CC - Item 5A - Homelessness Prevention and Response Plan AdoptionROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: GLORIA MOLLEDA, CITY MANAGER , Y`-
A IF
DATE: JANUARY 26, 2021
SUBJECT: HOMELESSNESS PREVENTION AND RESPONSE PLAN ADOPTION
SUMMARY
In the summer of 2020, the City of Rosemead entered into a Memorandum of Agreement with
the San Gabriel Valley Council of Governments (SGVCOG) to develop a homeless response
plan, implement a Homeless Prevention and Diversion Program, and participate in the Landlord
Outreach and Education Program (Attachment A). Over the last seven months, the City in
partnership with the SGVCOG and Focus Strategies, a national consulting firm focused on
homelessness response efforts, developed the City of Rosemead Homelessness Prevention and
Response Plan ("Plan") to enhance efforts to prevent and reduce homelessness among residents
of Rosemead (Attachment B). The Plan aims to leverage local resources and support regional
coordination efforts to: (1) reduce inflow into homelessness through targeted prevention and
diversion, (2) boost existing homelessness response efforts in the City through increased
coordination with and funding of existing programs and resources throughout the region and San
Gabriel Valley, and (3) promote housing affordability.
STAFF RECOMMENDATION
That the City Council adopt the Homelessness Prevention and Response Plan and direct staff to
begin implementation of plan.
DISCUSSION
The Plan is specific to the City of Rosemead and provides realistic and implementable strategies
on preventing and reducing homelessness. By having a plan in place, it will allow the City to
seek funding through Measure H, the San Gabriel Valley Council of Governments, and
potentially, other sources. Developing the Plan involved a comprehensive planning process to
identify strategies and action steps to improve efforts to prevent and reduce homelessness in the
City. The process included information gathering from meetings with City staff and community
stakeholders to identify needs, resources, and gaps, as well as, to foster collaborative
partnerships with various community groups and to improve the collective response to
homelessness.
AGENDA ITEM 5.A
City Council Meeting
January 26, 2021
Page 2 of 3
The following goals will guide the City in responding to and preventing further homelessness:
A. Enhance and expand existing homelessness prevention and housing response resources
that can serve residents of Rosemead.
B. Improve coordination of available homelessness prevention and response strategies for
households in Rosemead.
C. Increase education about homelessness within Rosemead to reduce stigma and expand
awareness of available resources.
D. Adopt and strengthen policies to further promote affordable housing preservation and
development within Rosemead.
These goals align with broader regional system strategies, approaches, and efforts including
those of the SGVCOG. The Plan includes actions that will be pursued to support achievement of
each goal, performance metrics to gauge success, City resources that will be needed or
leveraged, and target timelines for major tasks.
By partnering with existing service providers and programs in the region, the City will be able to
better leverage local resources. The City may focus on assisting: 1) persons and families
currently experiencing homelessness that are seeking suitable housing or shelter; 2) persons that
are at risk of becoming homeless; and 3) transition age youth coming out of foster care.
Additionally, eviction prevention through the City's Homeless Prevention and Diversion
Program and other rent relief programs may be further developed and expanded to assist the
targeted homeless populations.
FISCAL IMPACT
There is no fiscal impact to adopt the Homelessness Prevention and Response Plan. Specific
strategies that may have a fiscal impact will be brought separately for City Council consideration
in the future.
STRATEGIC PLAN IMPACT
A Homeless Prevention and Response Plan is consistent with the "Key Organizational Goals" of
ensuring the City's continued financial viability by actively pursuing quality economic
development; and enhancing public safety and quality of life as well as Strategy I, Economic
Development, to encourage new high quality and affordable housing stock and beautify
commercial corridors.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
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Attachment A
City of Rosemead and SGVCOG Homeless Program
MOA
CayeRy
MEMORANDUM OF AGREEMENT
CITY HOMELESS PROGRAM MEMORANDUM OF AGREEMENT BETWEEN THE CITY
OF ROSEMEAD AND THE SAN GABRIEL VALLEY COUNCIL OF GOVERNMENTS
(SGVCOG)
This Memorandum of Agreement("MOA") is by and between the City of Rosemead (City) and
the San Gabriel Valley Council of Governments (SGVCOG)to be effective as of the date signed
by both Parties.
RECITALS:
A.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;
B. The SGVCOG entered into a contract with the County of Los Angeles for the purposes of
administering Measure H funding allocations in support of the County's Homeless Initiative (HI)
strategies to combat homelessness in the San Gabriel Valley;
C. The SGVCOG received funding from the State of California via the 2019 Budget Trailer bill
for the purposes of combating homelessness in the San Gabriel Valley;
D.The SGVCOG allocated a portion of this funding towards the implementation of member cities'
previously-developed homeless plans,the development of programs to prevent homelessness,and
the implementation of pilot programs;
E. The SGVCOG also allocated a portion of this funding to a landlord outreach and incentive
program in which cities could opt to participate and executed a contract with Union Station
Homeless Services and S. Groner Associates to implement the program;
F. The SGVCOG allocated a portion of this funding to the development of homeless plans for
member cities that had not previously developed plans and executed a contract with Focus
Strategies to complete the plans;
G.The City seeks to develop homeless programs;
H. The City's homeless programs will support strategies and solutions to prevent and decrease
homelessness within the City, based on local concerns and priorities;
I. The City and the SGVCOG have a shared desire to successfully develop homeless programs,as
defined in the attached scope of work (Exhibit A), to combat homelessness in the San Gabriel
Valley;
J. The City opted to participate in the SGVCOG's landlord outreach, education, and incentive
program;
K. The City seeks to participate in the SGVCOG's contract with Focus Strategies for the
development of a homeless plan for the City; and
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L. The City and the SGVCOG desire to set forth the terms of their ongoing collaboration with
respect to this effort in this MOA.
NOW,THEREFORE,the Parties agree to the following:
I. TERM:
The term of this MOA shall commence upon execution of the MOA by all Parties and shall
continue through the date upon which all eligible expenditures have been reimbursed.The term of
this MOA may be extended by mutual agreement of both Parties by way of an amendment to this
MOA.
II. RESPONSIBILTIES OF EACH OF THE PARTIES:
A. SGVCOG
1. Undertake procurement,execute,and manage consultant and service provider contracts
as necessary for regional homeless programs.
2. Review and pay properly submitted invoices for regional homeless programs and
eligible City homeless program activities.
3. Manage and administer contracts and pay invoices for the following regional programs
in which the City is participating:
a. Landlord Outreach and Incentive Program
b. City Homeless Plan Development
4. Manage invoicing and reporting schedules and deadlines.
5. Review submitted deliverables and reports from the City and notify City as to any
additional that is required.
6. Coordinate participation in conference calls and/or meetings as necessary.
7. Review and approve procurement procedures for City's use of funds.
8. Hold monthly Homeless Working Group meetings with City's Project Manager to
support information sharing.
9. Provide payment to the City within 30 days of approval of a City's invoice.
10.Reimburse the City up to $15,000, as described in Exhibit B.
B. City
1. Must maintain membership in the SGVCOG during the entire term of this MOA.
2. Participate in monthly Homeless Working Group meeting.
3. Provide any updated point-of-contact described in Section III.B to serve as the City's
Project Manager with name,title, and contact information.
4. Participate in scheduled conference calls and/or meetings throughout the term of this
MOA.
5. Manage the homeless programs and activities to be implemented by the City, as such
are described in Exhibit A.
6. Respond to SGVCOG and/or contractor requests related to the City's programs in a
timely manner
7. Provide feedback and respond to SGVCOG and/or contractor requests for the City's
participation in regional programs, including landlord outreach and incentive program
and City homeless plan development.
8. For participation in the Landlord Outreach and Incentive Program:
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a. Respond to requests,provide data and information as requested,review
materials, and provide input to the SGVCOG and its selected vendor
to support the implementation of the Regional Landlord Education,Outreach
and Incentive Program in the City.
9. For participation in City's Homeless Plan Development:
a. Respond to requests, provide data and information as requested, review
materials,and provide input to the SGVCOG and its selected vendor to support
the development of the City's homeless plan.
b. Work directly with the selected vendor to provide support as needed for
activities related to project administration, stakeholder engagement, data
collection,and plan adoption.
10. Procure and administer contracts funded by the SGVCOG in accordance with
SGVCOG-approved procurement procedures. Submit contracts or purchase orders
executed with third-party vendors to the SGVCOG for authorization prior to the
performance of work thereunder for which the City will be requesting reimbursement.
11. Submit rates for City staff time for SGVCOG approval prior to City staff performing
work for which the City will seek reimbursement.
12. Submit deliverables and reports to the SGVCOG in accordance with the schedule
included in Exhibit B.
13. Submit invoices to the SGVCOG in accordance with the schedule included in Exhibit
B.
14. Reimburse the SGVCOG for expenditures that are determined to be not in compliance
with funding requirements.
III. PROJECT MANAGEMENT:
A. For purposes of this MOA, the SGVCOG designates the following individual as its
Project Manager:
Samantha Matthews
SGVCOG Management Analyst
1000 S.Fremont Ave,Unit 42
Bldg.A10-N, Suite 10210
Alhambra, CA 91803
626.457.1800
satthews@sgvcog.org
B. For purposes of this MOA,the City of Rosemead designates the following individual as
its Project Manager:
Angelica Frausto-Lupo
Director of Community Development
8838 E.Valley Blvd.
Rosemead, CA 91770
626.569.2261
afrausto-lupo@cityofrosemead.org
Additional parties' contacts include the following individuals:
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Marisa Creter
Executive Director
San Gabriel Valley Council of Governments
mcreter@sgvcog.org
C. Either Party may change its Project Manager or contacts upon written notice to the other
Party.
IV. TERMINATION:
A. This MOA may be terminated by either Party at any time without cause.Termination
will occur 30 days after written notice is issued by a Party to the other Party's Project
Manager. The City shall stop work and not incur any additional expenses upon
receipt of or issuance of such notice,except that which is reasonable and necessary
to effectuate the termination. The City shall be entitled to reimbursement for eligible
expenses that are reasonably and necessarily incurred up to the date that such
termination is effective.
B. This MOA may be terminated for cause at any time for a material default by one of
the Parties upon written notice to the applicable Project Manager. In the event of
termination for cause, termination will be in effect three days after deposit of the
written notice in the U.S. Mail, postage pre-paid, unless otherwise stated at a later
time in the written notice.
V. INDEMNITY:
A. Neither the SGVCOG or its respective officers, employees, consultants or
volunteers (the "SGVCOG Indemnitees), shall be responsible for any damage or
liability occurring by reason of anything done or committed to be done by the City
or its respective officers, agents, employees, or volunteers under or in connection
with the performance of this MOA.
B. Neither the City or its respective officers,employees,consultants or volunteers(the
"City Indemnitees), shall be responsible for any damage or liability occurring by
reason of anything done or committed to be done by the SGVCOG or its respective
officers, agents, employees, or volunteers under or in connection with the
performance of this MOA
C. The City shall indemnify, defend and hold the SGVCOG Indemnitees harmless
from and against any liability, claims, losses, actions, and expenses, including
without limitation,defense costs,any costs or liability on account of bodily injury,
death or personal injury of any person or for damage to or loss of use of property,
any legal fees and any claims for damages of any nature whatsoever arising out of
or resulting from the City's obligations under this MOA, unless caused by the
negligence or willful misconduct of SGVCOG.
D. The SGVCOG shall indemnify, defend and hold the City Indemnitees harmless
from and against any liability, claims, losses, actions, and expenses, including
without limitation,defense costs,any costs or liability on account of bodily injury,
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death or personal injury of any person or for damage to or loss of use of property,
any legal fees and any claims for damages of any nature whatsoever arising out of
or resulting from the SGVCOG's obligations under of this MOA,unless caused by
the negligence or willful misconduct of the City of Rosemead.
VI. OTHER TERMS AND CONDITIONS:
A. In performing this MOA, neither the City nor SGVCOG is a contractor, agent or
employer of the other. Neither the City or SGVCOG shall represent themselves as
contractors,agents or employees of the other Party and shall have no powers to bind
the other Party in contract or otherwise.
B. This MOA, along with the applicable funding requirements of the SGVCOG's
agreement with the County of Los Angeles, constitute the entire understanding
between the Parties,with respect to the subject matter herein.The MOA shall not be
amended except in writing signed by the Parties.
C. Neither Party hereto 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,
earthquake, fires, acts of a public enemy, pandemic, 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.
D. Neither Party shall assign this MOA, or any part thereof,without the prior written
consent and prior approval of the other Party, nor any assignment without consent
shall be void and unenforceable.
E. This Agreement shall be governed by California law and any applicable federal law.
F. 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 any way.
G. The terms of this MOA shall inure to the benefit of,and shall be binding upon,each
of the Parties and their respective approved successors and assigns.
In witness whereof,the Parties enter into this MOA on the date of last execution by the
Parties.
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FOR THE CITY OF ROSEMEAD
By: tiI • , 1 .
Gloria Molleda
City Manager
Date: ---11 l(.1-(2...0)__C-
ATTEST:
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Ericka Hernandez
City Cleric
APPROVED AS TO FORM:
I
Rachel Rich' an
City Attorney
FOR THE SAN GABRIEL VALLEY
COUNCIL OF GOVERNMENTS
By: Tra_Av,, C--\---
Marisa
—Marisa Creter
Executive Director
Date: B/74 2(" )
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Da id De:-erry ip
General Counsel
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EXHIBIT A
Scope of Work
Program: Prevention and Diversion
Task 1: By September 1, 2020, implement a prevention and diversion program that incorporates
problem-solving conversations with clients in order to develop an approach towards preventing
clients from falling into homelessness or minimizing the amount of time from which clients are
facing homelessness. The Program will be implemented in accordance with the City's submitted
application, included as Exhibit C.
Eligible activities include but are not limited to the following:
• Housing relocation and stabilization;
• Short-term or medium-term rental assistance;
• Rental application fees;
• Security deposits;
• Utility deposits&payments;
• Moving costs;
• Housing search and placement;
• Housing stability case management;
• Mediation;
• Tenant legal services;
• Credit repair.
Other activities should be discussed with the SGVCOG prior to using funding.
Program implementers and administrators must have completed an approved problem-solving
training(e.g. SGVCOG Problem-Solving;LAHSA Problem-Solving Training).
Deliverables:
• Prevention and Diversion Report Forms for each client served and outcomes after
intervention, in the format provided by the SGVCOG
• Final report at the end of the program documenting number of clients served and outcomes
after intervention, in the format provided by the SGVCOG
Basis of Billing:Materials Reimbursement
Invoice Backup:Invoices,receipts, etc. documenting how funding was used.
EXHIBIT B
Budget/Schedule
Program: Prevention and Diversion
The City shall receive a maximum of$15,000 for implementation of the Prevention/Diversion
Program.Funding shall be disbursed on a reimbursement basis.
Quarterly reports must be submitted by the first Monday of each month, in accordance with the
schedule listed below.
2020 2021 2022
• October 5,2020 • January 4,2021 • January 3,2022
• April 5,2021 • April 4,2022
• July 5,2021
• October 4,2021
All funding must be expended by June 15,2022. The final report is due by June 15,2022.
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Attachment B
Homelessness Prevention and Response Plan
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CITY OF ROSEMEAD
HOMELESSNESS PREVENTION AND RESPONSE PLAN
Plan Completed: January 2021
Plan Period: January 2021 — December 31, 2023
City of Rosemead
8838 East Valley Boulevard
Rosemead, California 91170
A ,ii4 In partnership with
^y,
&SG\ICOG
P♦ San Gabriel Valley Council of Governments
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
I. PLAN INFORMATION 3
II. PURSUIT OF A CITY PLAN TO ADDRESS HOMELESSNESS 3
III. PLANNING PROCESS 5
A. Information Gathering and Review 6
B. Key Findings 7
C. Plan Development 9
IV. THE CITY OF ROSEMEAD'S HOMELESSNESS RESPONSE PLAN GOALS 9
A. Enhance and Expand Existing Prevention and Response Resources 9
B. Improve Coordination of Available Prevention and Response Strategies 12
C. Increase Education about Homelessness and Available Resources 15
D. Further Promote Affordable Housing Preservation and Development 19
V. PLAN IMPLEMENTATION LEAD 23
VI. PARTICIPATION IN COLLABORATIVE EFFORTS 23
VII. COUNTY HOMELESS INITIATIVE STRATEGIES 24
APPENDIX
A. Los Angeles County Homeless Initiative: Approved Strategies 26
EXECUTIVE SUMMARY
Homelessness and housing insecurity are a significant concern within the city of Rosemead and
across Los Angeles County. Through its partnership with the San Gabriel Valley Council of
Governments, the City of Rosemead pursued this Homelessness Prevention and Response
Plan to enhance efforts to prevent and reduce homelessness among residents of Rosemead.
The Plan aims to leverage local resources and support regional coordination efforts to: (1)
reduce inflow into homelessness through targeted prevention and diversion, (2) boost existing
homelessness response efforts in the city through increased coordination with and funding of
existing programs and resources throughout the region and San Gabriel Valley, and (3) promote
housing affordability.
The City's Homelessness Prevention and Response Plan was developed over a seven-month
period from June 2020 through January 2021. To inform the strategies in the Plan, the City
worked alongside its consultant, Focus Strategies, to review data on homelessness within
Rosemead, examine related City policies and planning documents, and convene stakeholder
sessions with City Departments and members of the public.
Four key concerns were identified in the data collection and stakeholder engagement process.
The first is that homelessness within Rosemead has increased over the years and is a common
concern among residents. Second, public health and safety is a valued consideration in the
community, particularly as it relates to unsheltered homelessness. Third, in comparison to the
level of need, there is a lack of available homelessness response services and resources in or
near Rosemead. And, lastly, there is an insufficient supply of affordable housing for current and
future needs of residents in the city.
As outlined in the Plan, the City of Rosemead identified the goals below to guide its
homelessness response strategy. These goals respond to community concerns related to
homelessness and align with broader regional system strategies, approaches, and efforts.
A. Enhance and expand existing homelessness prevention and housing response
resources that can serve residents of Rosemead.
B. Improve coordination of available homelessness prevention and response
strategies for households in Rosemead.
C. Increase education about homelessness within Rosemead to reduce stigma and
expand awareness of available resources.
City of Rosemead Homelessness Response Plan 1
D. Adopt and strengthen policies to further promote affordable housing preservation
and development within the city.
Each of these goals is detailed in the Plan, with consideration to actions that will be pursued to
support achievement of the goal, performance metrics to gauge success, City resources that will
be needed or leveraged, and target timelines for major tasks.
By partnering with existing service providers and programs in the region, the City will be able to
better leverage local resources. The City may focus on assisting: 1) persons and families
currently experiencing homelessness that are seeking suitable housing or shelter; 2) persons
that are at risk of becoming homeless; and 3) transition age youth coming out of foster care.
Additionally, eviction prevention through the City's Homeless Prevention and Diversion Program
and other rent relief programs may be further developed and expanded to assist the targeted
homeless populations.
The City of Rosemead looks forward to the implementation of this Plan as an opportunity to
guide the City's strategic efforts and investments in preventing and responding to homelessness
among residents of Rosemead. These efforts will be pursued in collaboration with local,
regional, and countywide partners including local homelessness response provider agencies,
community-based groups, the San Gabriel Valley Council of Governments, and the Los Angeles
Continuum of Care.
City of Rosemead Homelessness Response Plan 2
CITY OF ROSEMEAD
HOMELESSNESS PREVENTION AND RESPONSE PLAN
I. Plan Information
Plan Presentation to City Council for Adoption Period of Time Covered by Plan
January 26, 2021 January 2021 — December 31, 2023
II. Pursuit of a City Plan to Address Homelessness
The City of Rosemead pursued and developed this Homelessness Prevention and Response
Plan to enhance efforts to reduce homelessness within Rosemead. The Plan aims to leverage
local resources, build on current efforts, and align with Los Angeles County Homeless Initiative
Strategies to maximize impact. In particular, the City of Rosemead has adopted strategies to
reduce inflow into homelessness through targeted prevention and diversion efforts, boost
existing homelessness response efforts through increased coordination and funding, and
promote housing affordability.
The City of Rosemead is in the San Gabriel Valley of Los Angeles County, with a population of
approximately 54,058 people. Rosemead's population size has remained consistent in
comparison to the broader region, increasing by only approximately 1,110 people from 2000 to
2017.1 Of the residents in Rosemead, 60.6% identify as Asian; 34.5% identify as Hispanic or
Latino; 14.4% as white non-Hispanic; 0.5% as American Indian and Alaskan Native; and 0.2%
as Black or African American.2 Approximately half of the city's housing units are occupied by
renters (50.49%) and half are occupied by owners (49.51%). The median household income in
Rosemead is 23% lower than in the County overall and 30% lower than the State.3
In January 2020, the Los Angeles Continuum of Care Point-in-Time Count determined there
were 79 people experiencing literal (unsheltered) homelessness within Rosemead. This reflects
a slight decrease from 2019 when 91 people were identified but continues to reflect an overall
trend increase from earlier years. While a more detailed demographic breakdown is not yet
1 U.S. Census Bureau, American Community Survey: 2000, 2013-2017 ACS 5-Year Estimates.
2 U.S. Census Bureau, American Community Survey: 2019.
3 U.S. Census Bureau, American Community Survey: 2013-2017 ACS 5-Year Estimates.
City of Rosemead Homelessness Response Plan 3
available for the 2020 Point-in-Time Count, the data from Rosemead's 2019 Point-in-Time
Count reveals 46.2% identified as Hispanic or Latino, 27.5% as white non-Hispanic, 22% as
Black or African American, and less than 5% as Asian, American Indian or Alaskan Native, or
multi-racial. This data reflects a disproportionate prevalence of Hispanic or Latino, Black and
African American, and white non-Hispanic people amongst those experiencing homelessness in
Rosemead in comparison to the city's total population.
Number of People Experiencing Homelessness
(Point-in-Time Count)
120 -
100 - 91
79
80 - 70
60 - 51
40 -
20
20 -
0
2016 2017 2018 2019 2020
Of the people experiencing homelessness within Rosemead who were captured through the
Point-in-Time Count enumeration process, 100% were unsheltered and none were living in
emergency shelter. No emergency shelters or transitional housing programs currently exist
within the city's jurisdiction. The graph below shows the living situations of people experiencing
homelessness within the City at the time of the 2020 Point-in-Time Count. As can be seen in the
graph, most people who are experiencing homelessness within the City are staying outdoors on
the streets, in tents, or in makeshift shelters (66%), while 24% are staying in cars, vans, or
recreational vehicles.
City of Rosemead Homelessness Response Plan 4
Location of People Experiencing Homelessness
(2020 Point-in-Time Count)
8.79%
10.28%
14.85% 53.03%
1.93%
11.12%
•Street Makeshift Shelter •Tents RV/Camper •Vans Cars
Further, while not reflected in the data above, stakeholders in Rosemead expressed concern
the Point-in-Time Count underrepresents the number of people experiencing homelessness
within the city, whether those are families who are fearful of engagement or because there are
limited commercial or public areas within the largely residential city where people normally
congregate.
The most recent data available on homelessness in the region pre-dates the COVID-19
pandemic. The full impacts of the pandemic on housing stability in the city remain to be
witnessed. As of the drafting of this Plan, California State Assembly Bill 3088, the Tenant,
Homeowner and Small Landlord Relief and Stabilization Act of 2020, provides some protections
for renters from eviction for nonpayment of rent and protection from no cause evictions.4
III. Planning Process
In February 2020, the Governing Board of the San Gabriel Valley Council of Governments
(SGVCOG) formalized funding to support regional cities in the development of homelessness
response plans. The City of Rosemead elected to participate in this effort to develop a city-
4 AB 3088, which took effect on August 31, 2020, provides some protections from eviction for
tenants experiencing financial hardship due to COVID-19 and delays the timeline for rental recovery
by property owners. AB 3088 prevents eviction before February 1, 2021 for covered tenants who
provide valid hardship declarations.
City of Rosemead Homelessness Response Plan 5
based plan. In June 2020, the City began working with Focus Strategies,' the contracted
consultant for the project, to strategize and engage in planning efforts.
A. Information Gathering and Review
The Plan was developed over a seven-month period from June 2020 through January 2021. To
inform the strategies within the Plan, the City and Focus Strategies reviewed data on
homelessness within Rosemead and the surrounding region, examined related city policies and
planning documents (e.g., Consolidated Plan, Housing Element, etc.), and facilitated city
department planning sessions' and community input sessions.
Throughout the months of July and August 2020, input sessions were held with a total of 26
stakeholders that included elected officials, city staff members, homelessness response service
provider agencies, community groups, and residents. In addition, the City of Rosemead hosted
a public survey on its website to provide an additional opportunity for residents and community
partners to provide input into the planning process: over 40 responses to the survey were
received. These forums provided participants the opportunity to share views on the most
pressing concerns related to homelessness in Rosemead, available resources, and
opportunities for future efforts. The planning and input sessions, as well as the survey, explored
topics such as:
• What are the most urgent issues related to homelessness in Rosemead?
• Are there trends you have noticed in the scope or needs of people experiencing
homelessness within the city?
• What current resources are available within the city to prevent or respond to
homelessness, and what are the biggest gaps?
• What is working well, and what opportunities exist for strengthening, current regional
coordination or strategic planning efforts?
• What short-term opportunities for policy, program, or system changes could yield a
significant impact in improving outcomes for people experiencing or at-risk of
homelessness, if implemented?
5 Focus Strategies is a national consulting firm, based on the West Coast, that specializes in
strategic, data-informed solutions to homelessness. Through services that include homelessness
response planning, system and program assessment, and equity analyses, Focus Strategies helps
client communities develop housing-focused, person-centered strategies to reduce homelessness.
6 The following City Departments participated in the planning effort: Community Development, Parks
and Recreation, Public Safety, and Public Works. In addition, representatives participated from City-
contracted Los Angeles County Sheriffs Department services.
City of Rosemead Homelessness Response Plan 6
B. Key Findings
Based on information gathered through the data collection and stakeholder engagement
process, there are four key findings related to homelessness within Rosemead:
• Homelessness has increased over the years and is a common concern in the
community.
• There are public health and safety concerns associated with people experiencing
homelessness, particularly unsheltered homelessness.
• In comparison to the need, there is a lack of available homelessness response services
and resources in or near Rosemead.
• There is an insufficient supply of affordable housing for current and future needs of
residents in the city.
Additional context for each of these findings is summarized below. These themes informed the
prioritization and development of goals and action steps for the City's Homelessness Response
Plan.
1. Increases in Homelessness
As with much of the surrounding region and county, homelessness in Rosemead has been
steadily increasing over the past decade. More assessment is needed to identify potential
causes of the increase: however, potential contributors include the lack of affordable housing in
the city, inadequate interim and permanent housing resources in the region, and gaps in mental
health and substance use services that could support unhoused people experiencing mental
health or substance use disorders with accessing housing. Many stakeholders expressed
concern regarding the unknown impacts of the COVID-19 pandemic on rates of homelessness
and housing instability within the city.
2. Public Health and Safety Concerns
Concerns for the public health impacts of people experiencing unsheltered homelessness,
particularly in commercial areas of the city where business operators have expressed
uncertainty as to how to respond to people who are unsheltered near their facilities, were also
raised in the information gathering process. Some people also shared safety concerns related to
the prevalence or perception of illegal activities such as theft, property destruction, or substance
use in areas frequented by people who were unsheltered. Through its contract with the Los
Angeles County Sheriff's Department and the City's Code Enforcement Division, the City
currently responds to a multitude of calls that may include mental or physical health crises,
reports of encampments, and concerns related to quality of life situations or illegal activity.
City of Rosemead Homelessness Response Plan 7
3. Lack of Available and Accessible Homelessness Response Services and Resources
As of the writing of this Plan, no emergency shelters or transitional housing programs operate
within the city's jurisdiction for people experiencing homelessness. However, through the City's
CDBG program, Family Promise of San Gabriel Valley (FPSGV) has received partial funding to
help operate a temporary transitional housing program for homeless families with minor
children. The program also includes a resource center where families in the program can drop in
to access case management and a full range of social services, and to use the shower/laundry
facilities. FPSGV provides overnight housing and food for no more than four (4) families (or no
more than 14 individuals--adults and children) for one week (7 days) at a time with a maximum
of four (4) nonconsecutive times a year.
Apart from occasional mobile outreach services operated through the Los Angeles Homeless
Services Authority (LAHSA) or Service Planning Area 3 Lead Agencies in the city, housing-
related resources available to individuals experiencing homelessness are located outside of the
jurisdiction in the surrounding region. Efforts to develop programs within Rosemead have
historically faced challenges garnering sufficient community support. Through the information
gathering process, the following resources were highlighted as particular gaps within the city:
emergency housing options; rental assistance; medical, mental health, and behavioral health
resources; and affordable housing.
4. Lack of Affordable Housing
Fifty-seven percent of respondents to the City's online survey identified affordable housing as a
significant gap within the city, and 40% of respondents indicated it is one of the most pressing
issues they are concerned about related to homelessness. Concerns related to rising housing
costs and the lack of new or available affordable units are also echoed in the City's 2020 HUD
Analysis of Impediments report for the Community Development Block Grant (CDBG). The City
of Rosemead has adopted multiple goals within its Consolidated Plan for 2020-2025 that are
intended to advance affordable housing efforts. These include:
• Expansion of affordable housing opportunities: Using CDBG and HOME funds, build
new housing units, support home ownership, and assist households with special needs.
• Expansion of Fair Housing choice and access: Using CDBG funds, the City will
provide direct assistance to families and provide tenant or landlord training workshops.
As noted above, many stakeholders expressed concern that some households that may have
been able to manage rents before the pandemic will not be able to continue to sustain payment
of high housing costs. While the effects are still unknown, it is likely that the COVID-19
pandemic will exacerbate housing instability challenges within the city.
City of Rosemead Homelessness Response Plan 8
C. Plan Development
Based on findings from the information gathering and stakeholder engagement process, the City
of Rosemead and Focus Strategies identified key goals for the City's Homelessness Response
Plan, with a focus on homelessness prevention and enrichment of existing services. To support
successful implementation of each goal, supporting actions, major tasks, metrics, and project
leads were determined for each goal area. Through this process, the City also explored ways in
which each goal may align with or enhance the impact of the Los Angeles County Homeless
Initiative's Strategies. An initial draft of the City's Homelessness Response Plan was developed
on October 28, 2020, and a ten-week internal review and refinement process was facilitated to
finalize the Plan's contents.
IV. The City of Rosemead's Homelessness Response Plan Goals
The City of Rosemead identified the following goals to respond to community concerns related
to homelessness and align with broader regional system strategies, approaches, and efforts:
E. Enhance and expand existing homelessness prevention and housing response
resources that can serve residents of Rosemead.
F. Improve coordination of available homelessness prevention and response strategies for
households in Rosemead.
G. Increase education about homelessness within Rosemead to reduce stigma and expand
awareness of available resources.
H. Adopt and strengthen policies to further promote affordable housing preservation and
development within the city.
Below, an outline of key implementation strategies is included for each goal. This includes
supporting actions, any related administrative or policy changes needed to achieve the goal,
performance metrics to measure the achievement of the goal, city resources that can be
leveraged or are needed to support the goal, and major task plans for each supporting action.
A-1. Goal
Enhance and expand existing homelessness prevention and housing response resources that
can serve residents of Rosemead.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• Al/A5: Prevent Homelessness for Families and Individuals
• E7: Strengthen the Coordinated Entry System
City of Rosemead Homelessness Response Plan 9
A-2. Supporting Actions
Action 1: Operate the City of Rosemead's new Homeless Prevention and Diversion Program, a
rental assistance and eviction prevention program.'
Action 2: Explore opportunities to leverage or designate city resources for prevention and
diversion program expansion and/or sustainability beyond current program period.
Action 3: Encourage participation in regional problem-solving trainings for key city department
personnel who frequently engage with persons or households experiencing or at-risk of
homelessness.
Action 4: Explore and, as appropriate, pursue opportunities to apply for and/or direct funds to
existing housing strategies and programs addressing homelessness among residents in
Rosemead.
A-3. Necessary Policy or Administrative Changes to Achieve Goal
This goal may require City of Rosemead policy or administrative changes. For example, the City
of Rosemead has an existing Memorandum of Agreement (MOA) in place with the SGVCOG,
which provided the initial funding for the launch of the Prevention and Diversion Program. Policy
or administrative changes may be needed for amendments to the MOA and/or City Council
approval of matching funds for the Prevention and Diversion Program. In addition, this goal may
require policy or administrative changes should the City of Rosemead consider allocating
funding towards existing homeless shelters and programs such as Union Station Homeless
Services.
A-4. Goal Measurement
Metric 1: Delivery of prevention/diversion assistance for a minimum of six households by
December 2021.
• Data Sources: SGVCOG Quarterly Report
• Timeline: December 2021
• Internal Progress Management Lead: Management Analyst
'The City of Rosemead applied for and was awarded a $15,000 grant through the San Gabriel
Valley Council of Governments for homelessness prevention and diversion efforts through rental
assistance. The program is in effect from September 2020 through December 2021.
City of Rosemead Homelessness Response Plan 10
Metric 2: Identification of and application for additional funding resources for prevention and/or
diversion program expansion.
• Data Sources: Internal City Department memo/update
• Timeline: Ongoing
• Internal Progress Management Roles: Administration
Metric 3: Identification of and application for additional funding resources for programs
addressing homelessness among residents in Rosemead.
• Data Sources: Internal City Department memo/update
• Timeline: Ongoing
• Internal Progress Management Roles: Administration
A-5. City Resources Leveraged to Achieve Goal
Staffing time will be needed for related activities including but not limited to: participation in
planning, operation, and evaluation of prevention and diversion program; coordination with
SGVCOG and regional providers regarding resource connections; participation in applicable
trainings and/or review of relevant resources on best practices; and, research and staff analyses
of potential funding sources to support service expansion. Should the City decide to leverage
and/or dedicate staffing towards prevention and/or diversion efforts for residents of Rosemead,
there will be associated financial costs. These costs will be researched and reviewed as part of
the implementation process for this goal.
A-6. Major Tasks and Timelines
The table below outlines major tasks that will be required to achieve Goal A. The table reflects
anticipated timeframes for completion of each task: the tasks and/or timeline may be adjusted
when implementation is underway to respond to emerging or extenuating circumstances.
Goal A: Enhance and expand existing homelessness prevention and housing response resources that
can serve residents of Rosemead.
Action 1: Operate the City of Rosemead's new Homeless Prevention and Diversion Program.
Major Tasks Timeline Key Stakeholders Involved
Provide prevention and diversion In Process • Management Analyst
services to households, utilizing City-
developed policies, documentation
paperwork, and data collection
processes for the rental assistance and
eviction prevention program.
In coordination with SGVCOG, evaluate Ongoing • Administration
outcomes of prevention and diversion • Management Analyst
efforts.
City of Rosemead Homelessness Response Plan 11
Action 2: Explore opportunities to leverage or designate city resources for prevention and
diversion program expansion.
Major Tasks Timeline Key Stakeholders Involved
Research potential funding and apply Ongoing • Administration
where applicable. • Management Analyst
Present outcomes and updates to City Ongoing • Homeless Task Force Chair
Council for consideration. • Administration
Action 3: Encourage participation in regional problem-solving trainings for key city department
personnel who frequently engage with persons or households experiencing or at-risk of
homelessness.
Major Tasks Timeline Key Stakeholders Involved
Maintain communications with regional Ongoing • Homeless Task Force Chair
and countywide providers to identify • Management Analyst
potential training opportunities.
Action 4: Explore and, as appropriate, pursue opportunities to apply for and/or direct funds to
existing strategies and programs addressing homelessness among residents in Rosemead.
Major Tasks Timeline Key Stakeholders Involved
Research potential funding and apply Ongoing • Administration
where applicable. • Management Analyst
Present outcomes and updates to City Ongoing • Homeless Task Force Chair
Council for consideration. • Administration
B-1. Goal
Improve coordination of available homelessness prevention and response strategies for
households in Rosemead.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• A1/A5: Prevent Homelessness for Families and Individuals
• E7: Strengthen the Coordinated Entry System
• E14: Enhance Services for Transition Age Youth
B-2. Supporting Actions
Action 1: Convene a Rosemead Homeless Task Force and meet on a quarterly basis to
strategize responses to issues and concerns related to homelessness and monitor progress
towards City Homeless Plan goals. The Taskforce will provide occasional reports/updates to the
City Council on its activities and outcomes.
Action 2: Continue to participate in Greater Los Angeles Point-in-Time Count.
City of Rosemead Homelessness Response Plan 12
• The Greater Los Angeles Point-in-Time Count will not be taking place in January 2021
due to the impacts of the COVID-19 pandemic. This Supporting Action will be applicable
for years in which LAHSA and its regional partners participate in the Point-in-Time
Count.
Action 3: Continue to participate in San Gabriel Valley Council of Governments (SGVCOG)
homelessness planning and response efforts.
Action 4: Participate in regional homelessness prevention and response efforts led by youth,
family, and adult SPA Lead Agencies8 and coordinating groups such as the San Gabriel Valley
Consortium.
B-3. Necessary Policy or Administrative Changes to Achieve Goal
This goal may require policy or administrative changes should new partnership or funding
opportunities be pursued through the local and regional coordination efforts.
B-4. Goal Measurement
Metric 1: City Department participation in upcoming Greater Los Angeles Point-in-Time Counts.
• Data Sources: City Department internal memos/updates
• Timeline: Ongoing
• Internal Progress Management Lead: City Homeless PIT Count Coordinator
Metric 2: Consistent attendance and participation in city homelessness prevention and response
efforts by members of interdepartmental Homeless Taskforce.
• Data Sources: City department internal memos/updates
• Timeline: Ongoing
• Internal Progress Management Lead: Homeless Task Force Chair
Metric 3: Development and delivery of reports on efforts and outcomes of Homeless Taskforce,
including progress on plan goals.
• Data Sources: City department internal memos/updates
• Timeline: Ongoing; minimum report frequency of one time per year
• Internal Progress Management Lead: Homeless Task Force Chair
8 Within each SPA, a Lead Agency is designated to manage and facilitate Coordinated Entry System
resources and processes within the region. There is a Lead Agency for adults, youth, and families.
As of the writing of this Plan, Union Station Homeless Services is the SPA 3 Lead Agency for adults
and families and Hathaway-Sycamores is the SPA 3 Lead Agency for youth.
City of Rosemead Homelessness Response Plan 13
Metric 4: City department participation in regional homelessness response meetings, such as
those convened by San Gabriel Valley Council of Governments and SPA 3 Lead Agencies.
• Data Sources: City department internal memo/updates
• Timeline: Ongoing
• Internal Progress Management Lead: Administration
B-5. City Resources Leveraged to Achieve Goal
Staffing time will be needed for related activities including but not limited to participation in
meetings and activities of interdepartmental Rosemead Homeless Taskforce; planning for and
participation in Greater Los Angeles Point-in-Time Count; participation in SGVCOG meetings
and SPA coordination meetings; and preparation and delivery of reports on activities to City
Council. Accomplishment of supporting actions for this goal may require utilization of City of
Rosemead communication platforms, including the City's website and/or newsletters.
B-6. Major Tasks and Timelines
The table below outlines major tasks that will be required to achieve Goal A. The table reflects
anticipated timeframes for completion of each task: the tasks and/or timeline may be adjusted
when implementation is underway to respond to emerging or extenuating circumstances.
GOAL B: Improve coordination of available homelessness prevention and response strategies for
households in Rosemead
Action 1: Convene a Rosemead Homeless Task Force on a quarterly basis to strategize
responses to issues and concerns related to homelessness and monitor progress towards
City Homeless Plan goals.
Major Tasks Timeline Key Stakeholders Involved
Develop and share calendar of Ongoing • Administration
upcoming meetings with Taskforce
members.
Develop and present regular updates to Ongoing • Homeless Task Force Chair
City Council regarding Taskforce efforts • Administration
and outcomes.
Action 2: Continue to participate in Greater Los Angeles Point-in-Time Count.
Major Tasks Timeline Key Stakeholders Involved
Participate in countywide planning Ongoing • City Homeless PIT Count
efforts. Coordinator
Coordinate internal city department October— • City Homeless PIT Count
efforts to participate in PIT Count. January, each Coordinator
year leading up
to PIT Count
City of Rosemead Homelessness Response Plan 14
Utilize City and LAHSA communications December— • City Homeless PIT Count
platforms to recruit volunteers for PIT January, each Coordinator
Count. year leading up • Homeless Task Force Chair
to PIT Count
Action 3: Continue to participate in SGVCOG homelessness response efforts.
Major Tasks Timeline Key Stakeholders Involved
Attend and participate in SGVCOG Ongoing • Administration
meetings related to housing and • Management Analyst
homelessness; maintain ongoing
communications.
Consider funding and partnership Ongoing • Administration
opportunities for new services or • City Manager
resources that are made available
through the SGVCOG.
Action 4: Participate in regional homelessness prevention and response efforts led by youth,
family, and adult SPA Lead Agencies and coordinating groups such as the San Gabriel Valley
Consortium.
Major Tasks Timeline Key Stakeholders Involved
Coordinate with SPA 3 Lead Agencies Ongoing • Administration
to identify appropriate regional meetings • Homeless Task Force Chair
to attend. • Management Analyst
Attend and participate in identified Ongoing • Homeless Task Force Chair
meetings. • Management Analyst
C-1. Goal
Increase education about homelessness within Rosemead to reduce stigma and expand
awareness of available resources.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• Al/A5: Prevent Homelessness for Families and Individuals
• B3: Expand Rapid Rehousing
• B4: Facilitate Utilization of Federal Housing Subsidies
• E6: Expand Countywide Outreach System
C-2. Supporting Actions
Action 1: Develop and implement a training strategy for key city departments regarding
availability of and ways to access homelessness response resources. The training may be
developed internally or via a partnership with local or regional entities with expertise in
homelessness resource availability.
City of Rosemead Homelessness Response Plan 15
Action 2: Develop and implement a communications strategy to increase awareness within
Rosemead about homelessness and available prevention and response resources. This may
include specific strategies tailored towards the business community in commercial districts
and/or towards landlords with residential property in the city. Potential activities under this
Action may include but not be limited to:
• Updates on the City's external communication portals (e.g., website) regarding
homelessness and available local and regional resources, including information
regarding Los Angeles County's Homeless Outreach Portal9.
• Participation in the SGVCOG Regional Homeless Services Coordination Program, which
aims to develop a centralized online resource hub for San Gabriel Valley homelessness
response resources and to increase coordination between jurisdictions, non-profit
providers, and community-based groups.
• Exploration of partnership with service providers who could co-facilitate community
trainings and town halls or who can have tables at community events to share about
homelessness and local resources.
Action 3: Develop and implement a communications strategy to inform property
owners/managers of opportunities to partner with homelessness response system efforts to
house people experiencing homelessness.
• Support with distributing information regarding the SGVCOG's Landlord Outreach,
Education, and Incentive Program, which provides landlords with education on the
benefits of renting to households experiencing (or at risk of) homelessness who have
Housing Choice Vouchers (e.g., Section 8 Vouchers) or are in Rapid Rehousing
Programs to facilitate housing connections and assist property owners in filling rental
vacancies.
Action 4: Promote the use of Coordinated Entry Systems and other homelessness response
services for people experiencing or at-risk of homelessness and transition age youth.
C-3. Necessary Policy or Administrative Changes to Achieve Goal
Through this goal, the City of Rosemead may consider allocating funding towards an
educational campaign and outreach strategy related to homelessness and homelessness
response resources.
9 Los Angeles County's Homeless Outreach Portal, la-hop.org, is designed to assist people
experiencing unsheltered homelessness by providing information that LAHSA and outreach teams
throughout the County can utilize to dispatch homeless services outreach teams to specific areas.
City of Rosemead Homelessness Response Plan 16
C-4. Goal Measurement
Metric 1: Participation in trainings on resource availability and access by representatives from
Homeless Task Force and key department personnel.
• Data Sources: Internal memos and updates
• Timeline: Year 1 -2
• Internal Progress Management Lead: Homeless Task Force10 Committee Chair
Metric 2: Completion and publication of communications materials regarding homelessness and
available resources for residents and business community.
• Data Sources: City department internal memo/update
• Timeline: Year 1
• Internal Progress Management Lead: Homeless Task Force Committee Chair
Metric 3: Increased Coordinated Entry System resource accessed by people with ties to
Rosemead.
• Data Sources: Data reports available through LAHSA
• Timeline: Progress will be evaluated in alignment with LAHSA CES data report
schedule."
• Internal Progress Management Leads: City Homeless PIT Count Coordinator and
Homeless Task Force Committee Chair
C-5. City Resources to Achieve Goal
Staffing time will be needed for related activities including but not limited to: research on local
resources and/or coordination with local service provider for assistance developing resource list;
development of trainings; participation in trainings; development and online publication of
resource materials for residents on services available within region; and coordination with
countywide and regional entities for data collection. Accomplishment of this goal will require
utilization of City of Rosemead communication platforms, including the City's website and/or
newsletters.
10 The City of Rosemead Homeless Task Force is an interdepartmental committee that includes
representatives from Administration, Community Development, Parks and Recreation, Public Safety,
and Public Works. With direction from the City of Rosemead City Council and City Manager, the
Homeless Task Force leads the implementation of the City's Homelessness Response Plan and
related efforts.
11 The most recent CES data report, which reflected information gathered through the Homelessness
Management Information System (HMIS) database, covered a six-month period. It is anticipated
reports will be released semi-annually or annually.
City of Rosemead Homelessness Response Plan 17
C-6. Major Tasks and Timelines
The table below outlines major tasks that will be required to achieve Goal C through the
supporting actions. The table reflects anticipated timeframes for completion of each task: the
tasks and/or timeline may be adjusted when implementation is underway to respond to
emerging or extenuating circumstances.
GOAL C: Develop and implement a communications strategy to increase education about
homelessness within the city to reduce stigma and increase awareness of available resources.
Action 1: Develop and implement a training strategy for key city departments regarding
availability of and ways to access homelessness response resources.
Major Tasks Timeline Key Stakeholder Roles
Determine list of key departments and January —March • Homeless Task Force
personnel for participation in training(s). 2021 • Department Heads
• Administration
Determine if training project deliverables January — March • Homeless Task Force
will be designed and conducted 2021 • Management Analyst
internally or via a contracted provider.
Research potential service providers to March —June • Homeless Task Force
conduct training. 2021 • Management Analyst
Draft or review training materials; Fall/Winter 2021 • Homeless Task Force
Finalize and present developed • Management Analyst
materials.
Maintain and/or coordinate with regional Ongoing • Homeless Task Force Chair
provider to receive regularly updated • Management Analyst
resource lists.
Action 2: Develop and implement a communications strategy to increase awareness within city
about homelessness and available prevention and response resources.
Major Tasks Timeline Key Stakeholders Involved
Decide upon key elements of January—March • Homeless Task Force
communications strategy (e.g., website, 2021 • Management Analyst
town halls, partnership with SGVCOG
efforts, etc.).
Determine if project deliverables will be January — March • Homeless Task Force
developed internally or via a contracted 2021 • Management Analyst
provider.
Research and/or review effective January —June • Homeless Task Force
communications strategy samples. 2021 • Management Analyst
Draft and/or review initial draft materials; June — • Homeless Task Force
Finalize and publish/present developed December 2021 • Management Analyst
materials. • Administration
City of Rosemead Homelessness Response Plan 18
Action 3: Develop and implement a communications strategy to inform property
owners/managers of opportunities to partner with homelessness response system efforts to
house people experiencing homelessness.
Major Tasks Timeline Key Stakeholders Involved
Participate in the San Gabriel Valley Ongoing • Homeless Task Force Chair
Council of Governments' Landlord • Management Analyst
Outreach, Education and Incentive
Program.
Coordinate with United Way's Everyone January — March • Homeless Task Force
In campaign for messaging and 2021 • Management Analyst
materials that can be included within
communications strategy.
Action 4: Promote the use of Coordinated Entry Systems and other homelessness response
services for people experiencing or at-risk of homelessness and transition age youth.
Major Tasks Timeline Key Stakeholders Involved
Schedule meetings and/or maintain January— March • Management Analyst
communications with SPA Lead 2021; Ongoing
Agencies to facilitate referral and thereafter
coordination efforts; Refer eligible
residents to CES agencies as
appropriate for services and resources.
Develop schedule for updates to related Ongoing • Management Analyst
resources on City website and other
communication platforms.
Maintain and/or coordinate with regional January — March • Management Analyst
provider to receive regularly updated 2021; Ongoing
resource lists. thereafter
Review LAHSA reports on CES Ongoing, as • Management Analyst
assessments and services received by reports are
people with connections to Rosemead. available
D-1. Goal
Adopt and strengthen policies to further promote affordable housing preservation and
development within the city.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• F5: Incentive ZoningNalue Capture Strategies
• F7: Preserve and Promote the Development of Affordable Housing for Homeless
Families and Individuals
City of Rosemead Homelessness Response Plan 19
D-2. Supporting Actions
Phase 1
Action 1: Explore opportunities within Housing Element Update12 to monitor and preserve
existing affordable housing and to expand affordable housing stock for all income levels,
including for households in low- and very low-income thresholds.
Action 2: Explore opportunities to utilize Department of Housing and Urban Development (HUD)
HOME Investment Partnerships Program (HOME) funding for affordable housing projects,
including identification of feasible sites for projects serving Veterans and/or other populations in
need of affordable housing.
Action 3: Research Permanent Local Housing Allocation (PLHA) funding through the State of
California designated for Rosemead to determine preferred usage(s). These funds can be
utilized in a variety of ways to support efforts to increase the affordable housing stock such as:
development, acquisition, and rehabilitation of multiple affordable housing project types;
contributions to San Gabriel Valley Regional Housing Trust; preservation and creation of new
permanent supportive housing; and assistance for people who are experiencing or at risk of
homelessness.
Phase 2
Action 1: Apply for Permanent Local Housing Fund (PLHA) allocation. Building upon Phase 1,
Action 3 above, research feasibility of a City project and/or consider partnering with the SGV
Regional Housing Trust for administration of Rosemead's fund allocation.
Action 2: If determined to be in alignment with City and regional strategies, join San Gabriel
Valley's Regional Housing Trust as a member city. There are two tiers of membership for
consideration: affiliate or full membership.
D-3. Necessary Policy or Administrative Changes to Achieve Goal
There will be City Council action needed to advance each of the supporting actions identified for
Goal D Phase 1 and Phase 2 pertaining to the advancement of affordable housing development
and preservation. For Phase 1, the City Council will adopt the final Housing Element through a
public hearing process. City Council approval may also be required depending on the type of
project considered through HOME and/or PLHA funding. HOME-funded project approval may
12 The City of Rosemead's current Housing Element is for 2014-2021. The City is currently in the
process of developing an update for 2021-2029.
City of Rosemead Homelessness Response Plan 20
be pursued through the Annual Action Plan or via a HUD HOME funding Substantial
Amendment. Phase 2 actions related to PLHA funding and/or Regional Housing Trust
membership will also require City Council approval to move forward.
D-4. Goal Measurement
Metric 1: Inclusion of specific strategies within Housing Element that address needs of people
at-risk of experiencing homelessness.
• Data Sources: Housing Element
• Timeline: Housing Element is scheduled for completion in October 2021
• Internal Progress Management Leads: Community Development Director; Planning and
Economic Development Manager
Metric 2: Identification of potential sites for affordable housing project for Veterans and other
populations in need of affordable housing.
• Data Sources: City Department internal reports
• Timeline: Ongoing
• Internal Progress Management Lead: Administration
Further performance metrics and corresponding timelines for goals related to the monitoring and
preservation of affordable housing, for all income levels including for lower-income households,
will be incorporated into the upcoming Housing Element Update.
D-5. City Resources Leveraged to Achieve Goal
Community Development Department staffing time will be required for the Housing Element
planning and development process. The specific City resources needed to support the
implementation of the affordable housing strategies adopted in the Housing Element Update will
be detailed in that document. Community Development and Administration staffing time will also
be needed for research and preparation for proposals to City Council regarding the funding and
housing development opportunities available through the PLHA and Regional Housing Trust.
Should these items be approved, additional staffing time will be needed for implementation.
D-6. Major Tasks and Timelines
The table below outlines major tasks that will be required to complete the Actions in support of
Goal D. The table reflects anticipated timeframes for completion of each task: the tasks and/or
timeline may be adjusted when implementation is underway to respond to emerging or
extenuating circumstances.
City of Rosemead Homelessness Response Plan 21
Phase 1
Goal D:Adopt and strengthen policies to further promote affordable housing preservation and
development within the city.
Action 1: Explore opportunities within Housing Element update to monitor and preserve
existing affordable housing and to expand affordable housing stock, for all income levels
including for households in low- and very low-income thresholds.
Major Tasks Timeline Key Stakeholders Involved
Develop Housing Element schedule, November 2020 • Planning & Economic
review existing conditions, issues, — February 2021 Development Manager
opportunities, and challenges. • Community Development
Director
Conduct housing assessment and February—June • Planning & Economic
needs analysis, survey vacant 2021 Development Manager
developable land, and housing • Community Development
production constraints analysis. Director
• Administration
Explore potential policies and programs April —August • Planning & Economic
that will develop various housing types 2021 Development Manager
for all income levels. • Community Development
Director
• Administration
Draft Housing Element and facilitate August— • Planning & Economic
community engagement process. September 2021 Development Manager
• Community Development
Director
Finalize and adopt Housing Element September— • Planning & Economic
Update. October 2021 Development Manager
• Community Development
Director
Action 2: Explore opportunities to utilize HUD HOME funding for affordable housing projects,
including identification of feasible sites for project serving Veterans and/or other populations
in need of affordable housing.
Major Tasks Timeline Key Stakeholders Involved
Canvass vacant/underutilized land and Ongoing • Administration
blighted properties for potential
affordable housing site(s).
Action 3: Research Permanent Local Housing Fund (PLHA) allocation designated for City of
Rosemead (through entitlement formula).
Major Tasks Timeline Key Stakeholders Involved
Research funding source and potential January —June • Administration
PLHA funding usages. 2021 • Management Analyst
City of Rosemead Homelessness Response Plan 22
Phase 2
Goal D:Adopt and strengthen policies to further promote affordable housing preservation and
development within the city.
Action 1: Apply for Permanent Local Housing Fund (PLHA) allocation.
Major Tasks Timeline Key Stakeholders Involved
Prepare application for 2021 and/or To be • Administration
2022 NOFA. determined, • Management Analyst
based on
application
dates.
Additional tasks to be determined,
based on City Council direction.
Action 2: If determined to be in alignment with City and regional strategies, join San Gabriel
Valley's Regional Housing Trust as a member city.
Major Tasks Timeline Key Stakeholders Involved
Research SGV Regional Housing Trust To be • Administration
and present membership options to City determined. • Management Analyst
Council.
Additional tasks to be determined,
based on City Council direction.
V. Plan Implementation Lead
The primary contact for the City of Rosemead's Homelessness Response Plan is the City
Manager's Office. Contact information is included below:
City of Rosemead City Hall
8838 E. Valley Boulevard, Rosemead, California, 91770
(626) 569-2100
VI. Participation in Collaborative Efforts
As part of SPA 3 of the Los Angeles Continuum of Care, Rosemead connects residents to the
Los Angeles Coordinated Entry System (CES) structure through the lead agency for each CES
population: Union Station Homeless Services (Adults and Families) and Hathaway-Sycamores
Child and Family Services (Youth CES). In addition, Volunteers of America operates CES
City of Rosemead Homelessness Response Plan 23
Access Points in nearby Pomona and El Monte. Further, unhoused individuals in Rosemead
receive outreach services via SPA 3's coordination outreach network.13
While not physically located within the City of Rosemead, these CES sites provide services to
people residing in Rosemead. For example, between July 1, 2019 and December 31, 2019, 88
people who were staying in Rosemead were assessed through the CES process. Fifty-five
percent of the households assessed were individual adults and 39% were family units. During
the report period, 26 households from Rosemead accessed interim or emergency housing, 51
received rapid rehousing assistance, and 14 gained permanent housing through rapid
rehousing, permanent supportive housing, or other stably housed destinations.14 A
representative from the City of Rosemead will participate in relevant CES coordination meetings
for the region, to continue to ensure and enhance services for residents.
In addition to collaboration with the Los Angeles Continuum of Care, the City of Rosemead is a
member of the SGVCOG. Together, the member cities work to improve the quality of life for the
more than 2 million residents residing in the San Gabriel Valley by focusing on issues such as
those related to housing stability and homelessness. Through the SGVCOG, Rosemead has
recently launched its Prevention and Diversion Program, and joined the regional Landlord
Outreach, Education, and Incentive Program. The City of Rosemead will continue to explore
new opportunities through the SGVCOG and the Los Angeles Continuum of Care to serve
residents experiencing housing crises.
VII. County Homeless Initiative Strategies
The following table summarizes the City of Rosemead's current and planned areas of
collaboration or alignment with the Los Angeles County Homeless Initiative Strategies.
Plan to Currently
County Homeless Initiative Strategies
Participate Participating
A. Prevent Homelessness
❑ Al. Homeless Prevention for families
❑x ❑ A5. Homeless Prevention for Individuals
13 The El Monte Multi-Disciplinary Team, El Monte Homeless Engagement Team, Public Spaces
West Team, and DMH Homeless Services Team are assigned to areas that include Rosemead. The
El Monte teams cover the following cities: El Monte, Temple City, Rosemead, South El Monte, West
Covina, Hacienda Heights, La Puente, and Valinda. The Public Spaces team outreach in parks,
libraries, and Metro stations in San Gabriel Valley. The DMH team serves all of SPA 3.
14 Data from LAHSA's Homelessness Statistics by City report; February 2020.
City of Rosemead Homelessness Response Plan 24
B.Subsidize Housing
❑ ❑ B3. Partner with Cities to Expand Rapid Rehousing
❑ B4. Facilitate Utilization of Federal Housing Subsidies
❑ ❑ B6. Family Reunification Housing Subsidies
❑ ❑ B7. Interim/Bridge Housing for those Exiting Institutions
❑ ❑ B8. Housing Choice Vouchers for Permanent Supportive
Housing
C. Increase Income
❑ ❑ Cl. Enhance the CalWORKs Subsidized Employment Program
for Homeless Families
❑ ❑ C2. Increase Employment for Homeless Adults by Supporting
Social Enterprise
❑ ❑ C4/5/6. Countywide Supplemental Security/Social Security
Disability Income and Veterans Benefits Advocacy
❑ ❑ C7. Subsidize Employment for Homeless Adults
D. Provide Case Management and Services
❑ ❑ D2. Jail In-Reach
❑x ❑ D5. Support for Homeless Case Managers
❑ ❑ D6. Criminal Record Clearing Project
❑ ❑ D7. Provide Services for Permanent Supportive Housing
E.Create a Coordinated System
❑ ❑ E4. First Responders Training
❑ ❑ E5. Decriminalization Policy
❑x ❑ E6. Expand Countywide Outreach System
❑x ❑ E7. Strengthen the Coordinated Entry System (CES)
❑ ❑ E8. Enhance the Emergency Shelter System
❑ ❑ E10. Regional Coordination of Los Angeles County Housing
Agencies
x❑ ❑ E14. Enhance Services for Transition Age Youth
F. Increase Affordable/Homeless Housing
❑ ❑ F1. Promote Regional SB2 Compliance and Implementation
❑ ❑ F2. Linkage Fee Nexus Study
❑ ® F4. Development of Second Dwelling Units Program
❑x ❑ F5. Incentive Zoning/Value Capture Strategies
❑ ❑ F6. Using Public Land for Homeless Housing
x❑ ® F7. Preserve and Promote the Development of Affordable
Housing for Homeless Families and Individuals
❑ ❑ F7. Housing Innovation Fund (One-time)
City of Rosemead Homelessness Response Plan 25
Appendix
A. Los Angeles County Homeless Initiative: Approved Strategies
In 2015, the Los Angeles County Board of Supervisors launched the Homeless Initiative to
create a coordinated, effective, stakeholder developed, response to the pervasive and
increasing homelessness crisis in the region. The resulting set of strategies, organized in 6 key
areas, form the basis of the Approved Strategies to Combat Homelessness.15 Additional
details on the strategies referenced in the City's Homelessness Prevention and Response Plan
are included in the table below.
Strategy Brief Description16
A. Prevent Homelessness
Al./A5. Homeless Develop an integrated, comprehensive homeless prevention
Prevention Program for program for families and individuals that draws on existing
Families and Individuals models and builds upon existing County homeless prevention
funding sources. Prevention includes rental/housing subsidies,
case management and employment services, and legal
services.
B. Subsidize Housing
B4. Facilitate Utilization of Encourage landlord acceptance of subsidized tenants with a
Federal Housing Subsidies Housing and Urban Development voucher issued by Los
Angeles County Development Agency.
D. Provide Case Management and Services
D5. Support for Homeless Develop and implement a plan/plans to support community-
Case Managers based case managers who are working with households
experiencing homelessness.
E. Create a Coordinated System
E6. Expand Countywide Leverage current outreach efforts and create a countywide
Outreach System network of multidisciplinary, integrated street-based teams to
identify, engage and connect, or re-connect, households
experiencing homelessness to interim and/or permanent
housing and supportive services.
15 Los Angeles County Homeless Initiative's Approved Strategies to Combat Homelessness may be
found at: https://homeless.lacounty.gov/wp-content/uploads/2018/07/HI-Report-Approved2.pdf
16 Descriptions are excerpted or summarized from Approved Strategies to Combat Homelessness.
City of Rosemead Homelessness Response Plan 26
E7. Strengthen the Strengthen the Coordinated Entry System through efforts that
Coordinated Entry System may include strengthening the network of housing locators in
each SPA, implementing core curricula for staff participating in
CES, contributing funding to CES to support housing
connections, etc..
E14. Enhance Services for Support strategies to prevent and respond to homelessness
Transition Age Youth among transition age youth, which may include contributing
funding to support services, strengthening collaboration with
community-based organizations serving youth, etc..
F. Increase Affordable/Homeless Housing
F4. Development of Support the development of second units on single-family lots
Second Dwelling Units through the review process and technical assistance, which
Program could be specifically tied to subsidized and/or homeless
housing.
F5. Incentive ZoningNalue Assess and implement various Incentive ZoningNalue Capture
Capture Strategies strategies (e.g., transportation, infrastructure investments,
zoning changes, density bonus) for potential increases in land
values and profit opportunities for private landowners, for the
benefit of the public good.
F7. Preserve and Promote Preserve current affordable housing and promote the
the Development of development of affordable housing for households experiencing
Affordable Housing for homelessness.
Homeless Households
City of Rosemead Homelessness Response Plan 27
IS'
I<OSEMEAD
Iced iv\ 5ni.ill icnvit Aunerk.i
City Homelessness Prevention and
Response Plan
Presentation to City of Rosemead City Council
January 26, 2021
Intent of Planning Process
• To develop a roadmap to guide the City's homelessness prevention and response efforts
and investments
• To better understand local trends in homelessness and feedback from community
stakeholders about concerns and opportunities related to homelessness prevention (e.g.,
aiding in eviction prevention) and response strategies
• To identify opportunities to increase support for existing strategies and programs providing
services to youth, families and adults experiencing homelessness within Rosemead
• To explore ways to address housing market affordability challenges
• To align with regional and countywide homelessness response strategies to maximize
impact and prepare for future funding opportunities
Planning Process
Information Identification Development Plan
Gathering of Priority of Plan Goals Presentation
and Action and
and Review Needs
Steps Finalization
Homelessness in Rosemead
L71c4r17,,::_.,.:,.a. s. :�.: ,� std". ,ham -i771—'70' - a �`" P t,Ed^4. �, � �
Location of People Experiencing Homelessness
(2020 Point-in-Time Count)
8.79%
10.28%
14.85% 53.03%
1 .93%
11 .12%
• Street Makeshift Shelter ■ Tents RV/Camper •Vans Cars
Homelessness in Rosemead
Number of People Experiencing Homelessness
(Point-in-Time Count)
100 - 91 • Overall upward trends in
79 homelessness over past
80 - 70
5+ years
60 - 51 • Over a 6-month period in
40 - 2019, 88 individuals or
20 families staying in
20 - Rosemead were assessed
through the Coordinated
0 Entry System
2016 2017 2018 2019 2020
Stakeholder Priorities
• Homelessness has increased over the years and is
� � � :'-$4'.4.-'35-
---- ‘ �° z = a common concern in the community.
*, '�" ..
% 3 \ There are public health and safety concerns
' j associated with people experiencing homelessness,
w particularly unsheltered homelessness.
• In comparison to the need, there is a lack of
kms, # = available homelessness response services and
resources in or near Rosemead.
.::::: l . , : :. - -.. • There is an insufficient supply of affordable housing
for current and future needs of residents in the city.
Plan Goals
Enhance and expand existing homelessness prevention and
•• housing response resources that can serve residents of
Rosemead.
:W4is Improve coordination of available homelessness prevention
`_ and response strategies for households in Rosemead.
Increase education about homelessness within Rosemead to
- - - reduce stigma and expand awareness of available resources.
IIAdopt and strengthen policies to further promote affordable
/�1 housing preservation and development within the city.
.• Enhance & Expand Prevention and Housing Resources
••
••
Action 1 Operate the City of Rosemead's new Homeless Prevention and Diversion
Program, a rental assistance and eviction prevention program.
Action 2 Explore opportunities to leverage or designate city resources for prevention
and diversion program expansion and/or sustainability beyond current
program period
Action 3 Encourage participation in regional problem-solving trainings for key city
department personnel who frequently engage with persons or households
experiencing or at-risk of homelessness.
Action 4 Explore and, as appropriate, pursue opportunities to apply for and/or direct
funds to existing housing strategies and programs addressing
homelessness among residents in Rosemead.
=f♦= Improve Coordination of Available Strategies
_ .. .._ __ __ , ,
_ . _ . _ .. ._ , . _ .. . .. ._ ._ _ . „.. ., . „ . , , .. .
Action 1 Convene a Rosemead Homeless Task Force and meet on a quarterly basis
to strategize responses to issues and concerns related to homelessness
and monitor progress towards City Homeless Plan goals. The Taskforce will
provide occasional reports/updates to the City Council on its activities and
outcomes.
Action 2 Continue to participate in Greater Los Angeles Point-in-Time Count.
Action 3 Continue to participate in San Gabriel Valley Council of Governments
(SGVCOG) homelessness planning and response efforts.
Action 4 Participate in regional homelessness prevention and response efforts led
by youth, family, and adult SPA Lead Agencies and coordinating groups
such as the San Gabriel Valley Consortium.
Increase Awareness of Homelessness & Resources
Action 1 Develop and implement a training strategy for key city departments
regarding availability of and ways to access homelessness response
resources. The training may be developed internally or via a partnership
with local or regional entities with expertise in homelessness resource
availability.
Action 2 Develop and implement a communications strategy to increase awareness
within Rosemead about homelessness and available prevention and
response resources. This may include specific strategies tailored towards
the business community in commercial districts and/or towards landlords
with residential property in the city.
Action 3 Promote the use of Coordinated Entry Systems and other homelessness
response services for people experiencing or at-risk of homelessness and
transition age youth.
�,� Promote affordable housing preservation & development
A
PHASE ONE
Action 1 Explore opportunities within Housing Element Update to monitor and
preserve existing affordable housing and to expand affordable housing
stock for all income levels, including for households in low- and very low-
income thresholds.
Action 2 Explore opportunities to utilize Department of Housing and Urban
Development (HUD) HOME Investment Partnerships Program (HOME)
funding for affordable housing projects, including identification of feasible
sites for projects serving Veterans and/or other populations in need of
affordable housing.
Action 3 Research Permanent Local Housing Allocation funding through the State of
California designated for Rosemead to determine preferred usage(s).
1A
Promote affordable housing preservation & development
PHASE TWO
Action 1 If approved by City Council, apply for Permanent Local Housing Allocation
funding.
Action 2 Research and, if determined to be in alignment with City and regional
strategies, join San Gabriel Valley's Regional Housing Trust as a member
city.
Plan Discussion and Questions
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Next Steps
Staff recommends the City Council adopt the Homelessness Prevention
and Response Plan and direct staff to begin implementation of plan.