Metric 5a: Increase by 41%-53% the
current level of affordable housing
Measure A: Increase the number of affordable
production, from a baseline of 1,700 units
housing units in Los Angeles County
in FY 23-24 to a target of 2,400-2,600
Proposed Goal Statement Adjustment:
units in 2030.
Increase the number of affordable housing units
• Metric 5b: Increase by the current level of
in Los Angeles County with a focus on
affordable housing units being preserved,
addressing gender, ethnic and racial
to a total of 420 at -risk units preserved
disproportionality, disparities and inequities.
annually.
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The table below summarizes equity metrics for each of the goals and submetrics:
meas. - fZtILILY
Goal 1: • Equity Metric 1a. Decrease the rate of
growth of Latinx people experiencing
Measure A text: Increase the number of people unsheltered homelessness from a baseline
moving from encampments into permanent of 30% by 10 percentage points to 20% in
housing to reduce unsheltered homelessness the service data (and reduce rate of
Proposed Goal Statement Adjustment: growth in Latinx unsheltered point -in -time
(32%) also by 10 percentage points).
Increase the number of people moving from
encampments into permanent housing to • Equity Metric 1a. Decrease unsheltered
reduce unsheltered homelessness with a focus point -in -time by 10 percentage points for
on addressing gender, ethnic and racial Black, Latinx, and AIAN people.
disproportionality, disparities and inequities. . Equity Metric 1b. Reduce disparities in
• Metric 1 a. Decrease by 30% the number of access to permanent housing for Black,
people experiencing unshettered Latinx, and AIAN people experiencing
homelessness from a baseline of 52,365 in unsheltered homelessness by 10
2024 to a target of 36,656 in 2030. percentage points from baselines 11 %
(Black), 8% (Latinx), 11 % (AIAN).
• Metric 1b. Increase by 80% the number of
people moving into permanent housing from • Equity Metric 1c. Reduce disparities in
unsheltered settings from a baseline of 5,937 access to interim housing for AIAN people
in IY 23-24 to a target of 10,687 in 2030. from unsheltered settings by 10
percentage points from baseline of 42% to
• Metric 1c. Increase by 32% the rate of 52% and for Latinx people from baseline
people moving into interim housing from 34% to 44%.
unsheltered settings from a baseline of 34% in
FY 23-24 to a target of 45% in 2030.
Goal 2: • Equity Metric 2a: To reduce disparities,
decrease the rate of SMI or SUD (49%),
Measure A: Reduce the number of people with SUD (8%), and co-occurring disorders
mental illness and/or substance use disorders (26%) by 20% for the American Indian/
who experience homelessness Alaska Natives.
Proposed Goal Statement Adjustment:
• Equity Metric 2b: Reduce rate of growth
Reduce the number of people with mental of Latinx people with SUD or SMI (54%)
illness and/or substance use disorders who by 10 percentage points, and percentage
experience homelessness with a focus on of Latinx people with co-occurring
addressing gender, ethnic and racial disorders (17%).
disproportionality, disparities and inequities.
• Equity Metric 2c: To reduce inequities,
• Metric 2a: Reduce by 15% the number of decrease the rate of co-occurring
people with SMI alone experiencing disorders by 5 percentage points from
homelessness from a baseline of 14,056 in FY
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23-24 to a target of 11,978 in 2030.
• Metric 2b: Reduce by 10% the number of
people with SUD alone experiencing
homelessness from a baseline of 8,697 in FY
23-24 to a target of 7,827 in 2030.
• Metric 2c: Reduce by 10% the number of
people with co-occurring SMI and SUD
experiencing homelessness from a baseline of
20,446 in FY 23-24 to a target of 18,401 in
2030.
Goal 3:
Measure A: Increase the number of people
permanently leaving homelessness
Proposed Goal Statement Adjustment:
Increase the number of people permanently
leaving homelessness with a focus on
addressing gender, ethnic and racial
disproportionality, disparities and inequities.
• Metric 3a: Increase by 57% the number of
service participants who exit homelessness to
permanent housing from a baseline of 19,127
in FY 23-24 to a target of 30,000 in 2030.
• Metric 3b: Increase by 101 % the number of
service participants who retain permanent
housing, two years after they exit
homelessness from a baseline of 10,501 in FY
23-24 to a target of 21,104 in 2030.
Goal 4:
Measure A: Prevent people from falling into
homelessness
Proposed Goal Statement Adjustment.
Prevent people from failing into homelessness
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baseline of 18% to 13% for Black people.
Equity Metric (applies across a, b, and
c): Reduce the share of people who
experience homelessness and report
having these conditions within the point in
time demographic surveys for Black,
Latinx and AIAN people.
Equity Metric 3a: Reduce rate of growth
of Latinx people experiencing
homelessness by increasing permanent
housing exits by at least 57%.
• Equity Metric 3a: Reduce
disproportionality of Black and AIAN
people experiencing homelessness by
increasing permanent housing exits by
65% for each group.
Equity Metric 3a: Reduce disparities in
outcomes by increasing the percentage of
Black and AIAN people who are
permanently housed and do not return to
homelessness by 10 percentage points,
from 73% for AIAN and 77% for Black or
African American.
Equity Metric 3b: Reduce disparities in
outcomes by increasing by 91 % the
number of service participants who retain
permanent housing, 5- and 10- years after
they exit homelessness for Black or
African American, Hispanic or Latino, and
American Indian Alaska Native by 2030.
Equity Metric 4a: Decrease
disproportionality of newly -homeless
Black or African American individuals by
30% from a baseline of 35% by 2030.
• Equity Metric 4a: Decrease the disparity
in the rate of growth of newly homeless
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with a focus on addressing gender, ethnic and
racial disproportionality, disparities and
inequities.
Metric 4a: Reduce the number of people who
become newly -homeless by 20% from a
baseline of 63,202 in FY 23-24 to a target of
50,561 in 2030
Goal 5:
Measure A: Increase the number of affordable
housing units in Los Angeles County
Proposed Goal Statement Adjustment.,
Increase the number of affordable housing units
in Los Angeles County with a focus on
addressing gender, ethnic and racial
disproportionality, disparities and inequities.
• Metric 5a: Increase by 41 %-53% the current
level of affordable housing production, from a
baseline of 1,700 units in FY 23-24 to a target
of 2,400-2,600 units in 2030.
• Metric 5b: Increase by the current level of
affordable housing units being preserved, to a
total of 420 at -risk units preserved
annually.
M
Black (9%)and Latinx (21 %) people by 7
percentage points each.
• Equity Metric 4a: Reduce the overall
share of homelessness within in the point -
in -time count by 20% for Black or African
American, Hispanic or Latino, and
American Indian Alaska Native by 2030.
• Equity Strategies (see equity section for
more information on why "strategies"
are provided here:
• Increase outreach to people experiencing
homelessness earning 30% or below the
Area Median Income (AMI) and severely
cost burdened renter households in LA
County for affordable units.
• Increase retention of Black people in
Permanent Supportive Housing by
targeting legacy permanent supportive
buildings for preservation.
• Reduce disparities in access to high
opportunity neighborhoods and increasing
investment into under -resourced
communities through affordable housing
development.
• Increase enforcement of source of income
protections to reduce discrimination in the
housing market.
• Increase Flexible Housing Subsidy Pool
vouchers to increase access for
undocumented and documented
households.
Explore small area Fair Market Rate (FMR)
to increase equity in voucher amounts.
• Use master leasing strategy to reduce
challenges for people with criminal
background or poor credit.
Dowsign Envelope ID: BtADB1A2-E5DF-48F5-894D-5F87BF73D444
Conduct outreach to groups with the
highest rates of homelessness to access
vouchers.
• Reduce disparities in homeownership by
using vouchers for homeownership
through the Housing Choice Voucher
Program.
Goal is Increase the Number of People Moving from
Encampments into Permanent Housing to Reduce
Unsheltered Homelessness with a focus on
addressing gender, ethnic and racial
disproportionality, disparities and inequities
Metric Established by Subcommittee
As detailed in the October midpoint report, the subcommittee established the following metric:
• Metric Ia. Decrease by xx% the number of people experiencing unsheltered
homelessness.
• Metric ib. Increase by xx% the number of people moving into permanent housing
from unsheltered settings.
• Metric tc. Increase by xx% the rate of people moving into interim housing from
unsheltered settings.
This metric is intended to be measured using a combination of point -in -time (PI1) count data,
as well as administrative data from the Homeless Management Information System (HMIS),
administered by the Los Angeles Homeless Services Authority (LAHSA), as well as the
Comprehensive Health Accompaniment and Management Platform (CHAMP), administered by
the Department of Health Services.
47
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Baseline Data
To develop goal numbers, the Data Subcommittee established three baseline numbers for this
goal:
• Baseline la. Number of unsheltered people at a point -in -time, and count of service
participants who experienced unsheltered homelessness during the 2023-2024 fiscal
year: 52,365 people and 66,918 people, respectively
Baseline 1 b. The number of unsheltered service participants who exited to permanent
housing: 5,937 people
Baseline 1 c. The number and rate of unsheltered service participants who accessed
interim housing: 34% of participants
Baseline ia.
Count of Persons Who Experienced Unsheltered Homelessness During the 2023-2024
Fiscal Year
For baseline 1a., the Data Subcommittee established two separate numbers to measure
unsheltered homelessness—one through the Point -in -Time (PIT) Count, which counted 52,365
people living unsheltered in Los Angeles County, according to the 2024 Greater Los Angeles
Homelessness Count. This number is intended to serve as a baseline for measuring the
visibility and presence of unsheltered homelessness at a single point in time. See figure 1
below10 for PIT Count figures for unsheltered homelessness.
60,000
$ 40.000
a
0
m
E
a
2 20,000
G7
55,181
57 355
2019 2020 2021 2022 2023 2024
PIT year
Figure 1. Number of
Unsheltered People at a
Point -in -Time
Data Sources: Las
Angeles City and County,
Glendale, Long Beach,
and Pasadena CoCs
Homeless Count
10 Figures and charts for Goals 1-4 are drawn from the Data Subcommittee's January 20 report to the ECRHA. Figures and
charts for Goal 5 are drawn from the USC Lusk Center for Real Estate's January 31" report to the LTRHA
M
Docusign Envelope ID: B1ADB1A2-E5DF-48F5-894D-5F87BF730444
The data subcommittee also established a separate figure of 66,918 service participants who
experienced unsheltered homelessness over the course of FY 23-24. This number does not
reflect a single point in time, but rather a dynamic population changing over the course of the
year. See below for Figure 2, which shows this number over the last five years; the data
subcommittee found this number rose by 5% on average year -over -year. This baseline is
rooted in measuring the delivery of services to people experiencing homelessness and serves
as a critical connection to Metrics 1 b and 1 c, which measure how effective Los Angeles'
systems are at serving people who are experiencing unsheltered homelessness over the
course of the year.
19-20 20-21 21-22 22-23 23-24
rascal year
It is critical to note that the number of people experiencing unsheltered homelessness does
not represent the entire population of people experiencing homelessness, as thousands more
people continue to reside in interim settings. According to administrative data, approximately
112.026 people exoeriencina homelessness accessed services over the course of FY 23-24.
including both sheltered and unsheltered people.
The number of 66,918 unsheltered people accessing services represented only about 60% of
the total number of people experiencing homelessness accessing services over the course of
the entire fiscal year. These numbers do not account for those that experience homelessness
and do not access services or resolve their homelessness without accessing any services,
meaning the true number of people who experienced homelessness for any period of time
during FY 23-24 was in excess of 112,026 people.
49
Figure 2. Service
75.000 66.918
participants Who
w62,858
Experienced
55,894 55,215 57.172
Unsheltered
c50,000
Homelessness
nData
Sources., 1) Los
E
Angeles City and County
CoC HM1S & 2) CHAMP
25,000
19-20 20-21 21-22 22-23 23-24
rascal year
It is critical to note that the number of people experiencing unsheltered homelessness does
not represent the entire population of people experiencing homelessness, as thousands more
people continue to reside in interim settings. According to administrative data, approximately
112.026 people exoeriencina homelessness accessed services over the course of FY 23-24.
including both sheltered and unsheltered people.
The number of 66,918 unsheltered people accessing services represented only about 60% of
the total number of people experiencing homelessness accessing services over the course of
the entire fiscal year. These numbers do not account for those that experience homelessness
and do not access services or resolve their homelessness without accessing any services,
meaning the true number of people who experienced homelessness for any period of time
during FY 23-24 was in excess of 112,026 people.
49
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Baseline ib.
The Number of Unsheltered Service Participants Who Exited to Permanent Housing
For Baseline 1 b., the data subcommittee established that there were 5,937 service participants
who were unsheltered that exited homelessness to permanent housing in FY 23-24. See Figure
3 below.
8,000
6,000
a
n
0
C 4,381
0 4,000 3.080 3,380 3.271
E
2
2,000
0
5.937
19-20 20-21 21-22 22-23 23-24
Rscal year
Baseline 1c.
Figure 3. Unsheltered
Service Participants
Who Exited to
Permanent Housing
Data Sources: t) Los
Angeles City and County
CoC HMIS & 2) CHAMP
The Number and Rate of Unsheltered Service Participants Who Accessed Interim
Housing
For Baseline 1 c., the data subcommittee established that 22,852 service participants who
were unsheltered accessed interim housing in FY 23-24 (see Figure 4 on the following page).
This represents 34% of all unsheltered service participants -this number has increased by 69%
over the last five years, reflecting increased alignment and urgency to add new interim settings
to address unsheltered homelessness:
50
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30,000
Target Metrics and Milestones Summar
Figure 4. Unsheltered
Service Participants
Who Accessed Interim
Housing
Data Sources: 1) Los
Angeles City and County
CoC HMIS & 2) CHAMP
Goal 1: Increase the number of people moving from encampments into permanent
housing to reduce unsheltered homelessness
End of 2030 Metrics
• Metric 1 a. Decrease by 30% the number of people experiencing unsheltered
homelessness from a baseline of 52,365 in 2024 to a target of 36,656 in FY 23-24.
• Metric 1b. Increase by 80% the number of people moving into permanent housing
from unsheltered settings from a baseline of 5,937 in FY 23-24 to a target of 10,687 in
2030.
• Metric ic. Increase by 32% the rate of people moving into interim housing from
unsheltered settings from a baseline of 34% of unsheltered people in FY 23-24 to a
target of 45% in 2030.
Annual Milestones
Metric 1 a: Reduce the Number of Unsheltered People by 30%
Year
22.852
y
20,536
20,000
17.142
v
-6%
G
14,998
13.526
i
a
x 10,000
0
19-20
20-21 21-22 22-23 2324
Rscal year
Target Metrics and Milestones Summar
Figure 4. Unsheltered
Service Participants
Who Accessed Interim
Housing
Data Sources: 1) Los
Angeles City and County
CoC HMIS & 2) CHAMP
Goal 1: Increase the number of people moving from encampments into permanent
housing to reduce unsheltered homelessness
End of 2030 Metrics
• Metric 1 a. Decrease by 30% the number of people experiencing unsheltered
homelessness from a baseline of 52,365 in 2024 to a target of 36,656 in FY 23-24.
• Metric 1b. Increase by 80% the number of people moving into permanent housing
from unsheltered settings from a baseline of 5,937 in FY 23-24 to a target of 10,687 in
2030.
• Metric ic. Increase by 32% the rate of people moving into interim housing from
unsheltered settings from a baseline of 34% of unsheltered people in FY 23-24 to a
target of 45% in 2030.
Annual Milestones
Metric 1 a: Reduce the Number of Unsheltered People by 30%
Year
% Change from Baseline
Annual Unsheltered Number
Baseline
0%
52,365
July 1, 2025 -June 30, 2026
-6%
49,609
51
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July 1, 2026 -June 30, 2027
-11%
46,652
July 1, 2027 -June 30, 2028
-16%
43,796
July 1, 2028 -June 30, 2029
-22%
40,939
July 1, 2029 -June 30, 2030
i
-27%
38,084
Full Year Ending December 31, 2030
-30%
36,656
Metric 1 b: Increase the Number of Unsheltered People Placed in Permanent Housing by 80%
Year
% Change from Baseline
Annual Unsheltered People Placed
in PH
Baseline
0%
5,937
July 1, 2025 -June 30, 2026
i
+15%
6,801
July 1, 2026 -June 30, 2027
+29%
7,664
July 1, 2027 -June 30, 2028
+44%
8,528
July 1, 2028 -June 30, 2029
+58%
9,391
July 1, 2029 -June 30, 2030
+73%
. 10,255
Full Year Ending December 31, 2030
+80%
10,687
Metric 1c: Increase the Rate of Interim Housing Placements of Unsheltered People by 32%
Year
% Change from Baseline
Annual Rate of Unsheltered
Placed in IH
Baseline
0%
34%
July 1, 2025 -June 30, 2026
i
+6%
36%
July 1, 2026 -June 30, 2027
+12%
38%
July 1, 2027 -June 30, 2028
+17%
40%
July 1, 2028 -June 30, 2029
+23%
42%
July 1, 2029 -June 30, 2030
+29%
44%
52
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Full Year Ending December 31, 2030 +32% 45%
Rationale
The homeless response subcommittee developed the above target metrics with three primary
factors driving their rationale. First, the subcommittee noted the region has seen
unprecedented alignment across the homeless system and across regional partners around
addressing unsheltered homelessness -should this alignment continue, it may contribute to
continued rapid growth in the number of people moving out of unsheltered homelessness and
into both interim and permanent housing. The second major factor informing their rationale is
that, because this alignment around unsheltered homelessness is a recent phenomena, the
number of people moving from unsheltered homelessness into housing is relatively low, with
only 9% of unsheltered service participants moving into permanent housing -this leaves
considerable room for growth as system alignment efforts continue.
Finally, these goals were also informed by Goals 2, 3, 4, and 5, all of which lend component
parts to an overall reduction in unsheltered homelessness. With Goal 2 reflecting a proposed
57% increase in housing placements (informed by the housing production goals in Goal 5) and
Goal 4 reflecting a 20% decrease in inflow, the homeless response subcommittee believes a
30% reduction in unsheltered homelessness is attainable.
Conditions and Assumptions for Success
For the targets in Goal 1 to be reached, the subcommittee identified four conditions that are
vital components of success for this particular goal, although they noted the conditions across
Goals 1, 2, and 3 are all interrelated to each of the goals. These conditions are:
•
Significant Progress Must Be Made on Other Goals: Unlike other goals, an overall
reduction in unsheltered homelessness represents a cumulative goal that would reflect
progress in other goals that make up component parts of understanding overall
homeless numbers, namely, inflow into homelessness and outflow into permanent
housing. To reach goals on reducing unsheltered homelessness, the region must
increase permanent housing placements as well as significantly curtail inflow into
homelessness. In recent years, while permanent housing placements have scaled up
significantly, inflow has also accelerated, meaning these gains have not resulted in
reductions in overall unsheltered homelessness.
• Reconfiguration of Pathways into Permanent Housing: In examining goals 1, 2, and
3 working in concert with each other, Los Angeles will need to significantly reconfigure
53
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current pathways into permanent housing to achieve these goals. Two potential
pathways into permanent housing must increase significantly, with far greater
movement needed from interim housing into permanent housing, or far greater
movement from unsheltered settings into permanent housing than is currently the case
in the region. Significant system realignments may be needed to realize these changing
pathways into permanent housing.
• The Region Must Produce More Housing, and it Must Be Accessible to
Unsheltered People: The Los Angeles region must continue to increase the production
of affordable housing, in alignment with the targets laid out in Goal 5. In addition, a
significant portion of these affordable units must be available to people experiencing
unsheltered homelessness. In general, people experiencing homelessness have
incomes below 30% of Area Median Income (AMI). Alignment between the Los Angeles
County Affordable Housing Solutions Agency (LACAHSA) will be critical, therefore, to
reach goals around moving more individuals out of unsheltered homelessness and into
permanent housing,
• Increasing Interim Housing Must Continue Beyond Emergencies: In order to
continue making progress moving people from unsheltered homelessness into interim
housing, the region must continue to secure additional resources to fund further
expansion of interim housing. This is all the more critical given the possibility of
increasing bed rates paid to service providers to match the true cost of providing
services. Without additional funding for interim housing, rising bed rates will reduce the
overall number of beds.
• Advocacy to Maintain Federal Funding Must Continue: As demonstrated by a
temporary freeze in federal funding resulting from the White House Office of
Management and Budget's (OMB) Memo M-25-13 in late January, federal funding for
homelessness and housing programs is far from assured. The Los Angeles region must
advocate to federal partners both to continue funding for key programs, as well as
forestall federal policy changes that would effectively function as cuts for communities
like Los Angeles.
• New Data Tools Should Be Used to Track Outcomes: New data tools, such as the
Encampment Module available through HMIS, will allow new insight into unsheltered
homelessness. These insights must be applied to more effectively move people out of
unsheltered homelessness.
54
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Goal 2: Reduce the number of people with mental
illness and/or substance use disorders who
experience homelessness with a focus on addressing
gender, ethnic and racial disproportionality,
disparities and inequities
Metric Established by Subcommittee
The subcommittee spent significant time defining the data sources and definitions of serious
mental illness and substance use disorder" during phase 1. Moreover, the subcommittee
agreed to split goal 2 into separate metrics for serious mental illness (SMI) and long-term
substance use disorder (SUD), in recognition that while a significant portion of the population
may experience both of these conditions, many experience only one, and these conditions
necessitate different interventions and services. As such, the subcommittee proposed the
following metrics:
e Metric 2a: Reduce by xx% the number of people with SMI alone experiencing
homelessness.
e Metric 2b: Reduce by xx% the number of people with SUD alone experiencing
homelessness.
e Metric 2c: Reduce by xx% the number of people with co-occurring SMI and SUD
experiencing homelessness.
Baseline Data
The data subcommittee established the following baselines:
e Baseline 2a: Number of people experiencing homelessness with SMI only in FY 23-24:
14,056 people
11 The following definitions were agreed upon by the subcommittee:
• Substance use disorder (SUD): Mental and behavioral disorders due to psychoactive substance use (excludi; g nicotine
dependence).
• Serious mental illness (SMQ: A person with bipolar disorder, episodic mood disorder, major depressive disorder, manic
episode, other psychotic or delusional, schizophrenic disorder. Note that PTSD is not included in the SMI metric, but is
reported separately.
55
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• Baseline 2b: Number of people experiencing homelessness with SUD only in FY 23-
24: 8,697 people
• Baseline 2c: Number of people experiencing homelessness with both SMI and SUD in
FY 23-24: 20,446 people
• Baseline 2d: Number of people experiencing homelessness with SMI or SUD in FY 23-
24: 43,199 people
Figure 5 below displays the number of people with either SMI or SUD (the most inclusive
measure) from FY 19-20 to FY 23-24, which reached a total of 43,199 individuals in FY 23-24.
This number increased annually by 9% on average over the five-year period, closely mirroring
the overall increases in the homeless population.
60.000
Figure 5. Number of
Service Participants
50.000
Experiencing
41.119 43.199
Homelessness with SMI
n 40,000 3s,34s
or SUD
O31.128 34,102
Data Sources: 1) LA City
-6 30,000
and County CoC HMIS,
a
2) CHAMP, 3)
i 20,000
Department of Mental
Health (DMH) Data, 4)
10,000
Other Department of
Health Services Data, 5)
IA County Dopartment of
0
19-20 20-21 21-22 22-23 23-24
Public Health Substance
Fiscal year
Abuse Prevention and
Control (SAPC) Data
The figure below disaggregates this data by individuals in service data with only one of the
conditions, as well as those reporting both conditions:
56
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20.446
20.000 19,243
17,462
14,837
F 16,000 1 •-____.
a
11,096
0
19-20 20-21 2142 22-23 2324
fiscal year
• Both mental health and substance use • Mental health only
a Substance use only
Figure 6. Service
Participants with SMI
and SUD, SMI Only, and
SUD Only
Data Sources: 1) LA City
and County CoC HM1S,
2) CHAMP, 3)DMH Data,
4) Other DHS Data, 5)
SAPC Data
Figure 6 above also demonstrates that increases in SUD reporting are generating the rise in
the overall population reporting one or both conditions. While this could be a result of
increasing prevalence of substance use disorders, it requires further investigation; this may be
a result of a number of other factors, including changes in reporting related to Medicaid billing,
better survey instruments and increasing data quality, and other factors.
Target Metrics and Milestones Summary
Goal 2: Reduce the number of people with mental illness and/or substance use disorders
who experience homelessness
End of 2030 Metrics
• Metric 2a. Reduce by 15% the number of people with SMI only experiencing
homelessness, from a baseline of 14,056 in FY 23-24 to a target of 11,978 people in
2030.
• Metric 2b. Reduce by 10% the number of people with SUD only experiencing
homelessness, from a baseline of 8,697 in FY 23-24 to a target of 7,827 people in 2030.
• Metric 2c. Reduce by 10% the number of people with co-occurring SMI and SUD
experiencing homelessness, from a baseline of 20,446 in FY 23-24 to a target of 18,401
people in 2030.
Annual Milestones
Metric 2a: Reduce the Number of People with SMI Only by 15%
Year % Change from Baseline Anatol Number of People with
57
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Metric 2b: Reduce the Number of People with SUD Only by 10%
Year
% Change from Baseline
SMI Only
Baseline
0%
14,056
July 1, 2025 -June 30, 2026
-3%
13,673
July 1, 2026 -June 30, 2027
-5%
13,289
July 1, 2027 -June 30, 2028
-8%
12,906
July 1, 2028 -June 30, 2029
-11%
12,523
July 1, 2029 -June 30, 2030
-14%
12,139
Full Year Ending December 31, 2030
-15%
11,948
Metric 2b: Reduce the Number of People with SUD Only by 10%
Year
% Change from Baseline
Annual Number of People with
SUD Only
Baseline
0%
8,697
July 1, 2025 -June 30, 2026
-2%
8,539
July 1, 2026 -June 30, 2027
-4%
8,381
July 1, 2027 -June 30, 2028
-5%
8,223
July 1, 2028June 30, 2029
-7%
8,064
July 1, 2029 -June 30, 2030
-9%
7,906
Full Year Ending December 31, 2030
-10%
7,827
Metric 2c: Reduce the Number of People with Co -Occurring SMI and SUD by 10%
Year
% Change from Baseline
Annual Number of People with Co -
Occurring SMUSUD
Baseline
0%
20,446
July 1, 2025 -June 30, 2026
-2%
20,074
July 1, 2026 -June 30, 2027
-4%
19,703
July 1, 2027 -June 30, 2028
-5%
19,331
July 1, 2028 -June 30, 2029
-7%
18,959
July 1, 2029 -June 30, 2030
-9%
18,587
Full Year Ending December 31, 2030
-10%
18,401
58
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Conditions and Assumptions for Success
• Effective and Robust Services Must Be Available: As more efforts are made to move
unsheltered and sheltered people with SMI and/or SUD into both permanent and
interim housing, these sites will be hosting a highly -vulnerable population with complex
service needs, including the whole range of behavioral health services. The availability
of robust services will be essential both to moving this population into housing and
keeping them housed.
• The Region Must Maximize Leveraging MediCal: The Los Angeles region's homeless
system has increasingly tapped into MediCal to fund key services for people
experiencing homelessness including people with behavioral health needs. This funding
stream is available through the state's California Advancing and Innovating MediCal
(CaIAIM) waiver with the federal government. While CaIAIM has provided new
resources, it is insufficiently accessible to many service providers and the people they
serve. The Los Angeles region must lower remaining barriers to accessing CaIAIM, and
must advocate to the state for changes to reduce administrative complexity for service
providers so as to ensure the region is leveraging more MediCal funds.
• Maximize Utilization of Existing Housing and Shelter. To reach this goal, the system
must continue to make progress on swiftly accessing units at existing PSH and other
sites that house and shelter people experiencing homelessness with SMI and SUD,
including board and care homes. The system must ensure units and beds in these sites
do not remain vacant for long periods of time. While adding new PSH units is critical,
Los Angeles must keep a focus on maximizing the utilization of units, along with
leveraging board and care facilities, skilled nursing facilities, and other sites.
• Advocacy to Maintain Federal Funding, Including MediCal Waiver, Must Continue:
As noted in the conditions and assumptions for all goals, federal funding for mental
health and substance use disorder treatment services is at risk. The Los Angeles region
must advocate to federal partners to continue funding for programs that serve people
with SMI and/or SUD, as well as push back on potential federal policy changes that
would disincentivize providing these services in an evidence -based manner. Moreover,
the region must advocate for the renewal of California's aforementioned Medicaid
waiver, which is set to expire at the conclusion of 2026.
59
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Goal 3: Increase the number of people permanently
leaving homelessness with a focus on addressing
gender, ethnic and racial disproportionality,
disparities and inequities
Metric Established by Subcommittee
The subcommittee spent time deliberating how to both capture exits to permanent housing,
but also how to capture housing retention, reflecting the importance of ensuring people
experiencing homelessness stay housed after exiting homelessness. This is especially critical
from an equity perspective, given prior findings that Black people experiencing homelessness
fall back into homelessness at disproportionate rates, including from permanent supportive
housing."- to Given these dynamics, the subcommittee established the following metrics:
• Metric 3a: Increase by xx% the number of service participants who exited
homelessness to permanent housing during FY 23-24.
• Metric 3b: Increase by xx% the number of service participants who retain permanent
housing, two years after they exit homelessness.
Baseline Data
The Ad Hoc Committee on data established two baseline measures:
• Baseline 3a: Number of service participants who exited homelessness to permanent
housing in FY 23-24: 19,127 people
• Baseline 3b: Number of service participants who exited homelessness in FY 21-22 to
permanent housing and did not return to homelessness over subsequent 24 months:
10,501 people retained housing (from 13,379 placements in FY 21-22, a 78%
retention rate).
12 Los Argeles Homeless Services Authority. (2018). "Report and Recommendations of the Ad Hoc committee on Black People
Experiencing Homelessness." Report found at htto -//us�aora/dmuments?id—_2.823-re rt-arid-rxommendations �f-thy
ad-hoc-committe n-black-people-experiencing-homelessness.pdf
13 Milburn, N., Edwards, E., Obermark, D., 8 Rountree, J. California Policy Lab. (2021). "Inequity in the Permanent Supportive
Housing System in Los Angeles: Scale, Scope and Reasons for Black Residents' Returns to Homelessness. Report found at
https://capolicyLab.m(yinequity-in-the-psh-system-in-losangeles/
•e
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The first baseline number is 19,127 permanent housing placements in FY 23-24. This reflects a
variety of housing placements, including placements into supportive housing, placements into
market rate housing supported by rental subsidies, reconnection with family and friends, and a
range of other interventions. See Figure 7 below, which reflects the FY 23-24 permanent
housing placements, along with a five-year trend reflecting a 9% annual average increase in
housing placements including a 26% jump from FY 22-23 to FY 23-24.
20,000
y 15,000 13,866 13,736 13.379
S
n 10,000
E
i
2
5,000
19 20 20-21 21.22
Fiscal year
/191,127
15,196 -'
22.23 23.24
Why is this number different from what I'm used to seeing?
Figure 7. Service
Participants Exiting
Homelessness to
Permanent Housing
Data Sources: 1) LA City
and County CoC HM1S,
2) CHAMP
This number differs from the oft -cited figures of over 20,000 annual permanent housing
placements that accompany annual homeless count data releases. Those numbers that
exceed 20,000 housing placements include other data sources that were not accessed for the
purposes of this baseline, such as data reflecting housing placements from the U.S.
Department of Veterans Affairs (VA). Additionally, that larger number includes some types of
housing placements that are not included here, such as transfers between different types of
housing programs.
The next baseline number captures housing placements and how many have been retained
one and two years after the initial placement. For example, for FY 21-22, the figure measures
how many placements were made in that year (the top line), how many FY 21-22 placements
were still in housing in FY 22-23 (the middle line), and how many FY 21-22 placements
retained housing two years later, into FY 23-24 (the bottom line). FY 21-22 is the most recent
year for which all three figures are available. Figure 8 on the following page charts that while
there were 13,379 permanent housing exits in FY 21-22, a total of 10,501 of those people
retained permanent housing 24 months later (78%).
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0
19-20 20-21 21-22 2223 23-24
Rscalyear
v all people housed • people without returns in 12 -months
• people without returns in 24 -months
Target Metrics and Milestones Summary
Goal 3: Increase the number of people permanently leaving homelessness
End of 2030 Metrics
• Metric 3a. Increase by 57% the number of people exiting homelessness to permanent
housing, from a baseline of 19,127 in FY 23-24 to a target of 30,000 people in 2030.
• Metric 3b. Increase by 101 % the number of people retaining permanent housing after
24 months, from a baseline of 10,501 and 78% retention in FY 23-24 to a target of
21,104 people and a 78% retention rate in 2030.
Annual Milestones
Metric 3a: Increase the Number of Permanent Housing Placements by 57%
Year
Figure 8. Number of
20,000
service Participants
15,195
Who Exited Permanent
15,000 113,379
Housing and Retained it
-- 1 ,102
After 24 Months
; -.905 11,44
Data Sources: 1) LA
Is 10,000 11.771
n 10,792 10,501
N dY County and C CoC
i
HMIS, 2) CHAMP
5,000
0
19-20 20-21 21-22 2223 23-24
Rscalyear
v all people housed • people without returns in 12 -months
• people without returns in 24 -months
Target Metrics and Milestones Summary
Goal 3: Increase the number of people permanently leaving homelessness
End of 2030 Metrics
• Metric 3a. Increase by 57% the number of people exiting homelessness to permanent
housing, from a baseline of 19,127 in FY 23-24 to a target of 30,000 people in 2030.
• Metric 3b. Increase by 101 % the number of people retaining permanent housing after
24 months, from a baseline of 10,501 and 78% retention in FY 23-24 to a target of
21,104 people and a 78% retention rate in 2030.
Annual Milestones
Metric 3a: Increase the Number of Permanent Housing Placements by 57%
Year
% Change tion Beselhx
Amain Permanent Housing
Placements,
Baseline
0%
19,127
July 1, 2025 -June 30, 2026
+10%
21,109
July 1, 2026 -June 30, 2027
+21%
23,092
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July 1, 2027 -June 30, 2028
+31%
25,074
July 1, 2028 -June 30, 2029
+41%
27,056
July 1, 2029 -June 30, 2030
+52%
29,038
Full Year Ending December 31, 2030
+57%
30,000
Metric 3b: Increase the Number of People Who Retain Housing Two Years After Placement by
101%
f M"711,7
July 1, 2025 -June 30, 2026
July 1, 2026 -June 30, 2027
July 1, 2027 -June 30, 2028
July 1, 2028 -June 30, 2029
July 1, 2029 -June 30, 2030
Full Year Ending December 31, 2030
Rationale
% Change from Baseline Number Retaining Housing from
Two Years Prior
0%� 10,501
+42%1 14,919
+42% 1 14,919
+57% 1 16,465
+72% 1 18,011
+86%1 19,558
+101%1 21,104
While a 57% increase in housing placements over the evaluation represents an extremely
ambitious goal, the subcommittee noted that recent years have seen increases in housing
placements as high as 26% between FY 22-23 and FY 23-24. This has coincided with the
availability of housing resources, including new HHH buildings opening their doors, greater
availability of time-limited subsidies, and other resources. As these resources continue and
more housing comes through the pipeline as a result of new funding sources such as the City
of Los Angeles' Measure ULA, Measure A's affordable housing funding administered by
LACAHSA, and other regional sources such as the San Gabriel Valley Regional Housing Trust
fund, more affordable units will be available to leverage.
While these resources must be aligned and in coordination with the goals of the regional
homeless response to continue the sharp upward trajectory of housing placements, they gave
the subcommittee cause for optimism even as uncertainty remains.
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In addition, for housing retention, the committee sought to maintain the two-year retention rate
for the last year for which data is available, FY 21-22. Increases in housing retention are
assuming the homeless system continues to make the investments needed to maintain a 78%
retention rate even as housing placements increase.
Overall, reaching these goals would represent a major shift from the functioning of the existing
homeless services system. At present, housing placements are equal to approximately 40% of
the unsheltered point -in -time count numbers, which, when taken into account with inflow
continuing to exceed housing placements, accounts for the lack of major reductions in
homelessness. Under goal 3's targets in concert with goal 4, housing placements would be
approximately equivalent to the inflow into homelessness, and would exceed the overall
unsheltered point -in -time count. This increase in rehousing capacity, coupled with lower
inflow, would represent a major seachange for the Los Angeles system. How to achieve that
seachange is articulated below.
Conditions and Assumptions for Success
• The Region Must Produce More Housing, and it Must Be Accessible to
Unsheltered People: As noted in Goal 1, a significant portion of new affordable units
must be available to people experiencing homelessness with the lowest incomes.
Continuing work to align LACAHSA and ECRHA is essential to reaching goals on
placements into permanent housing.
• Maximize Occupancy in PSH Sites: As noted in goal 2, to reach this goal, the system
must continue to make progress on ensuring units at PSH sites do not remain vacant
for long periods of time. While adding new PSH units is critical, Los Angeles must keep
a focus on maximizing the utilization of these units.
• State Funding Must Continue: State funding serves as a significant buttress to the
Los Angeles region's response. Approximately $380 million was allocated to seven
grantees through the most recent round of the Homeless Housing, Assistance and
Prevention (HHAP) program administered by the Department of Housing and
Community Development (HCD); other allocations from programs such as Homekey,
Encampment Resolution Funds (ERF), and a number of population -specific programs
administered by the California Department of Social Services (CDSS) make up a
significant portion of the region's homelessness budget. However, nearly all of these
programs are one-time allocations of funding. The Los Angeles region must advocate
forcefully to California policymakers for these investments to continue in future years,
and ideally seek to convert programs like HHAP into stable, ongoing investments.
• Advocacy to Maintain Federal Funding Must Continue: As with goals 1, 2, 4, and 5,
significant federal funding cuts have the potential to curtail both efforts to increase
placements into permanent housing by removing sources of funding for that housing.
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Federal cuts also have the potential to disrupt efforts to increase retention, as key
supportive services are funded through federal Medicaid funds, Continuum of Care
(CoC) program funds, and other federal sources. The Los Angeles region must
advocate to federal partners both to continue funding for key programs, as well as
forestall federal policy changes that would effectively function as cuts for communities
like Los Angeles.
• Alignment with Prevention: Los Angeles must align its homeless prevention strategies
with efforts to increase housing placements. This includes ensuring services are
available for older adults who move from unsheltered homelessness back into housing,
but may be at risk of returning to homelessness if adequate housing retention and
prevention services are not available.
Goal 4: Prevent People from Falling into
Homelessness with a focus on addressing gender,
ethnic and racial disproportionality, disparities and
inequities
Metric Established by Subcommittee
The prevention subcommittee formalized the following metric for goal 4:
• Metric 4a: Reduce the number of people who become newly -homeless by xx%.
This metric intends to use administrative data from HMIS and CHAMP to measure the number
of service participants who are "newly" accessing services, with evidence that this is the first
time they have been homeless in 24 months or more.
Baseline Data
The subcommittee established one baseline measure, using the above definition:
• Baseline 4a: Number of service participants newly -accessing services in FY 23-24 with
evidence that this first time homeless in 24 months or more: 63,202 people
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See Figure 9 below for the five-year trend of this data, which shows a modest 3% year -over -
year average increase over the last five years.
80.000
63.202
57,986 57,855
?� 60.000 53.755
&k 49,735
n
0
40,000
F
2
20.000
0
19-20 20-21 21-22 22-23 2324
Pscal year
Figure 9. Service
Participants Newly
Accessing Homeless
Services
Data Sources: 1) Las
Angeles City and County
CcC HMIS & 2) CHAMP
For this baseline figure, it is worth noting that over half of all service participants in HMIS and
CHAMP are considered "newly homeless," suggesting a staggering level of inflow to the
homeless services system. Moreover, should the trend of a 3% average increase in new
enrollees continue year -over -year, the number of new enrollees in five years would be 73,300.
Metrics and Milestones Summary
Goal 4: Prevent People from Falling into Homelessness
End of 2030 Metrics
• Metric 4a: Decrease by 20% by the end of 2030 the Number of Service Participants
Who Become Newly Homeless (as measured in administrative data), from a Baseline of
63,202 in FY 23-24 to a target of 50,561 people in 2030.
n The system's efforts to achieve this goal must be guided by the overarching
equity principle to reduce the disproportionate number of Black and American
Indian Alaska Native and the increasing number of Latino/x people experiencing
homelessness. Effective prevention that reduces inflow into homelessness
services is a key strategy to counteract the systemic and structural injustices
that drive people into homelessness and disparately affect people in these
groups. By reducing inflow by 20%, we also aim to actively promote equitable
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access to prevention programs and to reduce the number of Black, American
Indian Alaska Native and Latino/x people who fall into homelessness.
Annual Milestones
Metric 4a: Decrease by 20% by the end of 2030 the Number of Service Participants Who
Become Newly Homeless (as measured in administrative data), from a Baseline of 63,202 in FY
23-24
Year
% change from Baseline Annual Inflow Number
+0%. (. .. 63.202
+5% 66,302
Baseline
July 1, 2025 -June 30, 2026
July 1, 2026 -June 30, 2027
+2%
64,466
July 1, 2027Jum 30, 2028
-11%
56,313
July 1, 2028 -June 30, 2029
-15%
54,038
July 1, 2029 -June 30, 2030
-18%
51,712
FFull -Year Ending December 31, 2030 -2D°h
90,561
Ou 0 ! l M
The subcommittee had a number of considerations that informed the target of a 20%
reduction in newly homeless enrollees over the evaluation period, from a baseline of 63,202 to
50,561. One of these is recognition that a 20% reduction is an even more ambitious goal when
considering the upward trajectory of these numbers. Were the current trajectory to continue on
a track of 3% annual growth, the number of newly -homeless enrollees would reach 73,300 in
five years; the target of 50,561 represents a 31 % reduction from this number.
Conditions and Assumptions for Success
The subcommittee established a number of conditions and assumptions that must hold in
order for the target in goal 4 to be met. The top tier conditions and assumptions were
identified as:
• Prevention Funding and Programs Must Be Targeted and Cater to Those at
Greatest Risk, Or They Will Not Reduce Inflow: A number of assessments of
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homeless prevention programs have found that targeting using key risk factors to
identify those most likely to fall into homelessness has demonstrable impacts on
inflow .14 Otherwise, funding goes predominantly to households that, though vulnerable,
may not have fallen into homelessness without the prevention assistance provided.
Evidence -based eligibility criteria include households at 50% Area Median Income
(AMI) or below, with one or more additional risk factors (such as a prior history of
homelessness, recent discharge from an institution, veteran status, older age, personal
trauma, or other factors). If funding is not targeted in this way, or if eligibility criteria
limits access to one particular vulnerable group (such as transition -aged youth or older
adults, who together make up 12% of people experiencing homeless in Los Angeles)
and not the broader at -risk population, homeless prevention dollars are unlikely to
reduce inflow into homelessness, as they will not be serving i)eoole that Wald have
otherwise become homeless.
Moreover, traditional prevention programs that serve broader swaths of the population
often focus on eviction prevention services and rental assistance for leaseholders. A
narrow focus only on services for leaseholders, however, leaves out the bulk of people
who fall into homelessness; new statewide findings show that only a third of people
entering homelessness came from a leaseholding situation, with the majority of people
entering homelessness either coming from an informal living arrangement or an
institution.16 Services such as flexible financial assistance that can assist leaseholders
and non -leaseholders alike should complement eviction prevention, tenant education,
rental assistance, and other services.
As new programs and policies are considered or existing policies are evaluated, people
with lived experience of homelessness must be included and centered in program and
policy design for homeless prevention efforts to be successful.
Prevention Funding Must Align with Equity Goals: To ensure that prevention
programs are reaching those who most need them, these programs must advance and
align with shared equity goals, including setting a target for reducing the
overrepresentation of groups disproportionately needing homelessness services. This
must include active monitoring of who does and does not have access to prevention
programs and whether programs remain effective and accessible for the most
marginalized groups. This may also include ensuring that prevention funding is
accessible to those who are most disproportionately represented among the population
experiencing homelessness, such as adults between the ages of 25 to 64, who make
up nearly 80% of the population experiencing homelessness in Los Angeles.
"Till von Wachter et al., 'Evaluation of LA County Prevention Targeting Tool" Icalifomia Policy Lab, 2021).
t5 Benioff Homelessness and Housing Initiative, 2023. California Statewide Study of People Experiencing Homelessness.
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• The Region Needs A Prevention System with an Appointed Executive Manager:
Currently, the Los Angeles region deploys a range of prevention strategies across
departments and jurisdictions which do not work in concert with each other. The region
must appoint an executive level policy leader or manager to align the region's systems
and investments to centralize a "homeless prevention system" across Los Angeles
County. This manager would provide operating standards and best practices to ensure
consistency, quality, accessibility, and equity across the region.
Six additional conditions and assumptions for success were identified. These include:
• Eligibility for homelessness service workers: Many frontline workers and case
managers in our homelessness services system are themselves at risk of
homelessness. Yet they are often unable to access prevention programs at their
employer due to public contract terms that do not allow employees to access funds for
clients. System administrators should ensure that employees of service providers who
meet the eligibility criteria can access prevention resources from other sources. This
will help support a vulnerable population, help retain workers, and strengthen our
capacity to provide the high-quality services required for all Measure A goals.
Ultimately, the system should address the pay structure for homeless services workers
such that compensation reflects liveable wage standards for Los Angeles.
Augment Funding: The 20% inflow reduction goal is dependent both on better
alignment of existing resources from cities, the county, state, and federal sources, but
also on new resources for targeted homeless prevention. New inflow into the system
exceeds available funding to the system, and additional advocacy is needed to obtain
the funding needed to scale up prevention resources to meet growing demand.
• Data: All Measure A -funded prevention programs must enter program data into HMIS,
which is an essential component of knowing whether prevention service participants
eventually become homeless in the future. This, in tum, is a prerequisite to effective
program evaluation and assessment of whether prevention programs are reaching the
right target population.
• Accessibility: Prevention programs must be easy to access and visible to the public, in
addition to person -centered. Nearly two-thirds of people that were newly -homeless had
not sought assistance from public agencies or providers,t6 relying instead on friends
and family, highlighting the need for interventions to be highly visible to people who are
at risk.
• Evaluation: The region must continue to evaluate the impact of prevention programs.
The lessons from program evaluation must be applied to scale what works to use
prevention dollars as effectively as possible.
,e Ibid.
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• Service History: For prevention to be effective and reach its goals, more data should
be marshalled to better understand the service history of those who are newly -enrolling
in homeless services. This should include a better understanding of other history such
as history of incarceration, contact with the child welfare system, and other risk factors.
Goal 5: Increase the number of affordable housing
units in Los Angeles County with a focus on
addressing gender, ethnic and racial
disproportionality, disparities and inequities
Metric Established by Subcommittee
The subcommittee working on this goal established two metrics, each relating to a key
component of making housing affordable for people at the lowest incomes. The subcommittee
established metrics for production of affordable housing units and preservation of affordable
housing. The metrics established are:
• Metric 5a: Increase byxx%the production of affordable housing.
• Metric 5b: Increase by xx% the preservation of affordable housing units.
Baseline Data
In order to develop goals for affordable housing, the subcommittee worked with the USC Lusk
Center for Real Estate to develop estimates of the need for affordable housing in Los Angeles
County, along with estimates of the baseline of affordable housing production and access
across Los Angeles County.
For the purposes of developing a measure of Los Angeles County's need for affordable
housing, the subcommittee developed a measure based on the shortage of housing that is
affordablet7 for low-, very -low, extremely -low, and people experiencing homelessness. Taken
together, these groups collectively have a shortage of 375,622 units. See table 1 below for this
data disaggregated by income levels.
While the overall shortage number continues to be staggering at 375,622, it is worth
considering that this topline number may still underemphasize the severity of shortage for
17 For the purposes of this exercise, the subcommittee defined affordability as meaning a household would pay 30% of their
income or less, which aligns with criteria from U.S. Deparbnent of Housing and Urban Development (HUD).
70