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HSC - Item 4D - Attachment A - Rosemead City Homelessness Response Plan_Fnl 1-26-21 CC 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 In partnership with 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 City of Rosemead Homelessness Response Plan 1 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 2 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 3 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 4 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. 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. 20 51 70 91 79 0 20 40 60 80 100 120 2016 2017 2018 2019 2020 Number of People Experiencing Homelessness (Point-in-Time Count) City of Rosemead Homelessness Response Plan 5 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. 53.03% 11.12% 1.93% 14.85% 10.28% 8.79% Location of People Experiencing Homelessness (2020 Point-in-Time Count) Street Makeshift Shelter Tents RV/Camper Vans Cars City of Rosemead Homelessness Response Plan 6 based plan. In June 2020, the City began working with Focus Strategies,5 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 sessions6 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 Sheriff’s Department services. City of Rosemead Homelessness Response Plan 7 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 8 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 9 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: • A1/A5: Prevent Homelessness for Families and Individuals • E7: Strengthen the Coordinated Entry System City of Rosemead Homelessness Response Plan 10 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.7 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 7 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 11 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 services to households, utilizing City- developed policies, documentation paperwork, and data collection processes for the rental assistance and eviction prevention program. In Process • Management Analyst In coordination with SGVCOG, evaluate outcomes of prevention and diversion efforts. Ongoing • Administration • Management Analyst City of Rosemead Homelessness Response Plan 12 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 where applicable. Ongoing • Administration • Management Analyst Present outcomes and updates to City Council for consideration. Ongoing • Homeless Task Force Chair • 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 and countywide providers to identify potential training opportunities. Ongoing • Homeless Task Force Chair • Management Analyst 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 where applicable. Ongoing • Administration • Management Analyst Present outcomes and updates to City Council for consideration. Ongoing • Homeless Task Force Chair • 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 13 • 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 14 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 upcoming meetings with Taskforce members. Ongoing • Administration Develop and present regular updates to City Council regarding Taskforce efforts and outcomes. Ongoing • Homeless Task Force Chair • Administration Action 2: Continue to participate in Greater Los Angeles Point-in-Time Count. Major Tasks Timeline Key Stakeholders Involved Participate in countywide planning efforts. Ongoing • City Homeless PIT Count Coordinator Coordinate internal city department efforts to participate in PIT Count. October – January, each year leading up to PIT Count • City Homeless PIT Count Coordinator City of Rosemead Homelessness Response Plan 15 Utilize City and LAHSA communications platforms to recruit volunteers for PIT Count. December – January, each year leading up to PIT Count • City Homeless PIT Count Coordinator • Homeless Task Force Chair Action 3: Continue to participate in SGVCOG homelessness response efforts. Major Tasks Timeline Key Stakeholders Involved Attend and participate in SGVCOG meetings related to housing and homelessness; maintain ongoing communications. Ongoing • Administration • Management Analyst Consider funding and partnership opportunities for new services or resources that are made available through the SGVCOG. Ongoing • Administration • City Manager 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 to identify appropriate regional meetings to attend. Ongoing • Administration • Homeless Task Force Chair • Management Analyst Attend and participate in identified meetings. Ongoing • Homeless Task Force Chair • 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: • A1/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 16 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 17 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.11 • 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 18 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 personnel for participation in training(s). January – March 2021 • Homeless Task Force • Department Heads • Administration Determine if training project deliverables will be designed and conducted internally or via a contracted provider. January – March 2021 • Homeless Task Force • Management Analyst Research potential service providers to conduct training. March – June 2021 • Homeless Task Force • Management Analyst Draft or review training materials; Finalize and present developed materials. Fall/Winter 2021 • Homeless Task Force • Management Analyst Maintain and/or coordinate with regional provider to receive regularly updated resource lists. Ongoing • Homeless Task Force Chair • Management Analyst 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 communications strategy (e.g., website, town halls, partnership with SGVCOG efforts, etc.). January – March 2021 • Homeless Task Force • Management Analyst Determine if project deliverables will be developed internally or via a contracted provider. January – March 2021 • Homeless Task Force • Management Analyst Research and/or review effective communications strategy samples. January – June 2021 • Homeless Task Force • Management Analyst Draft and/or review initial draft materials; Finalize and publish/present developed materials. June – December 2021 • Homeless Task Force • Management Analyst • Administration City of Rosemead Homelessness Response Plan 19 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 Council of Governments’ Landlord Outreach, Education and Incentive Program. Ongoing • Homeless Task Force Chair • Management Analyst Coordinate with United Way's Everyone In campaign for messaging and materials that can be included within communications strategy. January – March 2021 • Homeless Task Force • Management Analyst 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 communications with SPA Lead Agencies to facilitate referral and coordination efforts; Refer eligible residents to CES agencies as appropriate for services and resources. January – March 2021; Ongoing thereafter • Management Analyst Develop schedule for updates to related resources on City website and other communication platforms. Ongoing • Management Analyst Maintain and/or coordinate with regional provider to receive regularly updated resource lists. January – March 2021; Ongoing thereafter • Management Analyst Review LAHSA reports on CES assessments and services received by people with connections to Rosemead. Ongoing, as reports are available • Management Analyst 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 Zoning/Value Capture Strategies • F7: Preserve and Promote the Development of Affordable Housing for Homeless Families and Individuals City of Rosemead Homelessness Response Plan 20 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 21 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 22 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, review existing conditions, issues, opportunities, and challenges. November 2020 – February 2021 • Planning & Economic Development Manager • Community Development Director Conduct housing assessment and needs analysis, survey vacant developable land, and housing production constraints analysis. February – June 2021 • Planning & Economic Development Manager • Community Development Director • Administration Explore potential policies and programs that will develop various housing types for all income levels. April – August 2021 • Planning & Economic Development Manager • Community Development Director • Administration Draft Housing Element and facilitate community engagement process. August – September 2021 • Planning & Economic Development Manager • Community Development Director Finalize and adopt Housing Element Update. September – October 2021 • Planning & Economic 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 blighted properties for potential affordable housing site(s). Ongoing • Administration 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 PLHA funding usages. January – June 2021 • Administration • Management Analyst City of Rosemead Homelessness Response Plan 23 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 2022 NOFA. To be determined, based on application dates. • Administration • Management Analyst 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 and present membership options to City Council. To be determined. • Administration • Management Analyst 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 24 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 Participate Currently Participating County Homeless Initiative Strategies A. Prevent Homelessness ☒ ☐ A1. Homeless Prevention for families ☒ ☐ 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 25 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 ☐ ☐ C1. 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 ☒ ☐ 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 ☒ ☐ E6. Expand Countywide Outreach System ☒ ☐ E7. Strengthen the Coordinated Entry System (CES) ☐ ☐ E8. Enhance the Emergency Shelter System ☐ ☐ E10. Regional Coordination of Los Angeles County Housing Agencies ☒ ☐ 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 ☒ ☐ F5. Incentive Zoning/Value Capture Strategies ☐ ☐ F6. Using Public Land for Homeless Housing ☒ ☒ 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 26 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 A1./A5. Homeless Prevention Program for Families and Individuals Develop an integrated, comprehensive homeless prevention program for families and individuals that draws on existing 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 Federal Housing Subsidies Encourage landlord acceptance of subsidized tenants with a Housing and Urban Development voucher issued by Los Angeles County Development Agency. D. Provide Case Management and Services D5. Support for Homeless Case Managers Develop and implement a plan/plans to support community- based case managers who are working with households experiencing homelessness. E. Create a Coordinated System E6. Expand Countywide Outreach System Leverage current outreach efforts and create a countywide 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 27 E7. Strengthen the Coordinated Entry System Strengthen the Coordinated Entry System through efforts that 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 Transition Age Youth Support strategies to prevent and respond to homelessness 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 Second Dwelling Units Program Support the development of second units on single-family lots through the review process and technical assistance, which could be specifically tied to subsidized and/or homeless housing. F5. Incentive Zoning/Value Capture Strategies Assess and implement various Incentive Zoning/Value Capture 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 the Development of Affordable Housing for Homeless Households Preserve current affordable housing and promote the development of affordable housing for households experiencing homelessness.