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CC - Item 4B – Presentation from the Homelessness SubcommitteeROSEMEAD CITY COUNCIL STAFF REPORT TO: THE HONORABLE MAYOR AND CITY COUNCIL FROM: BEN KIM, CITY MANAGER 4V DATE: JUNE 11, 2024 SUBJECT: PRESENTATION FROM THE HOMELESSNESS SUBCOMMITTEE SUMMARY On February 28, 2023, the City Council created the Homelessness Subcommittee and appointed the following Subcommittee members: Mayor Steven Ly, Council Member Sean Dang, Planning Commissioner John Tang, Public Safety Commissioner Stephanie Garcia, and Rosemead resident Ms. Teresa Eilers. The Subcommittee held five meetings (staff reports are attached for reference) and was led by Mayor Ly through a strategic path to first learn and understand the overall matter of homelessness and then to focus on potential recommendations to the City Council. DISCUSSION Homelessness is a complex issue interacting with various societal challenges such as poverty, mental health, addiction, affordable housing shortages, and systemic inequalities. The Subcommittee found that it requires comprehensive approaches that address both the immediate needs of individuals experiencing homelessness and the root causes behind their circumstances. The first three meetings were fact-finding in nature to establish the Subcommittee's purpose and goals, and then gathering data including Rosemead's homeless count, bed counts, available resources, funding, etc. At the fourth (February 20, 2024) meeting, the Subcommittee discussed a broad brainstorming exercise on how Rosemead may address homelessness with a focus on three subject matters: 1) Those at risk of falling into homelessness, 2) Supporting those who want assistance, and 3) Addressing those who do not want help. At the final meeting (April 8, 2024), the Subcommittee discussed specific recommendations as summarized in the attached presentation (Attachment A). STAFF RECOMMENDATION It is recommended that the City Council discuss and provide staff direction. FISCAL IMPACT None at this time. AGENDA ITEM 4.11 City Council Meeting June 11, 2024 Pase 2 of 2 STRATEGIC PLAN IMPACT Meets the `Responsive, Inclusive City" goal: "Rosemead provides quality services, programming, and events in an engaging and culturally sensitive manner that support the changing needs of our population. " PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process. Attachment A: Homelessness Subcommittee Presentation Attachment B: Homelessness Subcommittee Agenda April 8, 2024 Attachment C: Homelessness Subcommittee Agenda February 20, 2024 Attachment D: Homelessness Subcommittee Agenda January 8, 2024 Attachment E: Homelessness Subcommittee Agenda July 20, 2023 Attachment F: Homelessness Subcommittee Agenda June 29, 2023 Attachment E Homelessness Subcommittee Agenda July 20, 2023 HOMELESSNESS SUBCOMMITTEE STAFF REPORT TO: THE HONORABLE HOMELESSNESS SUBCOMMITTEE FROM: MICHAEL BRUCKNER, ASSISTANT CITY MANAGER DATE: JULY 20, 2023 SUBJECT: REPORT, DISCUSSION, AND DIRECTION REGARDING HOMELESS SERVICES AND PROGRAMS t The Homelessness Subcommittee met on June 29, 2023, and requested the following information to help support their efforts to reduce the number of individuals experiencing homelessness in Rosemead. Where noted, items and information have been provided or additional time is needed to gather data for the Subcommittee. Therefore, it is recommended that the Homelessness Subcommittee review the information provided and provide direction. DISCUSSION Below is a summary of informational items requested by the Homelessness Subcommittee on June 29, 2023: What are the root causes of homelessness? Although the causes of homelessness are many, economic hardship and lack of affordable housing are the two leading causes of homelessness. According to the 2020 Greater Los Angeles Homeless Count report by the Los Angeles Homeless Services Authority (LAHSA) (Attachment A), two-thirds of unsheltered adults experiencing homelessness were homeless for the first time. Of these individuals, 59% cited economic hardship as the cause of their homelessness. The 2020 Point in Time Count results for the San Gabriel Valley Service Planning Area (SPA -3) revealed that local unsheltered people were experiencing one or more of the following conditions: having a chronic illness, substance abuse disorder, serious mental health issue, and/or suffering from domestic violence. Having one or a combination of these conditions can cause impediments to maintaining gainful employment. More people are falling into homelessness than out of homelessness as a growing gap between income and affordable housing availability drives inflows to homelessness. Wages have not kept pace with growing rent, resulting in a cascading effect impacting the housing market. As the price of homes rises in California, so does the barrier to entry to homeownership for many. These households or individuals drive up rental market demand by renting units that middle-income households used to rent. Middle-income households start renting units that low-income households used to rent and low- Homelessness Subcommittee July 20, 2023 Page 2 of 11 income households are ultimately priced out. With the increased demand in the rental market, development has boosted supply for pricier units, leaving less stock for low-income rentals. The link between mental illness and homelessness is undeniable. In LAHSA's 2023 Homeless Count, between 25% of individuals experiencing homelessness reported having a mental illness and 30% reported having a drug addiction. In the San Gabriel Valley Service Area (excluding Pasadena), the 2023 PIT count results showed 5,009 homeless individuals. Final data from the 2023 count is still pending (Attachment B). The City of Rosemead data is not yet available. According to a comparative study published in the Journal of Social Psychiatry and Psychiatric Epidemiology, among mentally ill homeless individuals, those who became homeless prior to becoming mentally ill have experienced the highest levels of disadvantage and disruption, while those who become homeless after becoming ill have an especially high prevalence of alcohol dependence. It is no surprise that individuals use drugs and alcohol to cope with the stress of survival. Individuals experiencing homelessness generally have a history of poverty and social disadvantage, including considerable poverty in childhood and lower levels of education, along with an increased likelihood of being a person of color. Many appear to have experienced both poverty in addition to childhood family instability and/or violence. According to psychiatrist Bessel van der Kolk's research, The Bodv Keeps the Score: Brain. Mind. and Body in the Healing of Trauma: • 1 in 8 Americans witnessed their mother being beaten or hit • 1 in 5 Americans was sexually molested as a child • 1 in 4 Americans was beaten by a parent as a child, to the point of a mark being left on their body • 1 in 4 Americans grew up with alcoholic relatives • 1 in 3 American couples engage in physical violence Stigma and discrimination are continuously perpetrated against homeless individuals with mental health conditions. People experiencing homelessness who also have a mental illness are highly vulnerable to violence, with a reported lifetime incidence of 74% to 87% of violence being perpetrated against them. Psychiatric care may include taking prescribed medicine that affects alertness, which may pose a danger for someone needing to be aware of their surroundings living in the streets. Many individuals and families lack the social and financial safety net to support them during major upheavals in life. The lasting trauma of prolonged neglect, violence, sexual and/or emotional abuse, can and often do result in suicidal ideation, major depression, anxiety disorder, schizophrenia, and other serious psychiatric disorders. Further, folks with developmental disorders or severe mental illness whose guardians passed away may not have sufficient means to live independently. Trauma leaves its mark on a person through physical changes in neuropathways, as supported by numerous studies in neuroscience and psychiatry. Compounded by social stigma and a lack of affordable and accessible mental healthcare, these individuals are left vulnerable to homelessness. Homelessness Subcommittee July 20, 2023 Page 3 of 11 Rosemead Homeless Count The Committee requested information about the current number of individuals experiencing homelessness in Rosemead and where they are located. According to the 2023 Point in Time Count conducted by LAHSA, there are 75,518 individuals experiencing homelessness in Los Angeles County. Per LAHSA, 83 individuals were experiencing homelessness in Rosemead in 2022; however, 2023 data is not yet available. Below is additional summary information available on LAHSAs website at https://www.lahsa.orWdata?id=54-homeless- count-bv-city-community. Persons in Makeshift Shelte 30,36% Persons in RV/Campers, 4,5% Persons in Vans, 1, 1% Persons in C 8% 2016 20 2017 53 2018 68 2019 94 2020/2021 79_ 2022 83 Persons in Tents, 12,15% 'ersons on the .,tree#, 29, 35% Additionally, the Committee requested information on the location of individuals experiencing homelessness in Rosemead. That information request is still pending. Homelessness Subcommittee July 20, 2023 Page 4 of 11 L.A. CADA The Committee requested information on how long an individual can stay in a bed as well as clarifying what kinds of services L.A. CADA will be providing in Rosemead. Beginning in August 2022, the City has been a participant in the San Gabriel Valley Council of Governments ("SGVCOG") supplemental homeless services program to provide homeless outreach and housing navigation services to individuals experiencing homelessness in Rosemead. The focus of the program is to connect individuals experiencing homelessness with health services and housing. Funded by a Measure H grant, the SGVCOG, has contracted with L.A. CADA to provide these services to cities in the County's Service Planning Area ("SPA") 3, which includes a cohort of Covina, La Puente, Rosemead, San Gabriel, Monterey Park, Temple City, Arcadia, and South Pasadena. Services have been provided to the City on Wednesdays for 2-3 hours each week. The current program term expired on June 30, 2023; however, the SGVCOG has informed cities that the program will be continued through the next fiscal year, but with the same limited number of hours for each participating City. Additionally, on February 28, 2023, the City Council approved the City's HOME -ARP allocation plan. The American Rescue Plan Act of 2021 ("ARP") appropriated $5 billion to communities across the U.S. to provide for the development of housing, supportive services, and shelter for individuals experiencing homelessness and other vulnerable populations. These funds were allocated by formula to jurisdictions that qualified for funding through the HOME Investment Partnership Program (HOME Program) from the U.S. Department of Housing and Urban Development (HUD). The City was awarded $1,222,084 in HOME -ARP funding from HUD which will be allocated for this use. On May 10, 2023, the City received notice from HUD that the HOME -ARP plan was approved. L.A. CADA is a nonprofit 501(c)3 behavioral health care provider established in 1971 to serve Los Angeles County. Their mission is to save lives, unite families, and protect the community by providing access to non-profit, evidence -based behavioral services that address the needs of vulnerable and disadvantaged populations. As a local agency, L.A. CADA has expertise in local homeless resolution and the frequently related behavioral health issues. Their extensive continuum of care includes emergency housing, transitional housing, supportive services, including linkage to healthcare, permanent housing, and workforce development services. L.A. CADA has facilities in Alhambra, Pasadena, Altadena, Bellflower, Pico Rivera, Santa Fe Springs, South Gate, Whittier, downtown Los Angeles, east Los Angeles, Hollywood, and Long Beach. They employ over 550 multidisciplinary behavioral healthcare workers, including addiction specialists, physicians, psychiatrists, nurse practitioners, RNs, LVNs, state -licensed clinical therapists, registered SUD counselors, navigators, case managers, and dedicated peer mentors with lived recovery experience. L.A. CADA's contract with the City includes the following items and activities (Attachment C): • Outreach Team: L.A. CADA is providing two, full-time homeless outreach navigators, with one navigator being designated as the on-site program coordinator, for four hours per week. Homelessness Subcommittee July 20, 2023 Page 5 of 11 L.A. CADA can provide services on 4/10 shift or 5/8 shift schedule, Monday through Thursday or Friday. Services will include housing navigation and homeless outreach, including mental health assessments, substance use assessments, and hygiene assistance. Dedicated Beds: A total of four (4) beds will be reserved for the City of Rosemead for both residential treatment and/or emergency transitional housing. An individual may inhabit these beds for as long as necessary; however, they are typically there for a period of no more than 30-45 days. Placement in supportive housing or long-term facility usually occurs within one to two weeks. Case Management: The outreach team will provide extensive case management, which will focus primarily on documentation and homelessness evaluation. Individuals will be entered in both the Coordinated Entry System ("CES") and the Homeless Management Information Systems ("HMIS"), and the team will provide the necessary follow-up. Family will be contacted where and when possible. Reporting: The outreach team will maintain an ongoing, confidential database ensuring that all engagements are documented and tracked. Reports will be distributed weekly to the City. Additional Resources: The outreach team will remain flexible and adaptable to meet the specific needs of Rosemead. Resources from within L.A. CADA as well as outside their organization will be utilized. One (1) L.A. CADA vehicle will be dedicated to the City to provide adequate transportation and navigation for the homeless. L.A. CADA's contract includes a first-year cost of $290,138, and they are requesting a 3% Consumer Price Index adjustment for a total four-year cost of $1,213,829, which is within the HOME -ARP funding allocation of $1,222,084. Conservatorship for Homeless The Committee requested information regarding conservatorship for individuals experiencing homelessness. Senate Bill 1338, passed in 2022, and effective January 1, 2023, known as the CARE Act, creates a court process for the creation of a Community Assistance, Recovery, and Empowerment (CARE) plan for an individual experiencing a severe mental illness with a diagnosis of schizophrenia or certain other psychotic disorders (Attachment D). The stated purpose of the bill is to provide for intervention and treatment of such persons before they cause harm or get arrested and to avoid the need for initiation of a conservatorship, or institutionalization. The bill creates a procedure by which interested persons can petition the court for the creation of a CARE plan for an individual experiencing a severe mental illness with a diagnosis identified in the disorder class schizophrenia and other psychotic disorders. Following a hearing, the court may Homelessness Subcommittee July 20, 2023 Page 6 of 11 approve the plan if certain necessary findings are made. The plan can last a year and can later be extended. There is also a graduation plan to be implemented upon graduation from the CARE plan. A CARE plan is designed to implement services to be provided by county behavioral health agencies to provide behavioral health care, stabilization medication, and housing support to adults who are suffering from schizophrenia spectrum and psychotic disorders and who lack medical decision- making capacity. The bill supplements the Assisted Outpatient Treatment Demonstration Project Act of 2002, known as Laura's Law, requiring most counties to provide specified mental health programs, and the Lanterman-Petris-Short Act. Designated persons such as family members, people who live with the respondent, or medical professionals can petition the court for the creation of a CARE plan. The petition must be supported by evidence that the person needs a CARE plan or has already been committed for intensive treatment. The court can order the respondent to participate in CARE proceedings if it finds clear and convincing evidence that (i) the person is 18 or older, (ii) the person is currently experiencing a severe mental illness, as defined, (iii) the person is not clinically stabilized in ongoing voluntary treatment with the county behavioral health agency, (iv) the person is unlikely to survive without supervision, or is in need of services to prevent relapse that would result in grave disability or serious harm to the person or others, (v) participation in a CARE plan would be the least restrictive alternative, and (vi) it is likely the person will benefit from a CARE plan. If a CARE plan is established, the court can compel the person to comply with it and set further hearings as needed. Failure to complete the CARE plan shall be a fact considered by the court in a subsequent hearing under the Lanterman-Petris-Short Act (LPS Conservatorship). The Los Angeles County Board of Supervisors opted -in to the CARE plan program earlier this year with an expected launch date of December 1, 2023. There is limited information on the progress of CARE plan implementation. Attachment E provides some news articles on the subject. Housing Definitions The Committee requested information on the different types of beds (e.g. emergency, transitional, etc.) Below is how they are typically defined although sometimes terms are used interchangeably. • Emergency Shelter (Crisis or Bridge) - The most common type of homeless shelter is emergency shelters; these exist since sometimes people lose their homes suddenly and unexpectedly. For whatever reason, be it a natural disaster or experiencing a dangerous home life, emergency shelters provide quick safety and comfort for those in need. • Women's Shelters - Women's shelters are their own subgenre of emergency shelters since they are commonly known as domestic violence shelters. While the intention is these are shelters for women and their children to have a safe place to stay, a lot of women's shelters Homelessness Subcommittee July 20, 2023 Page 7 of 1 I offer assistance for women who have experienced violent situations. These shelters offer counseling services that can help women identify an abusive relationship or assist with trauma or other mental health issues. This service is specific to women but there are also shelters that focus on safety for men who experience violent situations as well. • Youth Shelters - Youth shelters are to help redirect young people's lives and have social workers or counselors to help them with education and with their self-sufficiency. These shelters are dedicated to helping young people in need in order to establish a better foundation for success for a better life. Youth shelters are different from family shelters since it focuses on young adults who may need to separate from their own families or have no family whatever the circumstance may be. • Family Shelters - The focus of family shelters is to keep families from being separated. While some women's centers seem like family shelters, the main difference is men are not permitted in women's shelters, whereas family shelters allow all genders. These centers help families who need refuge from whatever their situation may be and provide them with a way to stay with one another. • Wet Shelters - These shelters allow people under the influence of alcohol to have a place to stay since most emergency shelters do not allow individuals who may be inebriated from alcohol or narcotics. The goal of these shelters is to get the intoxicated homeless off the street and allow them to have a safe place to sober up. The individuals in wet shelters are not required to get treatment or counseling since they are not in rehabilitation centers. Having wet shelters is important to try and lower crime rates and keep inebriated homeless safe from themselves and others. • Transitional Housing - Since emergency shelters only provide temporary overnight housing, transitional housing exists for people who may need longer housing while finding permanent housing. These types of services also have assistance programs to help individuals gain employment or whatever is needed to have access to permanent housing as soon as possible. These shelters typically allow residents for up to 6 to 24 months depending on their rules and regulations. • Permanent Supportive Housing - These programs give employed individuals a private living space for a certain percentage of their income rather than a specific set of monthly rent. Some permanent supportive housing programs offer on-site social services such as rehabilitation counseling, health care referrals, job training, and educational classes to those individual cases that might need assistance. This is not technically a shelter but does offer a better permanent alternative to those who may be struggling to afford their own housing. This option also is different from transitional housing since there the individuals are not expected to leave after a certain period of time. Permanent Supportive Housing is a good program for individuals who may have disabilities that hinder them from working a job or who may be in debt from medical issues. Homelessness Subcommittee July 20, 2023 Paee 8 of 11 Affordable Housing The Committee requested information on how many affordable housing units has the City developed and how many are in the pipeline. Relatedly, the Committee requested information regarding any religious organizations or non -profits that contacted the City about building affordable housing units on their properties. The City has two senior apartment complexes (Angelus and Garvey Senior Apartments) that are rented exclusively by low-income seniors. Angelus Senior Apartments is made up of 51 units, while Garvey Senior Apartments contains 72 units. During Fiscal Year 2007-08 and Fiscal Year 2010-11, the City entered into agreements with the Rio Hondo Community Development Corporation (RHCDC) for the production of affordable housing using the 15 percent Community Housing Development Organization (CHDO) set-aside funding as required under the HOME entitlement grant. As a result, the City approved two separate 0 percent deferred payment loans funded by the HOME-CHDO Set -Aside Fund to the Rio Hondo Community Development Corporation for the purchase of two, 3 -bedroom rental properties in the City. Both properties are restricted as rental property for low to moderate -income households and are subject to a 55 -year affordability covenant until May 2063 and March 2066, respectively. Most recently, the City Council approved the Mission Villas residential planned development project located at 8601 Mission Drive for the development of 37 residential units, four of which will be low- income. The City will provide loans from the Homeownership Assistance Program to four low- income family purchasers. Below is a summary of private developments currently in the pipeline that are utilizing State density bonus funding for affordable housing units: • Garvey Garden Plaza — A residential/commercial mixed-use development consisting of 46 apartments, seven of which are low-income. The project was approved by the City Council in 2015 and finalized in 2022. • Garvey 168 Plaza — A residential/commercial mixed-use development consisting of 28 apartments, seven of which are low-income. The project was approved by the City Council in 2014 and finalized in 2019. • Taiwan Center Mixed -Use Project — A residential/commercial mixed-use development consisting of 42 apartments, seven of which are low-income. The project was approved by the City Council in 2021. Finally, the City has not received any applications from religious institutions in the City to build affordable housing units. Maryvale Project The Committee requested information on the status of the Maryvale project. The Community Development Department has had several meetings with the land use consultants hired by Maryvale over the past several months to discuss the entitlement process. The City has not received any formal Homelessness Subcommittee July 20, 2023 Page 9 of 1 I plans or submittals from Maryvale about their intended uses; however, an application is expected to be submitted in the near term. Available Homeless Funding for Cities The Committee requested information on state and federal funding for homeless services. That information request is still pending. Model Cities The Committee requested information on how model cities are combatting homelessness and what Rosemead can do to become a model city on this issue. That information request is still pending. How does the City of Rosemead conduct outreach to providers? The Committee requested information on how the City conducts outreach to service providers Historically, the City of Rosemead refers individuals experiencing homelessness or those who are on the verge of homelessness to the networks of providers and continuums of care in Los Angeles County. Through the City's partnership with the Los Angeles County Sheriff's Department, the Homeless Outreach Services Team (HOST) and Mental Health Evaluation Team (MET) have been the City's direct link to service providers when individuals experiencing homelessness or those in acute mental health distress request or require services. The City maintains relationships with organizations like Family Promise and Housing Rights Center for individuals in housing distress. Any person in Los Angeles County who is experiencing homelessness or needs access to housing or supportive services can access them by dialing 2-1-1. Additional information about housing and homeless service providers is available on the City's website at: hitps://www.cityofrosemead.org/govemment/city departments/community development/housing. How can the City of Rosemead help individuals experiencing homelessness that do not want help? The Committee requested information on how to help individuals experiencing homelessness that do now want help. Unfortunately, there is no clear answer to this question and current public policy and case law does not allow for the involuntary incarceration or treatment of individuals experiencing homelessness. It is important to also note that service providers like L.A. CADA have demonstrated that when relationships are built over time and mutual trust is established with individuals experiencing homelessness, they are more likely to accept services on a voluntary basis. Homelessness Subcommittee July 20, 2023 Page 10 of 11 How does the City of Rosemead provide support for individuals on the brink of becoming homeless? Relatedly, what resources are available to support individuals from becoming homeless? The Committee requested information on how to help individuals on the brink of homelessness from becoming homeless and what resources are available. The City of Rosemead does not offer direct support to individuals on the brink of becoming homeless; however, the City does keep an active list of service providers throughout Los Angeles County and provides referrals as requested or when individuals in need are identified. More information on these providers can be found on the City's website at: https://www.cityofrosemead.org/government/city departments/community development/housing/h omelessness resources Should the City of Rosemead consider building a shelter to support individuals experiencing homelessness in Rosemead? Ultimately, this is a policy decision for the City Council to consider. There are pros and cons to becoming a shelter owner/operator and/or service provider. The County and City of Los Angeles are required to build 13,000 new shelter beds as outlined in a settlement agreement between the LA Alliance for Human Rights and these agencies (Attachment F). While it doesn't address the magnitude of the homelessness crisis in the County, it is the first step in the right direction. Additionally, it is important to note that if the City were to "opt -in" to provide shelter and/or wrap- around services, the City will either have to pay the costs directly from the City's General Fund, in which case it can control its service population (to a point), or it will need to seek funding from local, state, and federal sources, thereby opening up services to residents and non-residents alike. STAFF RECOMMENDATION: It is recommended that the Homelessness Subcommittee review the information provided and provide direction. PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process. Submitted by: Michael Bruckner Assistant City Manager Homelessness Subcommittee July 20, 2023 Pase 11 of 11 Attachment A: 2020 Greater Los Angeles Homeless Count Attachment B: 2023 Greater Los Angeles Homeless Count PowerPoint Attachment C: L.A. CADA Service Proposal Attachment D: SB 1338 (2022) Attachment E: News Articles Attachment F: Judge Carter Consent Decree Attachment F Homelessness Subcommittee Agenda June 29, 2023 Brown Act: Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The Subcommittee may direct staff to investigate and/or schedule certain matters for consideration at a future Subcommittee meeting. Subcommittee agenda materials may be viewed online at www.cityofrosemead.org Public Comments: The Subcommittee will receive public comments on matters not listed on the agenda during the Public Comment period. Opportunity to address the Subcommittee is limited to 3 minutes per speaker. • Written comments may be submitted at publiccomment(a)citvofrosemead.org by 5:00 p.m. This agenda was posted 72 hours in advance of the meeting at City Hall, 8838 E. Valley Boulevard, Rosemead, www.citvofrosemead.orq, and other locations pursuant to RMC Sec. 1.08.020. Any writings or documents provided to a majority of the Commission regarding any item on this agenda will be made available for public inspection in the City Clerk's Office during normal business hours. Americans with Disabilities Act: In compliance with the ADA, if you need special assistance to participate in this meeting, please contact the City Clerk's office at least 48 hours prior to the meeting to allow the City to make reasonable arrangements by calling (626) 569-2100. Rosemead Homelessness Subcommittee Regular Meeting Agenda June 29, 2023 6:00 PM City Hall Council Chamber 8838 E. Valley Blvd., Rosemead, California 91770 Teleconferencing Location Residence Inn by Marriott 1747 Pacific Highway, San Diego, CA 92101 www.cityofrosemead.org Sean Deng, Mayor Steven Ly, Mayor Pro Tem Teresa Eilers, Subcommittee Member Stephanie Garcia, Public Safety Commissioner John Tang, Planning Commissioner ROSEMEAD HOMELESSNESS SUBCOMMITTEE • CALL TO ORDER • ROLL CALL 1. INTRODUCTIONS 2. PUBLIC COMMENTS FROM THE AUDIENCE 3. CONSENT CALENDAR 4. MATTERS FROM STAFF A. Overview of Subcommittee Purpose and Goals Recommendation: Provide Direction. B. Current Bed Counts Within a 5 Mile Radius of Rosemead Recommendation: Receive and File. C. Available Resources and Funding Recommendation: Receive and File. D. Overall City of Rosemead Strategy Recommendation: Receive and File. 5. MATTERS FROM SUBCOMMITTEE A. Subcommittee Member Comments 5. ADJOURNMENT June 29, 2023 The next regular meeting of the Homelessness Subcommittee is scheduled to take place on Thursday, July 20, 2023, at 6:00 p.m. in the Rosemead City Hall Council Chamber. Page 2 of 2 1 E £ � _ _ _ .. - .. -. a & ^c Z E E _ E - ` a 3 3 � a 3 0>> a c E E 'd i 'Wu' ` ` - - _ _ _ _ - f 3� ., �. z c c e E t 5 E _ x 5 z i Q - z _ _ - a - > s _ s _ � _ - Interim Housing programs are designed to support people experiencing homelessness attain permanent housing. Each program provides regular meals, showers, and case management, as well as a bed. The eligibility and population will often determine which Crisis Housing or Bridge Housing program is the best fit. Access to both programs is described below. To access the Crisis/Bridge Housing program, you must be Experiencing homelessness *Admission is based on bed availability* 1 FIND A SHELTER Starting on page 4 is a list of shelter locations and their addresses. Pick one that is closest to you. 2 CALL TO CHECK FOR BED AVAILABILITY AND ARRANGE INTAKE Some shelters require you to call first before coming. There are a limited number of beds at each site. 3 PACK YOUR BAGS All shelters have a two (2) bag restriction. Anything more will not be allowed into the site. 4 FIND TRANSPORT Transport is limited — ask the provider if they offer transportation. Are you a shelter provider in LA County? Not the best contact number listed? A Do you want to be listed here as a resource? Email the Interim Housing Team a completed Email the interim housing team, Interim Housing Access Sheet to: Interim Housing@LAHSA.org, to report a InterimHousing@LAHSA.org non-responsive or incorrect number. @lahsaorg � y @LAHomeless 'A I:"2I. Op' @LAHomelessservicesAuthority' ,oM Experiencing Homelessness — • An individual or family who lacks a fixed, regular, and adequate nighttime residence, such as those living in emergency shelters, transitional housing, or places not meant for habitation, or • An individual or family who is fleeing or attempting to flee domestic violence, has no other residence, and lacks the resources or support networks to obtain other permanent housing Chronically Homeless — • An unaccompanied homeless individual with a disabling condition who has either been continually homeless for a year or more or has had at least four (4) episodes of homelessness in the past three (3) years Men — A person that identifies as a man Women — A person that identifies as a woman Veterans —A person who served in the military, naval, or air service, regardless of discharge status or time spent in active duty TAY/Youth — A person between 18 and 24 years of age Unaccompanied Minors—A person between 12 and 17 years of age Families — A household in which a person or persons have legal custody of a minor (person under 18 years old); OR where a household member is pregnant What services do we provide? Interim Housing programs under LAHSA and the County Health share Minimum Practice Standards for shelter sites and operation. Each program provides regular meals, showers, and case management, as well as access to a bed. In addition to these minimum standards, LAHSA's programs are guided by a program specific Scope of Required Service: Crisis/Bridge Housing SRS Can I drop someone off? Did the program tell you there was a bed available? To be sure that a person is connected to Interim Housing be sure that: 1. A bed is available 2. A program staff person acknowledges you or your person's arrival This is what we call a "warm hand-off'. Are these locations open on weekends? Yes, these programs all operate daily, serving the people in their program with —at minimum - meals, referrals, and a bed nightly. Staff are not always available to bring in new people. @lahsaorg fico y @LAHomeless OO @LAHomeless5ervicesAuthority J Can young people go into an Adult program? Yes, our Adult shelter programs can serve people who are 18 years and older and who are experiencing homelessness. We also have Interim Housing for Transition Age Youth (TAY) for people who are 18 — 24 years of age. 1. Do you have mobility needs? 2. Do you need a bottom bunk, or do you have trouble with stairs? 3. Are you able to practice self-care, and participate at the site independently? If the person(s) seeking shelter are experiencing significant cognitive impairment and/or health instability, an Interim Housing program may not be suitable for them. To access the Interim Housing resources offered through County Health Please complete the Interim Housing Referral Form AND Referral Supplemental Form Attachment A Authorization for the Use & Disclosure of Health and Social Service Information If you are homeless or are assisting an individual adult (25+) or individual youth (18-24) experiencing homelessness, you can identify a local LAHSA-funded shelter below and call to inquire about their bed availability, and their intake process. If you are a member of a family experiencing homelessness, or are assisting a family experiencing homelessness, please call 211. If you are referring someone... Be sure that: 1) The person(s) want to go into shelter 2) The person(s) have the means for self-care 3) You have contacted the shelter to check for bed availability Please visit our LAHSA website for more information. If you are a hospital or healthcare provider... Please submit your completed Interim Housing Referral to the Los Angeles County, Department of Health Services at InterimHousing@DHS.LACounty.gov nw .� @lahsaorg y @LAHomeless © @LAHomelessservicesAuthority INTERIM • FOR INDIVIDUALS AND YOUTH ., o,. I. Interim Housing Population Alethia Broom Bridge Housing - 45338 32nd St. abroom@thepeopleconcern.org The People Concern Adults Men Lancaster, CA 93536 (661) 270-8640 Garciela Martinez Volunteers of America, Crisis Housing - Men and 45150 60th St. W. Gmartinez@voala.ora Los Angeles Adults Women Lancaster, CA 93536 (661) 723-4873 • .. Valley _... rvice Provider . pe g ._ - ite Address .. Program Contact Imari Peterson Crisis & Bridge Men and 23850 Pine Street imari.peterson@btohome.org Bridge to Home Housing - Adults Women Newhall, CA 91321 (661) 388-3002 7816 Simpson Ave. L.A. Family Housing Crisis & Bridge Men and North Hollywood, CA referrals@lafh.orz Corporation Housing -Adults Women 91605 (818)255-2766 Olga Flores The Village Family Bridge Housing Men and 207 N. Victory Blvd. oflores@thevillagefs.org Services — Youth Women Burbank, CA 91502 (818)755-8786 IF Interim Housing Population . rved .. Lindsey Bogan Crisis & Bridge Men and 12031 Garvey Ave. LBogan@svcamores.org Sycamores Housing - Youth Women EI Monte, CA 91732 (626)395-7100 x7850 Lindsey Bogan Crisis Housing - Men and 412 S Raymond Ave. LBogan@svcamores.org Sycamores Youth Women Pasadena, CA 91105 (626)395-7100 x7850 Amber Follett Union Station Homeless Crisis Housing - Men and 412 S. Raymond Ave. afollett@unionstationhs.org Services Adults Women Pasadena, CA 91104 (626)240-4550 Julia Estrada Volunteers of America, Crisis & Bridge Men and 1400 E. Mission Blvd. iestrada@voala.org Los Angeles Housing - Adults Women Pomona, CA 91766 (909)766-1845 4 — Metro Los Angeles HollywoodSPA / In @lahsaorg 1"'x.'7 IF @LAHomelessV OO @LAHomelessservicesAuthority •'.c4j @lahsaorg y @LAHomeless 'LOW, ® @LAHomelessservicesAuthority • owe.✓.'•., Interim Housing Population ice Provider Type Served Site Address Program Contact Elvia Valdes Catholic Charities of Los Crisis & Bridge 267 Belmont Ave. evaldes@gschomeless.org Angeles, Inc. Housing -Adults Women Los Angeles, CA 90026 (213)235-1460 Elvia Valdes Catholic Charities of Los Bridge Housing - 1640 Rockwood St. evaldes@gschomeless.org Angeles, Inc. Adults Women Los Angeles, CA 90026 (213)235-1460 Lailanie Jones Covenant House Crisis & Bridge Men and 1325 N. Western Ave. liones@covca.org California Housing - Youth Women Los Angeles, CA 90027 (323)461-3131 x 249 Guadalup Rebolledo Crisis & Bridge 1320 Pleasant Ave. grebolledo@jovenesinc.org Jovenes, Inc. Housing - Youth Youth Men Los Angeles, CA 90033 (323)260-8035 Guadalupe Rebolledo Crisis Housing - grebolledo@iovenesinc.org Jovenes, Inc. DV Youth DV Youth Confidential (323)260-8035 Kris Nameth Los Angeles LGBT Crisis & Bridge Men and 1118 N. McCadden Pl. knameth@lalgbtcenter.org Center Housing - Youth Women Hollywood, CA 90038 (323)860-2280 Youth Emerging Stronger Ann McConville (YES) (Formerly LA Youth Crisis Housing - Men and 1754 Taft Ave. amcconville(&vouthemergingstronger.org (323)467-8466 Network) Youth Women Los Angeles, CA 90028 Ann McConville Los Angeles Youth Crisis Housing - Men and 1719 Taft Ave. amcconville@lavn.org Network Youth Women Los Angeles, CA 90028 (323)467-8466 Marlene Smith -Williams National Health Crisis Housing - Men and 1032 W. 18th St. MSmith-Williams@nhfca.org Foundation Adults Women Los Angeles, CA 90015 (866) 643-7284 x225 Mathew Brewer People Assisting the Crisis & Bridge Men and 340 N. Madison Ave. matthewb@epath.org Homeless (PATH) Housing -Adults Women Los Angeles, 90004 (213)910-5384 Veronica Meza Crisis Housing - 171 S. Gless St. vmeza(c@provectopastoral.org Proyecto Pastoral Adults Men Los Angeles, CA 90033 (323)685-2379 Veronica Meza Crisis Housing - 135 N. Mission Rd. vmeza@provectopastoral.org Proyecto Pastoral Adults Women Los Angeles, CA 90033 (323)685-2379 Society of St. Vincent de Intake Coordinator Paul, Council of Los Bridge Housing- 231 Winston St. socialservices@svdpla.org Angeles Adults Men Los Angeles, CA 90013 (213)229-9972 @lahsaorg y @LAHomeless 'LOW, ® @LAHomelessservicesAuthority • owe.✓.'•., @lahsaorg E ate. @LAHomeless --! ©O @LAHomelessservicesAuthority '.•.i Renee Baker Single Room Occupancy Bridge Housing- Men and 517 San Julian St. reneeb@srohousing.org Housing Corporation Adults Women Los Angeles, CA 90013 213-229-9678 Matt Scharf Crisis & Bridge Men and 601 S. San Pedro mscharf@midnightmission.org The Midnight Mission Housing -Adults Women Los Angeles, CA 90014 (213)624-9258 Steven Mitchell Crisis & Bridge Men and 527 S. Crocker St. smitchell@thepeopleconcern.org The People Concern Housing - Adults Women Los Angeles, CA 90013 (213)488-9559 Susana Nunez Transitional 5939 Hollywood Blvd. Susana.nunezt@usw.salvationarmv.org 1323)469-2946 x 1641 The Salvation Army Housing - Youth Men Los Angeles, CA 90028 Eddie Wormley Volunteers of America, Crisis & Bridge Men and 543 Crocker St. ewormlev@voala.org Los Angeles Housing -Adults Women Los Angeles, CA 90013 (213)232-0876 Marcus Arman Weingart Center Bridge Housing - 566 S. San Pedro St. marcusa@weingart.org Association Adults Women Los Angeles, CA 90013 (213)689-2130 Marcus Arman Weingart Center Crisis Housing - Men and 566 S. San Pedro St. marcusa@weingart.org Association Adults Women Los Angeles, CA 90013 (213)689-2130 Interim Housing I Population Service Provider Type Served Site Address Program Contact j Debbie Nelson Crisis Housing— Men and dnelson@1736fcc.org 1736 Family Crisis Center DV Youth Women Confidential (323)543-9900 x 208 11303 Wilshire Blvd. VA Dr. Maurice Carter Crisis & Bridge Veteran Bldg. 116 mcarter@ndvets.org New Directions, Inc. Housing - Adults Men Los Angeles, CA 90073 (310)268-3269 Tricia Best Crisis & Bridge Men and 1447 16th St. Tbest@thepeopleconcern.org The People Concern Housing - Adults Women Santa Monica, CA 90404 (310) 828-6717 Interim Housing Population Type Site Address Program Contact John Sutton Crisis & Bridge Men and 1718 W. Vernon Ave. jsutton@firsttoserve.org First To Serve Housing - Adults Women Los Angeles, CA 90062 (424)542-2538 Crisis & Bridge 4920 S. Avalon Blvd. Jessica Stuart Home at Last Housing - Youth Los Angeles, CA 90011 jstuart@homeatlastcdc.org @lahsaorg E ate. @LAHomeless --! ©O @LAHomelessservicesAuthority '.•.i @lahsaorg "� y @LAHomeless Mal. pO' @LAHomelessservicesAuthority Men and (323)909-5925 Women Janet Kelly Bridge Housing - Men and 3910 Walton Ave. ianet.kellv@thesoh.org Sanctuary of Hope Youth Women Los Angeles, CA 90037 323-786-2413 Special Services for Bridge Housing- Men and 5715 S. Broadway access@hopics.org Groups, Inc. (HOPICS) Adults Women Los Angeles, CA 90037 (323)948-0444 Special Services for Bridge Housing - Men and 5849 Crocker St access@hopics.org Groups, Inc. (HOPICS) Adults Women Los Angeles, CA 90003 (323)432-4399 Special Services for Bridge Housing - Men and 3010 East Victoria St. access@hopics.org Groups, Inc. (HOPICS) Adults Women Compton, CA 90221 (434)403-5800 Special Services for Bridge Housing - Men and 5603 S. Central Ave. access(&hopics.org Groups, Inc. (HOPICS) Adults Women Los Angeles, CA 90011 (323)948-0444 Cynthia Carter Testimonial Community Crisis & Bridge Men and 5701 S. Western Ave. cindvtcic@aol.com Love Center Housing - Adults Women Los Angeles, CA 90062 (323)291-6753 x 211 LaShawnte Alexander Volunteers of America, Crisis & Bridge 3804 S. Broadway PI. lalexander@voala.onz Los Angeles Housing - Adults Men Los Angeles, CA 90037 213-248-9671 LaShawnte Alexander Volunteers of America, Crisis & Bridge 8770 S. Broadway PI. lalexander@voala.org Los Angeles Housing -Adults Women Los Angeles, CA 90003 213-248-9671 ., AngelesastLos Service Provider Type Served Site Address Guadalupe Rebolledo Bridge Housing - 11149 Barnwall St. grebolledo@jovenesinc.org Jovenes, Inc. Youth Youth Norwalk, CA 90650 (323)260-8035 Alma Martinez-Villagomez alma.martinez- Crisis & Bridge Men and 5600 Rickenbacker Rd. villagomez@usw.salvationarmv.org The Salvation Army Housing - Adults Women Bell, CA 90201 (323)263-1206 x 218 w> Interim Housing Population Service Provider Type Served Site Address Program Contact @lahsaorg "� y @LAHomeless Mal. pO' @LAHomelessservicesAuthority @lahsaorg y @LAHomeless y Op @LAHomelessservicesAuthority 4�xpM�, Crisis & Bridge Debbie Nelson Housing — DV Men and dnelson@1736fcc.ore 1736 Family Crisis Center Adults Women Confidential (323)543-9900 x 208 Veronique Johnson vioh nson@ ccha rities.ora (213)251-3436 Jazmin Burgos Catholic Charities of Los Bridge Housing - Men and 1368 Oregon Ave. ibur¢os@ccharities.ora Angeles, Inc. Adults Women Long Beach, CA 90813 (213)251-3435 Tyler Ahtonen Tvler.Ahtonen@lonabeach.¢ov Crisis & Bridge Men and 6847 Atlantic Ave. HomelessServices@lonabeach.aov (562) 570-4500 City of Long Beach Housing - Adults Women Long Beach CA 90805 Kevin Kincey United States Veterans Crisis & Bridge 733 S. Hindry Ave. kkincev@usvets.or¢ Initiative Housing -Adults Men Inglewood, CA 90301 (310)863-5837 @lahsaorg y @LAHomeless y Op @LAHomelessservicesAuthority 4�xpM�, Access to Interim Housing for Families is arranged through the SPA Family Solutions Center, while other resources can also be found through Countywide Access Centers. To refer, connect with the local Family Solutions Centers below: -> Call for availability > Email a completed Family Solutions Center Referral; or, > Visit their Access Centers (note Drop -In sites and hours) @lahsaor 1 am. y @LAHomeless\ ' OO @LAHomelessservicesAuthority FAMILY SOLUTIONS CENTERS Valley Oasis Antelope ..Operating 310 E. Palmdale Blvd. (661)239-9300 cesfamilies@avdvc.ora Hour 1 Monday -Friday Valley Palmdale, CA 93550 8:00am-4:00pm 2 LA Family San Fernando 7817 Lankershim Blvd. (818)255-2766 referrals@lafh.ora Monday -Friday Housing Valley North Hollywood, CA 91605 8:30am-5:00pm 3 Union Station Homeless San Gabriel 10629 Arrow Hwy. #G (626)337-0140 fscreferralsgDunionstationhs.ore Monday -Friday Services Valley Irwindale, CA 91706 8:30am-5:00pm People 4 Assisting the Metro Los Angeles/ 3323 W. Washington Blvd. (323)212-6291 familvreferral@eoath.org Monday-Friday Homeless Hollywood Los Angeles, CA 90018 9:00am-5:00pm (PATH) 5 St. Joseph West Los 12420 Venice Blvd. (310)694-6035 cesreferrals@stioseohctr.ore Monday -Friday Center Angeles Mar Vista, CA 90066 9:00am-5:00pm 6 Special Services for Groups South Los 5849 S Crocker St. (323)432-4383 fsc@hooics.org Monday -Friday (HOPICS) Angeles Los Angeles, CA 90003 9:00am-5:00pm 7 The Whole East Los 9251 Pioneer Blvd. (562)204-0640 frt@thewholechild.info Monday -Friday Child Angeles Santa Fe Springs, CA 90670 9:00am-5:00 m Harbor Harbor 599 W. 9" St. Monday -Friday 8 Interfaith Cities San Pedro, CA 90731 (310)831-0589 fscreferrals@harborinterfaith.ora 8:OOam—12:30pm 1:30pm-5:30 m @lahsaor 1 am. y @LAHomeless\ ' OO @LAHomelessservicesAuthority The "Additional Interim Housing" programs are unique in that they serve specific populations and have specialized eligibility. To facilitate the review of referrals, and support the placement of those referred, these programs only accept referrals from the Countywide Interim Housing Macher. To refer to the programs below, a service provider must email a completed Interim Housing Referral to InterimHousing@LAHSA.org Referral to Matched LAHSA Interim Housing? Please submit this form, completed: Interim Housing Referral Form Verification of Homeless Status: Observation I Third Party I Self -Certification A Bridge Home SPA 2 — Canoga Park — LA Family Housing SPA 4 — Mt. Olympus — Weingart SPA 2 — NoHo — Hope of the Valley SPA 4 — Pico Heights —1736 Family Crisis Center SPA 2 — Sylmar — LA Family housing SPA 4 — Westlake North — PATH SPA 2 — Van Nuys — Hope of the Valley SPA 4 — McArthur Park —The Salvation Army SPA 2 — Van Nuys —The Salvation Army SPA 5 — Venice — PATH & SPY SPA 4 — Hollywood — PATH & The Blessed Sacrament SPA 6 — LATTC — VOA & St. John's SPA 4 — EI Puente — The People Concern SPA 6 — South Central — SSG, HOPICS SPA 4— Downtown LA— Weingart SPA 6 — Watts—Salvation Army SPA 4— Hollywood — Weingart SPA 8 —San Pedro — Harbor Interfaith SPA 4— Los Feliz — PATH SPA 8 — Wilmington — U.S. Veteran's Initiative Eligible Participants: o Are experiencing homelessness,and, o Age 18 or older *There may be Prioritization for persons experiencing homelessness in the "Catchment Area" or community in which the project is based. Depending on the phase of the project, this may be the only criteria* as @lahsaorg y @LAHomeless ��i �I• � Op @LAHomeless5ervicesAuthority Eligible Participants: o Are experiencing homelessness, and, o Age 18 or older, and, Has been and/or is currently involved with the Justice System Has exited Justice System institutions, including prison, jail, and juvenile detention facilities, within the past 60 days, OR remain in the Justice System's custody, due to the lack of housing, while awaiting an upcoming trial or court hearing SPA 1— The People Concern I SPA 6 —SSG, HOPICS SPA 8 —1736 Family Crisis Center SPA 4 — Downtown Women's Center* I SPA 7 — Volunteers of America SPA 8 — U.S. Veteran's Initiative Eligible Participants: o Are experiencing homelessness,and, o Age 18 or older, and o Identifies as a woman, a trans woman, non -binary, or gender non -conforming. Please reference Equal Access HUD Rule here *There may be prioritization for persons experiencing homelessness in the "Catchment Area" or community in which the project is based. Depending on the phase of the project this may be the only criteria* Ennancea briage mousing tor• • -ACIUltS SPA 1—The People Concern SPA 4— National Health Foundation SPA 6 — SSG, HOPICS SPA 2 — LA Family Housing SPA 4— Weingart Center SPA 8 — U.S. Veteran's Initiative SPA 3 — Union Station SPA 4 — Good Shepard Center Eligible Participants: o Are experiencing homelessness,and, * 55 years old or older, and o High -acuity (8 or above), OR • Connected to a housing voucher (e.g. Section 8), and/or, • Connected to a Housing Search and Placement program (e.g. Rapid Re -Housing, Housing Navigation) @lahsaorg'oo,,, _... @LAHomeless Op @LAHomeless5ervicesAuthority SUOW� SPA 2 — Home at Last SPA 2 — Hope of the Valley SPA 2 — LA Family Housing SPA 4 — PATH SPA 4—Volunteers of America Eligible Participants: SPA 4 — First to Serve SPA 4—The Salvation Army SPA 4 — Weingart Center SPA 4 — Volunteers of America SPA 6 — First to Serve o Are experiencing homelessness,and, o Age 18 or older SPA 6 — Volunteers of America SPA 6 —TCLC SPA 6 — Home at Last SPA 6 — New Reflections SPA 6 — SSG, HOPICS *This site is prioritized for persons experiencing homelessness in the "Catchment Area" or community in which the project is based. Depending on the phase of the project, this may be the only criteria* SPA 2 — Hope of the Valley SPA 4 — Union Station SPA 4— Urban Alchemy SPA 8—The Salvation Army SPA 4 — Hope of the Valley Eligible Participants: o Are experiencing homelessness, and, o Age 18 or older *There may be prioritization for persons experiencing homelessness in the "Catchment Area" or community in which the project is based. Depending on the phase of the project, this may be the only criteria* SPA 6 — Urban Alchemy Eligible Participants: o Are experiencing homelessness, and, o Age 18 or older *This site is prioritized for persons experiencing homelessness in the "Catchment Area" or community in which the oroiect is based. Dependina on the ohase of the oroiect. this may be the only criteria* �j @lahsaorg 1 A 6i @LAHomeless OO @LAHomelessservicesAuthority SPA 2 — LA Family Housing SPA 2 —Volunteers of America SPA 3 —Volunteers of America SPA 4— Weingart SPA 4 —Volunteers of America SPA 4—The People Concern SPA 4— Union Station SPA 5—The People Concern Eligible Participants: o Are experiencing homelessness, ander o Age 18 or older SPA 5 — PATH SPA 6 — SSG, HOPICS SPA 7 — Whittier First Day *This site is prioritized for persons experiencing homelessness in the "Catchment Area" or community in which the is based. Depending on the phase of the project, this may be the only criteria* What is Safe Parking? Safe parking provides a safe and stable place park at night. These "Safe Parking Lots" assist individuals with remaining compliant with local laws and provide restroom access, a security guard, and social service resources. Am 1 eligible for Safe Parking? The Safe Parking program is open to: • Those who are experiencing homelessness in their cars, vans, or RVs/campers, and, • Have an operable vehicle (see Safe Parking List for additional site details) How do I access a Safe Parking program? 1. Completing the Safe Parking Referral form (www.tinvuri.com/safeparkingreferral), OR, 2. Contacting/visiting a service provider in your area SAFE PARKING SPA 1—Lancaster—VOALA SPA 4—Downtown LA — SPLA SPA 6—South LA — SSG, HOPICS SPA 2 — North Hills — NVCS SPA 4 — Hollywood — SPLA SPA 6 — South Central — SSG, HOPICS SPA 2—Canoga Park —NVCS SPA 5—LAX —SPLA SPA 6— Watts —WLCAC SPA 2 — Northridge — NVCS SPA 5 — Sawtelle — SPLA SPA 7 — Whittier — VOALA SPA 2 — Reseda — SPLA SPA 5 — Westchester — SPLA SPA 7 — East LA — VOALA SPA 2 — Van Nuys — VOALA SPA 5 — West LA — SPLA SPA 8 —Torrance - WLCAC SPA 4—GlassellPark —EHCA SPA 5—Culver City — SPLA SPA 8—San Pedro—VOALA SPA 4 — Westlake — EHCA SPA 6 — Compton — SSG, HOPICS �j @lahsaorg 9"Mo @LAHomeless@LAHomelessservicesAuthority sww"0 HOME -ARP ALLOCATION PLAN HOME Investment Partnerships (HOME) Program American Rescue Plan 9) EQUAL HOUSING OPPORTUNITY TABLE OF CONTENTS INTRODUCTION..............................................................................................................................1 EXECUTIVE SUMMARY...............................................................................................................2 STAKEHOLDER CONSULTATION & PUBLIC PARTICPATION.........................................3 StakeholderConsultation.....................................................................................................................3 List the Organizations Consulted/Feedback........................................................................................4 Survey..................................................................................................................................................6 Summary of Feedback Received from Consulted Organizations........................................................6. PublicParticipation..............................................................................................................................6 Describe efforts to broaden public participation..................................................................................7 Public Comments and Recommendations received.............................................................................7. Public Comments or Recommendations not Accepted and Reasons Why..........................................7 NEEDS ASSESSMENT AND GAPS ANALYSIS..........................................................................8 HousingInventory Count.....................................................................................................................9 Size and Demographic Composition of Qualifying Populations.......................................................10 HomelessPopulations........................................................................................................................10 At -risk of Homelessness................................................................................................................... I I Fleeing or Attempting to Flee Domestic Violence, Dating Violence, Sexual Assault, Stalking or Human Trafficking..........................................................................................................13 OtherPopulations...............................................................................................................................13 Other Populations: At greatest risk of housing instability — Households with incomes < 30% AMI and experiencing severe housing cost burden .....................13 Other Populations: At greatest risk of housing instability — Households with incomes 30-50% AMI that meet HUD's definition...............................................14 Unmet Housing and Service Needs of Qualifying Populations.........................................................15 Current Resources Available to Assist Qualifying Populations........................................................16 Current Resources: Congregate Beds and Non -congregate Shelter Units.........................................17 Current Resources: Supportive Services............................................................................................17 Current Resources: TBRA................................................................................................................17 Current Resources: Affordable and Permanent Supportive Rental Housing....................................18 Shelter, Housing and Service Delivery System Gaps........................................................................18 Characteristics of Housing Associated with Increased Rick of Homelessness for OtherPopulations...............................................................................................................................18 Priority Needs for Qualifying Populations.........................................................................................18 HOME -ARP ACTIVITIES.............................................................................................................20 HOME -ARP PRODUCTION HOUSING GOALS......................................................................21 PREFERENCES............................................................................................................................. 22 HOME -ARP REFINANCING GUIDELINES..............................................................................23 APPENDICES.....................................................................................................................24 Appendix A - Needs Assessment Survey Responses.........................................................................25 AppendixB - Public Notice...............................................................................................................26 AppendixC - Homeless Data............................................................................................................27 Appendix D - SF424s and Certifications...........................................................................................28 INTRODUCTION The American Rescue Plan Act of 2021 (ARP) appropriated $5 billion to communities across the U.S. to provide housing, services, and shelter to individuals experiencing homelessness and other vulnerable populations. These funds were allocated by formula to jurisdictions that qualified for funding through the HOME Investment Partnership Program (HOME Program) from the U.S. Department of Housing and Urban Development (HUD). Funding for this grant must be expended on eligible activities by 2030. This special round of funding is called the "HOME -ARP" program. HOME -ARP funds can only be expended on eligible activities: • Production or Preservation of Affordable Housing • Tenant -Based Rental Assistance (TBRA) • Supportive Services, including services defined at 24 CFR 578.53(e), Homeless Prevention Services, and Housing Counseling • Purchase and Development ofNon-Congregate Shelter. These structures can remain in use as a non -congregate shelter or can be converted to 1) emergency shelter under the Emergency Solutions Grants (ESG) Program; 2) permanent housing under the Continuum of Care (Coe) Program; or 3) affordable housing under the HOME Program. HOME -ARP funds must be used primarily to benefit individuals or families from the following qualifying populations and defined as individuals or families who may be: • Homeless, as defined in section 103(a) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11302(a)); • At -risk of homelessness, as defined in section 401(1) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11360(1)); • Fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, stalking, or human trafficking, as defined by the Secretary; • In other populations where providing supportive services or assistance under section 212(a) of the Act (42 U.S.C. 12742(a)) would prevent the family's homelessness or would serve those with the greatest risk of housing instability; Veterans and families that include a veteran family member that meets one of the preceding criteria. HOME -ARP Plan - City of Rosemead 1 I P a 2 e EXECUTIVE SUMMARY The City of Rosemead has been awarded $1,2,22,084 of HOME -American Rescue Plan Act (HOME -ARP) funding by the US Department of Housing and Urban Development (HUD). The City of Rosemead must develop a HOME -ARP Allocation Plan that will be incorporated into its PY2021 HUD Annual Action Plan by substantial amendment to receive the HOME -ARP allocation. There are several elements that must be included in the HOME -ARP Allocation Plan: 1. A summary of the consultation process and the results of consultation; 2. A summary of comments received through the public participation process and a summary of any comments or recommendations not accepted and the reason why; 3. A description of HOME -ARP qualifying populations within the jurisdiction; 4. An assessment of unmet needs of each qualifying population; 5. An assessment of gaps in housing and shelter inventory, homeless assistance and services, and homelessness prevention service delivery system; 6. A summary of planned use of HOME -ARP funds for eligible activities based on the unmet needs of the qualifying populations; 7. A proposed estimate of the number of housing units for qualifying populations the City will produce or preserve with its HOME -ARP allocation; 8. An estimate of the number of housing units for qualifying populations the PJ will produce or preserve with its HOME -ARP allocation; and 9. A description of any preferences for individuals and families in a particular qualifying population or a segment of a qualifying population; and 10. Certifications and SF -424, SF -424B, and SF -424D Forms. The following entities are responsible for preparing the Allocation Plan and those responsible for administration of the HOME -ARP grant. Agency Role Name Department/Agency HOME Administrator City of Rosemead City Manager's Office/Housing Division HOME -ARP Plan - City of Rosemead 2 1 P a g STAKEHOLDER CONSULTATION & PUBLIC PARTICPATION HUD requires each HOME -ARP Participating Jurisdiction to consult with agencies and service providers whose clientele include the HOME -ARP qualifying populations. Agencies that must, at a minimum, be consulted include the Continuum of Care serving the jurisdiction's geographic area, homeless and domestic violence service providers, veterans' groups, public housing agencies (PHAs), public agencies that address fair housing, civil rights, and the needs or persons with disabilities. HUD also requires that each Participating Jurisdiction provide opportunities for the public to comment on the proposed Allocation Plan, including the amount of HOME -ARP funds that will be received and the range of activities that the City may undertake. Stakeholder Consultation To ensure broad input into the HOME -ARP Allocation Plan from stakeholders and the public, the City engaged in consultation with stakeholders and the public, including virtual consultation sessions, direct contact with HUD -required organizations, HOME -ARP summary on City's webpage, a 15 -day public review/comment period, and a public hearing. The community outreach and engagement process for the HOME -ARP grant provided multiple opportunities for subject matter experts within the community, stakeholders, and organizations to assess the needs, gaps, and barriers relating to homeless preventative services. The City of Rosemead held two virtual consultation sessions for stakeholders. The sessions took place on January 9'h and January 10`h, 2023. Representatives from multiple agencies, groups, and organizations were invited via email to attend. Those unable to attend were invited to submit written comments via emails or schedule a phone call to share their thoughts. The City held one virtual consultation session for residents on January 12, 2023. The virtual consultation sessions included an overview of the HOME -ARP notice to inform attendees of the qualifying populations and eligible activities, an opportunity to ask clarifying questions, a request for input into needs and gaps, priority populations and activities, and an overview of the Allocation Plan timeline and process. The stakeholders and residents were asked for ideas and recommendations on how to best use the funds and the current gaps in service each organization is currently facing. HOME -ARP Plan - City of Rosemead 3 1 P a o e List the organizations consulted, and summarize the feedback received from these entities Table 1 summarizes the stakeholders and organizations consulted in the creation of this Plan, the services they provide, the method of consultation, and a summary of feedback. Table 1 — Stakeholders/Organizations Consulted HOME -ARP Plan - City of Rosemead 41 P a g e �• Consultation Los Angeles Public Email None received. Staff conducted online query t County Housing understand level of service subject to public Development Authority housing and Section 8 and community service Authority Other and programs within Rosemead and the region. government - Local City of Government Emails Meetings to understand level of services and Rosemead - Local Telephone needs needed within Rosemead. Communication Meetings Virtual Meetings Survey Los Angeles Continuum of Emails Ensure to address all of client's challenges (ie. Homeless Care for Region Telephone substance abuse, mental health, etc.). Increas Services Communication awareness among the community. Authority Virtual Meeting LAHSA Survey East Los Domestic Telephone Access to service is key when servicing domestic Angeles Violence and Communication violence victims. East LA Women's Center gel Women's Housing about 70 calls a week related to housing. Center Services Veterans of Veterans Telephone Calls None received. Staffed conducted online Foreign Wars Organization Emails information and reports. Post 10218 StarView Behavior Telephone Lack of bed availability in SPA 3. Not enough Behavioral Mental Health Communication locations are willing take an individual that isn't Health Urgent med complaint, have their prescription, or allow Care Center client's to be able to take their medication in safe location. Centennial Veterans Telephone Calls None received. Staffed conducted online Legion Post Organization Email information. 397 Southern Regional Emails HOME -ARP funds needed for supportive California organization Telephone services to ensure tenants are not evicted. Housing - Fair Housing Communication Rights Center Service Virtual Meeting Provider Survey HOME -ARP Plan - City of Rosemead 41 P a g e Maryvale Homeless Emails Provide temporary housing for mothers. Services Virtual Meeting Mothers who have been victims of domestic Provider Survey violence or substance abuse will be able to participate in support groups directly related t those areas. Sees a need in our community. Union Station Homeless Email Aware of lack of bed availability in SPA 3. Homeless Services Telephone Calls Provide substance abuse resources. Services Provider VA US Dept. Veterans Telephone Spoke with San Gabriel VA Clinic. of Veterans Organization Communication Affairs Family Homeless Email None. Provide funds for the partial funding o Promise Services a Homeless Shelter for families. The shelte Provider provides temporary transitional housing fon families, as well as a full range of socia services for clients. Volunteers of Homeless & Telephone Local office in West Covina. Offer supportive America Veteran Communication services to Veterans that are homeless and/or (VOALA) Services at -risk of becoming homeless. The goal of the Provider program is to provide clients with the skill necessary to maintain long term, independent living. Services include case management, housing and financial counseling, an assistance in obtaining benefits and services. Los Angeles Homeless Emails Consultation to understand level of service an Centers for Services Telephone needs within Rosemead and the region. Alcohol and Provide Communication Funding should support supportive services. Drug Abuse Virtual Meeting (LA CADA) Survey HOME -ARP Plan - City of Rosemead 5 1 P a ; e Surveys In addition, a survey was created to gather information about the needs of the qualifying populations, which was then used to formulate the Homeless and Housing Needs Inventory and Gaps Analysis. The survey could be accessed online by any member of the public and was advertised via social media, the City website, Rosemead This Week SMS newsletter, and press release. The survey was designed and available online and invited representatives from multiple agencies, groups, and organizations to rank the qualifying populations and eligible activities and services in order of perceived need, and the best approach for carrying out those activities for the community. The survey was conducted from January 9, 2023, through February 10, 2023. A total of 39 stakeholders and residents responded to the survey. See Appendix A: Needs Assessment Survey Responses. Summary of feedback received from consulted organizations Consultation revealed strong support for provisions of supportive services. Many examples of supportive services were mentioned in the virtual session including case management, fair housing, mental health services, credit repair services, housing counseling, substance abuse services, and eviction defense. Public Participation To provide opportunities for public participation, the City sent an email to all agencies and individuals on its email list notifying them of the opportunity to participate in the virtual consultation sessions. In addition to attending the virtual consultation session, they were asked to complete an online survey regarding their views of the level of need for the eligible activities and qualifying populations as described by the CPD Notice 2110. Those unable to attend, or who had further comments after the virtual session were invited to email them directly to City staff. A combined notice of public comment period and public hearing was published in the Rosemead Reader on February 13, 2023. The draft Substantial Amendment to PY 2021-2022 Annual Action Plan and HOME -ARP Allocation Plan was available for public review from February 13, 2023, to February 27, 2023 (15 -Day Public Review). See Appendix B: Public Notice. In addition, the documents were available on the City's website. Written comments were accepted prior to the public hearing. The public hearing was held as an opportunity to comment on the Draft HOME -ARP Allocation Plan, budget, and recommended activities. The hearing was held on February 28, 2023. HOME -ARP Plan - City of Rosemead 61 P a fl e Describe efforts to broaden public participation To broaden public participation, the Citizen Participation process was crucial to the development of the HOME -ARP Allocation Plan and was encouraged throughout all stages of the consultation process. Rosemead promoted the surveys, community and focus group meetings, 15 -day comment period, and public hearing. Consultation provided multiple opportunities in various formats for stakeholders and residents to share their experiences with working and providing services to qualified populations. Announcement of these meetings was advertised via social media, the City website, Rosemead This Week SMS newsletter, and press release. To provide opportunities for public participation, the City sent an email to all agencies and individuals on its email list notifying them of the opportunity to participate in the virtual consultation session held on January 9d', January 1Ot', and January 12`h, 2023. Those unable to attend, or who had further comments after the virtual session were invited to email them directly to City staff. Summarize the comments and recommendations received through the public participation process All comments from meetings, surveys, and the public hearing can be found in Appendix B. Summarize any comments or recommendations not accepted and state the reasons why All comments were accepted. HOME -ARP Plan - City of Rosemead 7 1 P a e e NEEDS ASSESSMENT AND GAPS ANALYSIS The needs assessment and gap analysis must evaluate the size and demographic composition of HOME -ARP qualifying populations, and unmet needs of HOME -ARP qualifying populations. In addition, the needs assessment and gap analysis must identify any gaps within its current shelter and housing inventory, and service delivery system. This needs assessment and gap analysis focuses on the following: 1. Sheltered and unsheltered homeless populations; 2. Currently housed populations at risk of homelessness; 3. Other families requiring services or housing to prevent homelessness; and 4. Those at greatest risk of housing instability or unstable housing situations. Homelessness and housing insecurity are a significant concern within the City of Rosemead and across Los Angeles County. Through its partnership with the stakeholders, and residents, the City of Rosemead has developed this HOME -ARP Allocation Plan to enhance efforts to prevent and reduce homelessness among residents of Rosemead. The Plan aims to use HOME -ARP funds, 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. 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. The City plans on partnering with existing service providers and programs in the region to be able to better leverage HOME -ARP resources. The City may focus on assisting: 1) individuals and families experiencing homelessness, 2) individuals and families at -risk of homelessness, 3) individuals and families fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, or human trafficking, and 4) other populations for whom supportive services or assistance would prevent homelessness or serve those with the greatest risk of housing instability. HOME -ARP Plan - City of Rosemead 81 P a e e Additionally, eviction prevention and other rent relief programs may be further developed and expanded to assist the targeted homeless populations. Housing Inventory Count The annual Housing Inventory Count (HIC) provides useful context regarding the number and type of beds and units that are available for individuals and families experiencing on any given night. The following tables summarize beds and units available as of December 19, 2022, within the SPA 3 planning area by bed type. The City of Rosemead does not have any emergency transitional housing located with its jurisdiction. Emergency housing beds include emergency shelter and transitional housing; emergency shelter generally allows for short-term or nightly stays, while transitional housing generally allows for a stay up to 24 months. Both types of emergency housing may include supportive services designed to facilitate movement to independent living. The 2022 HIC did not include details about housing available for subpopulations which is represented by "—" in the table below. Table 2 — OPTIONAL Homeless Needs Inventory and Gap Analysis HOMELESS NEEDS INVENTORY AND GAP ANALYSIS Current Inventory Homeless Population Gap Analysis Family Adults Only vets Family Adult Family Adults Only Victim 1� i Table 3 — OPTIONAL Non -Homeless Needs Inventory and Gap Analysis NON -HOMELESS NEEDS INVENTORY AND GAP ANALYSIS Current Inventory Level of Need Gap Analysis # of Units # of Households # of Households Total Rental Units 7,475 Rental Units Affordable to HH at 30% 2,615 AMI At -Risk of Homelessness Rental Units Affordable to HH at 50% 1,880 AMI Other Populations) 0%-30% AMI Renter HH w/ 1 or more severe housing problems 2,255 At -Risk of Homelessness 30%-50% AMI Renter HH w/ 1 or more severe housing problems 1,595 Other Populations) Current Gaps 2,980 Suggested Data Sources: 1. American Community Survey (ACS); 2. Comprehensive Housing Affordability Strategy (CHAS) Describe the size and demographic composition of qualifying populations vti ithin the PJ's boundaries 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. 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. 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. Homeless Populations In January 2022, the Los Angeles Continuum of Care Point -in -Time Count determined there were 83 people experiencing literal (unsheltered) homelessness within Rosemead. This reflects a slight increase from 2020 when 79 people were identified but continues to reflect an overall trend increase from earlier years. While a more detailed demographic breakdown is not yet available for the 2022 Point -in -Time Count, the data from Rosemead's 2022 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, HOME -ARP Plan - City of Rosemead 10 1 P a g e and white non -Hispanic people amongst those experiencing homelessness in Rosemead in comparison to the City's total population. Of the 83 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. People are considered sheltered when they are residing in emergency shelter or transitional housing, but not when they are receiving rapid rehousing assistance or residing in permanent supportive housing. The information below shows the living situations of people experiencing homelessness within the City at the time of the 2022 Point -in -Time Count. As can be seen, most people who are experiencing homelessness within the City are staying outdoors on the streets, in tents, or in makeshift shelters. • Persons on the Street: 29 • Persons in Cars: 7 • Persons in Vans: 1 • Persons in RVs/Campers: 4 • Persons in Makeshift Shelters: 31 • Persons in Tents: 12 Demographics or family status were not reported. At -risk of Homelessness HUD defines those at risk of homelessness as individuals or families who have an annual income at or below 30% of the area median income level, do not have sufficient resources or support networks available to prevent them from to an emergency shelter or into homelessness, and live with an instability such as moving two or more times during the last 60 -days due to economic reasons, live in the home of another due to economic hardship, or have been notified in writing -that their right to occupy their current housing will be terminated. HUD Comprehensive Housing Affordability Strategy (CHAS) 2015-2019 data (CHAS Table 10) provides information by household income level. There are approximately 14,455 households in Rosemead. The CHAS data indicates approximately 3,550 households (935 owners and 2,615 renters) or approximately 25% of the owner and renter population with incomes below 30% AMI that are at risk of homelessness in Rosemead. There are 2,795 households that earn 0% - 30% AMI, of which 20% experience at least one housing problem. HOME -ARP Plan - City of Rosemead ] l I P a s e Fleeing or Attempting to Flee Domestic Violence, Dating Violence, Sexual Assault, Stalking or Human Trafficking The 2022 PIT Count for Los Angeles County identified a total of 20,596 sheltered homeless in the County. Among these, 3,412 were unsheltered persons fleeing domestic violence and 1,338 were sheltered adult survivors of domestic violence. The number of survivors of domestic violence does not include children in families. Providers of services to survivors of domestic violence indicate the number of individuals in need of shelter is likely undercounted as isolation and physical distancing mandates resulted in increased domestic violence concerns while limiting potential flight from unsafe living situations. Demographic information for this qualifying population is confidential. PIT data was also available for SPA 3 specific to domestic violence. In 2022, a grand total of 153 were fleeing domestic violence; 58 (38%) unsheltered and 95 (62%) sheltered. Data is unavailable at the local level for Rosemead, specifically. The City consulted with a local domestic violence provider East Los Angeles Women's Center (ELAWC) to better ascertain the extent of community needs for this qualifying population. Overall, except when victims go through the Coordinated Entry System for shelter support, there are limited metrics available subject to victims fleeing or surviving domestic violence, because issues either go unreported or abusive partners make it difficult for victims to escape relationships. While domestic violence hotlines and programming offer some indications of need, they do not fully quantify or accurately measure the pervasiveness of this issue. An important footnote of domestic violence is the "extent" of harm, including physical abuse, emotional or psychological abuse, sexual abuse, or financial abuse (using money to exert control). Often, abusers are able to exert complete control over a victim's action without ever using physical violence. However, all types of abuse can be devastating. Locally, ELAWC indicated the demographic attributes of persons experiencing domestic violence within the area are predominantly Latino females. Pregnant women, youth, persons identifying as LGBTQ, and men are also victims. Many of these victims (within the East Los Angeles area) are undocumented; consequently, they don't quality for key services (ie, shelter assistance). According to ELAWC and studies, among domestic violence victims, there is a 40% connection of domestic violence to homelessness. Other Populations Other populations, as defined by HOME -ARP, include those who: 1. Are currently housed and at risk of repeat homelessness; 2. Have incomes at or below 30% AMI and are experiencing severe housing cost burden; and HOME -ARP Plan - City of Rosemead 12 1 P a g e 3. Otherwise meet the definition of at risk of homelessness and have incomes of more than 30% and at or below 50% Currently housed and at risk of repeat homelessness The Homelessness Policy Research Institute indicates that up to 10.3% of individuals exiting emergency shelter or transitional housing in any given year will return to homelessness within 12 months. The PIT for SPA 3 showed that in 2022, 1,676 persons were in emergency shelters and transitional housing facilities; therefore, the risk of repeat homelessness is approximately 17 people per year. At greatest risk of housing instability — Households with incomes < 30% AMI and experiencing severe housing cost burden Persons at greatest risk of housing instability are those that: 1) are earning 30% or below the HAMFI and are severely cost -burdened (paying 50% or more on housing); or 2) are earning 50% or less of HAMFI and meet one of the following conditions: 1. Has moved two or more times in the two months immediately preceding their application for homelessness prevention assistance. 2. Is living in the home of another because of economic hardship. 3. Has been formally notified of eviction within 21 days after the date of application for assistance. 4. Lives in a hotel or motel and the cost of staying at the hotel or motel is not borne by a federal, state, or local government program. 5. Lives in an over -crowded (more than one person per room) single -room occupancy (SRO) or efficiency apartment units, or lives in a severely overcrowded (more than 1.5 persons per room) larger housing unit. 6. Is exiting a publicly funded institution, or system of care (health care facility, mental health facility, foster care or other youth facility, or correction program or institution). 7. Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient's approved Consolidated Plan. For the first group of households at greatest risk of housing instability, 2015-2019 HUD CHAS data indicates there are 1,755 renter households with annual income less than 30% AMI that are severely cost burdened. Information on each of the conditions listed above for the second category of persons at greatest risk of housing instability is not readily available, with the exception of data on overcrowding. The HOME -ARP Plan - City of Rosemead 13 1 P a g e 2015-2019 CHAS data described 1,990 households in the City of Rosemead earning 50% or less of the AMI, with at least 1 of 4 Housing Problems. At greatest risk of housing instability — Households with incomes 30-50% AMI that meet HUD's 01.5 definition of at risk of homelessness Households in this category are those with incomes between 30% and 50% AMI that lack sufficient resources or support networks to prevent homelessness, and: 1. Have moved more than two times due to economic reasons in the past 60 days; 2. Are doubled up with another household due to economic hardship; 3. Will be evicted within 21 days; 4. Live in a hotel or motel without financial assistance from a nonprofit or government entity; 5. Live in an efficiency apartment and are overcrowded; or 6. Are exiting a publicly funded institution or system of care. HUD Comprehensive Housing Affordability Strategy (CHAS) 2015-2019 data Table 10 provides information on households that include more than one family, household income level and overcrowding. This CHAS data indicates there are approximately 3,105 households with incomes between 30% and 50% AMI that are at risk of homelessness in the City. 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. 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. HOME -ARP Plan - City of Rosemead 141 P a e e Unmet Housing and Service Needs of Qualifying Populations 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. 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. 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 into 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. Lack of Affordable Housing The online survey identified affordable housing as a significant gap within the City, and 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). HOME -ARP Plan - City of Rosemead 15 1 P a ; e 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. The City of Rosemead currently partners with local homeless service providers to provide outreach and housing placement. Although there was insufficient data to determine the homeless shelter gap in the City for homeless adults, the high-cost burden shown by the CHAS data indicates there is a great need for housing stability to prevent homelessness and assist those that have become homeless. The need for more shelters is high, but locations and space are limited. A review of community data shows a lack of affordable housing for household earning less than 30% AMI. There are 2,165 households that earn less than 30% AMI with a severe cost burden and are at risk of homelessness, however there are only 125 affordable units for this income level (2021-2019 Housing Element Table 35). 2,040 more affordable units are needed to meet the needs of this demographic. There is a need for legal services for households who are currently in the eviction process. Data shows that 78.7% all households earning less than 30% AMI (are experiencing at least one housing burdens. This demographic is at greatest risk of housing instability. Current Resources Available to Assist Qualifying Populations The City relies on coordinated efforts with the LAHSA and Family Promise of San Gabriel Valley to help low-income individuals and families avoid becoming homeless, especially those who are likely to become homeless after receiving previous assistance. Efforts include transitional housing from permanent to independent living, shortening the period of time that individuals and families experience homelessness, facilitating access to affordable housing units for homeless individuals and families, and preventing those who experienced homelessness from becoming homeless again. The primary obstacle to meeting all the identified needs, including those identified as priorities is the lack of funding resources available to the public and private agencies who serve the needs of the qualifying populations. Homeless prevention and service needs in the community far exceed the funding resources available. Current Resources: Congregate Beds and Non -congregate Shelter Units Congregate beds include emergency, safe haven, and transitional housing beds and units. Non - congregate shelter includes permanent supportive housing and rapid rehousing. Although there are currently no congregate beds and no beds in non -congregate shelter units in the City, the City does refer people to outside resources. The City provided an annual allocation of CDBG funds to Family Promise of San Gabriel Valley, an organization that provides shelter for children and families experiencing homelessness. The City also worked with the LAHSA to address emergency shelter and transitional housing needs of people experiencing homelessness. HOME -ARP Plan - City of Rosemead 161 P a g e Current Resources: Sunoortive Services The City relies on coordinated efforts with the LAHSA and Family Promise of San Gabriel Valley to help low-income individuals and families avoid becoming homeless, especially those who are likely to become homeless after receiving previous assistance. Efforts include transitional housing from permanent to independent living, shortening the period of time that individuals and families experience homelessness, facilitating access to affordable housing units for homeless individuals and families, and preventing those who experienced homelessness from becoming homeless again. The City continues to seek and work with local non- profit agencies who provided emergency food and clothing. The City continues referring low- income residents to services, which many are experiencing homelessness or at -risk of homelessness. Through a partnership with SGVCOG that is funded by a Measure H, the City is a participating in a supplemental homeless services program with LA CADA. Each week on Wednesday, LA CADA sends an outreach team to Rosemead for 2-3 hours to make contact with individuals at -risk or experiencing homelessness to assist them with supportive services. This type of proactive, boots on the ground approach has proven to be the most effective method at providing services to individuals at -risk or currently experiencing homelessness. Current Resources: Tenant -based Rental Assistance Currently the City does not fund Tenant -based Rental Assistance programs. There are housing vouchers available through the Housing Choice Voucher Program of the Los Angeles County Development Authority and other programs offered in the region. The Los Angeles County Housing Authority administers the City of Rosemead's Housing Choice Voucher Program, which includes the Section 8 Program. Section 8 Voucher funds were used to provide rental assistance to very low-income (0 to 50% of MFI) residents within the City. The Los Angeles County Development Authority (LACDA) serves the City and provides Section 8 assistance to the residents. A total of 347 families received housing assistance. Of this, 83 families were Hispanic or Latino and 264 were considered non -Hispanic. The average contract rent is $1,503. The average Housing Assistance Payment is $1,025. Current Resources: Affordable and Permanent Supportive Rental Housing The City has two apartment complexes in Rosemead that are currently rented exclusively by low- income seniors (Angelus and Garvey Senior Apartments). The Angelus Senior Housing Project was constructed in 1995, and the Garvey Senior Housing Project was constructed in 2002. Both projects were constructed with assistance from the Community Redevelopment Agency, which no longer exists. However, these units are owned and operated by the Rosemead Housing Development Corporation, which is a nonprofit corporation established by the City to create affordable housing and will be preserved in perpetuity as affordable housing. HOME -ARP Plan - City of Rosemead 171 P a ; e There is a single waiting list for both senior apartment complexes. Angelus Senior Apartments is made up of 50 one -bedroom units and I two-bedroom unit, while Garvey Senior Apartments contains 64 one -bedroom and 8 two-bedroom units. In addition, the California Mission Inn is an assisted living facility for seniors and disabled individuals. Shelter, Housing and Service Delivery System Gaps Within Rosemead, there are no shelters or emergency housing resources. Additionally, within existing shelters and housing, there a lack of knowledge of how to best serve and provide support for those with lived experiences that may affect their mental health i.e., survivors of domestic violence (DV), those with substance use disorder (SUD), those with severe mental illness (SMI), those with symptoms of post-traumatic syndrome (PTSD). Due to lack of bed availability in shelters and permanent housing the HOME -ARP funds may be used to provide emergency and/or interim housing along with client supportive services in a hotel/motel setting. Through case management, a housing navigator will identify and assist the client's needs and barriers to find a long-term solution. Characteristics of Housing Associated with Increased Rick of Homelessness for Other Populations As previously noted, the high rising cost of housing in Los Angeles County places all eligible populations described in the 2022 Los Angeles County affordable Housing Needs Report at increased risk of homelessness. Priority Needs for Qualifying Populations The top priority needs identified for qualifying populations are affordable housing, and supportive services. The City may use its HOME -ARP funds to provide supportive services, such as housing counseling, homelessness prevention, childcare, job training, legal services, case management, moving costs, rental applications and rent assistance. Supportive services, when client centered, trauma informed, recovery oriented, and when offered by caring and qualified licensed, certified and registered professionals, can help homeless persons stop substance abuse, gain active recovery, learn skills, get medical attentions, improve mental/physical health, and obtain housing and employment. HOME -ARP Plan - City of Rosemead 181 P a s e Increased availability at emergency shelters and/or interim housing for qualifying populations in SPA 3 and Los Angeles County, emerged as a priority need among all participants in the consultation process. Along with affordable housing which aligned with the Los Angeles County Affordable Housing report. In addition to supportive and affordable housing, supportive services are also vitally important to ensure individuals experiencing homelessness can remained housed and avoid becoming homeless again. These services include intensive case management for high need individuals, as well as housing navigation and care coordination services that can be paired with rapid rehousing or other rental assistance programs operating in Los Angeles County. The program's qualifying population also includes residents on the verge of becoming homeless, veterans and victims of domestic violence, sexual assault and human trafficking. The program's activities include assisting clients with obtaining legal documents, resource referrals to mental health providers, full-service partnerships, rapid re -housing, emergency hotel vouchers, substance abuse, debt resolution, utility arrears and assisting with the client's income. HOME -ARP Plan - City of Rosemead 191 P a 2 e HOME -ARP ACTIVITIES To respond to critical needs in Rosemead, the City will prioritize HOME -ARP funds for homeless supportive services as defined as a qualifying population under the HOME -ARP regulations. The City will solicit applications from qualified homeless providers specializing in substance abuse cases and other supportive services including outreach, sheltering, mental health, and case management. The City of Rosemead seeks to foster positive experiences with homeless community, assess homeless individuals, and guide the homeless towards the services they need most. Theses supportive services will further advance compassionately, respectfully and with perseverance a stronger, wider, and more effective approach to combatting homelessness in Rosemead. The City of Rosemead will not directly administer HOME -ARP activities beyond program administration and planning and no subrecipients or contractors are responsible for program administration and planning on behalf of the City. Table 4 provides a summary of the proposed use of the HOME -ARP funds. Table 4 — Use of HOME -ARP Funding The City of Rosemead will ensure that appropriate supportive services, such as housing counseling, homelessness prevention, childcare, job training, legal services, case management, moving costs, rental applications and rent assistance are provided to the homeless or those at risk of becoming homeless. HOME -ARP Plan - City of Rosemead 20 1 P a g e Funding Amount Percent of the Grant Statutory Limit Supportive Services Acquisition and Development of Non- on- Congregate Con a ate Shelters $ 1,038,772 $ 0 Tenant Based Rental Assistance (TBRA) $ 0 $ 0 _ Development of Affordable Rental Housing Non -Profit Operating $ 0 0% 5% Non -Profit Capacity Building $ 0 0% 5% Administration and Planning $ 183,312 15% 15% Total HOME ARP Allocation $1 222084 The City of Rosemead will ensure that appropriate supportive services, such as housing counseling, homelessness prevention, childcare, job training, legal services, case management, moving costs, rental applications and rent assistance are provided to the homeless or those at risk of becoming homeless. HOME -ARP Plan - City of Rosemead 20 1 P a g e HOME -ARP PRODUCTION HOUSING GOALS The City of Rosemead will not utilize HOME -ARP funds for the production of affordable housing units. HOME -ARP Plan - City of Rosemead 211 P a e e HOME -ARP PREFERNCES The City of Rosemead will not provide preferences to any population or subpopulation. HOME -ARP Plan - City of Rosemead 22 1 P a 2 e HOME -ARP REFINANCING GUIDELINES The City of Rosemead does not plan to use HOME -ARP funds for refinancing of properties that may be rehabilitated with HOME -ARP funds. HOME -ARP Plan - City of Rosemead 23 1 P a o e APPENDICES HOME -ARP Plan - City of Rosemead 24 1 P a 2 e Appendix A - Needs Assessment Survey Responses HOME -ARP Plan - City of Rosemead 25 1 P a e e HOME -ARP Survev Results Preserving affordability of units for households with low or moderate incomes Building new apartments for households with low or moderate incomes Case management services Childcare Neutral 7.69% Neutral 12.82% Neutral 17.95% Neutral 7.69% Somewhat Important 17.95% Somewhat Important 20.51% Somewhat Important 17.95% Somewhat Important 12.82% Very Important 71.79% Very Important 58.97% Very Important 58.97% Very Important 79.49% Very Unimportant 0.00% Very Unimportant 7.69% Very Unimportant 2.56% Very Unimportant 0.00% Somewhat Unimportant 2.56% Somewhat Unimportant 0.00% Somewhat Unimportant 2.56% Somewhat Unimportant 0.000/o 100.00% 100.00% 100.00% 100.00% Neutral 3 Neutral 5 Neutral 7 Neutral 3 Somewhat Important 7 Somewhat Important 8 Somewhat Important 7 Somewhat Important 5 Very Important 28 Very Important 23 Very Important 23 Very Important 31 Very Unimportant 0 Very Unimportant 3 Very Unimportant 1 Very Unimportant 0 Somewhat Unimportant 1 Somewhat Unimportant 0 Somewhat Unimportant 1 Somewhat Unimportant 0 Providing rental assistance/subsidies Expanding shelter options for the homeless Education services such as instruction or training in consumer education, health education, substance abuse prevention, literacy, English as a Second Language, and General Educational Development Employment assistance and job training Neutral 17.95% Neutral 15.38% Neutral 2.56% Neutral 0.00% Somewhat Important 15.38% Somewhat Important 12.82% Somewhat Important 30.77% Somewhat Important 17.95% Very Important 66.67% Very Important 56.41% Very Important 66.67% Very Important 79.49% VeryUnimportant O.00% Very Unimportant 12.82% Very Unimportant 0.00% Very Unimportant 2.56% Somewhat Unimportant 0.00% Somewhat Unimportant 2.56% Somewhat Unimportant 0.00% Somewhat Unimportant 0.00% 100.00% 100.00% 100.00% 100.00% Neutral 7 Neutral 6 Neutral 1 Neutral 0 Somewhat Important 6 Somewhat Important 1 5 Somewhat Important 12 Somewhat Important 7 Very Important 1 26 Very Important 22 Very Important 26 Very Important 31 Very Unimportant 0 Very Unimportant 5 Very Unimportant 0 Very Unimportant 1 Somewhat Unimportant 0 Somewhat Unimportant 1 Somewhat Unimportant 0 Somewhat Unimportant 0 people with special needs (such as the frail elderly or people with disabilities, alcohol or drug addiction, those fleeing domestic violence, people living with HIV/AIDS, etc.. Assistance with moving costs Supplemental food assistance Housing search and counseling services such as tenant counseling; assisting individuals and families to understand leases; securing utilities; and making moving arrange nts Neutral 12.82% Neutral 15.38% Neutral 2.56% Neutral 7.69% Somewhat Important 12.82% Somewhat Important 15.38% Somewhat Important 30.77% Somewhat Important 20.51°/% Very Important 69.23% Very Important 53.85% Very Important 61.54% Very Important 66.67% Very Unimportant 2.56% Very Unimportant 7.69°/% Very Unimportant 2.56% Very Unimportant 2.56% Somewhat Unimportant 2.56% Somewhat Unimportant 7.69% Somewhat Unimportant 2.56% Somewhat Unimportant 2.56% 100.00% 100.00% 100.00°/% 100.00% Neutral 5 Neutral 6 Neutral 1 Neutral 3 Somewhat Important 5 Somewhat Important 6 Somewhat Important 12 Somewhat important 8 Very Important 27 Very Important 21 Very Important 24 Very Important 26 Very Unimportant 1 Very Unimportant 3 Ve Unim octant 1 Very Unim portant 1 Somewhat Unimportant 1 Somewhat Unimportant 3 Somewhat Unimportant 1 Somewhat Unimportant 1 City of Rosemead - HOME -ARP Survey (2023) 1 of 2 HOME -ARP Survey Results City of Rosemead - HOME -ARP Survey (2023) 2 of 2 Life skills training such as budgeting of resources and Mental health services such as money management, household crisis interventions; counseling; management, conflict individual, family, or group therapy management, shopping for food sessions; assistance with Outpatient health services such as Legal services for advice and and other needed items, understanding and/or accessing services to assist individuals in representation in matters that nutrition, the use of public needed medication; and understanding their health needs; interfere with ability to obtain and transportation, and parent combinations of therapeutic accessing appropriate medical retain housing training approaches to address multiple treatment and Neutral 10.260.5 Neutral 5.13% Neutral 2.56% Neutral 10.26% Somewhat Important 23.08% Somewhat Important 17.95% Somewhat Important 12.82% Somewhat Important 17.95% Very Important 61.54% Very Important 74.36% Very Important 82.05% Very Important 69.23% Very Unimportant 0.00% Very Unimportant 0.000/% Very Unimportant 2.56% Very Unimportant 2.56% Somewhat Unimportant 5.13% Somewhat Unimportant 2.56% Somewhat Unimportant 0.00% Somewhat Unimportant 0.00% 100.00% 100.00% 100.00% 100.00% Neutral 4 Neutral 2 Neutral 1 Neutral 4 Somewhat Important 9 Somewhat Important 7 Somewhat Important 1 5 Somewhat Important I7 Very Important 1 24 Very Important 29 Very Important 32 Very Important 27 Very Unimportant 0 Very Unimportant 0 Very Unimportant 1 Very Unimportant 1 Somewhat Unimportant 2 Somewhat Unimportant 1 Somewhat Unimportant 0 Somewhat Unimportant 0 Outreach services including crisis counseling; addressing urgent physical needs, such as providing meals, blankets, clothes, or toiletries; actively connecting and providing people with information and referrals to Provision of transportation to and homeless and mainstream Substance abuse treatment services from medical care, employment, programs; and publicizing the such as participant intake and child care, or other services; availability of the housing and/or assessment, outpatient treatment, assistance with car maintenance services provided within the group and individual counseling, or repairs geographic area and drug testing Neutral 5.13% Neutral 12.82% Neutral 5.13% Somewhat Important 25.64% Somewhat Important 12.82% Somewhat Important 15.38% Very Important 66.67% Very Important 69.23% Verylmportant 71.79% Very Unimportant 0.00%% Very Unimportant 2.56% Very Unimportant 7.69% Somewhat Unimportant 2.56% Somewhat Unimportant 2.56% Somewhat Unimportant 0.00% 100.00%a 100.00% 100.00% Neutral 2 Neutral 5 Neutral 2 Somewhat Important 10 Somewhat Important 5 Somewhat Important 6 Very Important 26 VeryImportant 27 Very Important 28 Very Unimportant i 0 Ve Unimportant 1 Very Unimportant 3 Somewhat Unimportant 1 1 ISomewhat Unimportant 1 Somewhat Unimportant 0 City of Rosemead - HOME -ARP Survey (2023) 2 of 2 Appendix B: Public Notice HOME -ARP Plan - City of Rosemead 26 1 P a g e BEACON MEDIA INC. LEGAL QUOTES 626-301-1010 City of Rosemead Notice of Public Review/ Comment Period and Public Hearing for the Draft Substantial Amendment to PY 2021.2022 HUD Annual Action Plan to Include HOME -ARP Allocation Plan NOTICE IS HEREBY GIVEN Mal the City of Rosemead is propos. Ingto amend its PY 2021-2022 Annual Action Plan to receive and administer 11,222,DB0 In HOME -ARP "in Me U.S. Department of Housing arta Urban Development (HUD). In order to receive the HOME -ARP funding, the City must develop a HOME -ARP Alloce- Hon Plan that will become part of the City's PY 2021 Annual Action Plan by substantial amendment. Rosemead proposes Me utilization of HOME -ARP funds to imple- mant the programa listed below: hososkpmw Duellist Armard Akkadian The CDy M vudu phningaM $183A2 whanstralim unit. repunetl to mange are opetale the 113. fRP pfognm. Hcmebspssilnuoid pmitlesuppoaiwseMma, W is 30011,712 Supoxi e3erdces fommoors. pnnnlion, c1iltican, jobtmimng, riga services. Daaemanagement, mom sorb, renlalapplo,aw,",ol.sidame. TOTAL $IAP 11 PUBLIC REVIEW/COMMENT PERIOD The publication of this notice is the beginning d the 15 -day public reviewyoomment period. The draft Substantial Amendment to PY 2021-2D22 Annual Action Plan and HOME-ARPAllocstion Plan will be avallable for public review frem February 13, 2023, to February 27, 2023 (15 -Day Public Review). During the public review/com- ment period, he drefidocumenis ere available for public inspection on he City's website at https:1AMyud,coml4e8enphv. Written com- ments may be submitted prier to the public hearntg to by contacting Charlotte Cabeza, Management Analyst, at (828) MR -2153 or a[ HousingDivisionOdtyofmsemead.org. PUBLIC HEARING The City Coundl will hold a public hearing doing Me City Council Meeting to solidt commends on Oro Walt Substantial Amendment to PY 2021-2022 Action Plan and HOME -ARP Allocation Plan on Tuesday, February 211, 2023, eV:00 p.m. After moducting he Pub- lic Hearing, Me City Council "I consider approving he proposed Amendment and Plan. Notice and Publication Date: February 13, 2023 ROSEMEAD READER Total Cost $513 lines 171 Appendix C: Homeless Data HOME -ARP Plan - City of Rosemead 27 1 P a 2 e LOS ANGELES Greater Los Angeles HOMELESS Homeless Count SERVICES 9 AUTHORITY Greater Los Angeles 2022 Homeless Count Results: Rosemead Estimated total persons experiencing homelessness at the end of February 2022: 83 people [83 persons Unsheltered (100%) and 0 persons in shelter (0%)] / t\\ 10 Tents 4❑1 21 "LAHSA applies a multiplier to the Dwellings Counted on the nights of the count. The multiplier is based on SPA demographic survey data. More information can be found at https://www.lahsa.org/homeless-count/ Note: Data on unsheltered Of the 83 persons unsheltered, unaccompanied minors (under 18 years old), unsheltered transitional age youth 7 Persons in Cars 8% (18-24 years old), persons in domestic 1 Persons in Vans 1.4% violence shelters, persons receiving motel vouchers, and persons in PRK is 4 Persons in RVs 4.7% unavailable at the community level. 12 Persons in Tents 14.3% There were no persons sheltered on the nightof 31 Persons in Makeshift Shelters 36.7% the Homeless Count. 29 Persons on the Street 34.9% 0 Persons in Safe Parking 0% Note: Interviews were conducted with persons experiencing unsheltered homelessness from December 2021 to March 2022 to approximate the number of persons in each car, van, RV, tent, and makeshift shelter. Persons staying in Safe Parking programs are included separately. Count of Persons in 2022 and Percent Change from 2020 for DWELLINGS COUNTED* Rosemead ap ars or 5 O O Trucks Persons in 2022 Percent change from 2020 Vans or RIM 1 Sheltered 0 Zero in 2020 SUVs Unsheltered 83 5.1% or few 2 Total 83 5.1%RVs Campers / t\\ 10 Tents 4❑1 21 "LAHSA applies a multiplier to the Dwellings Counted on the nights of the count. The multiplier is based on SPA demographic survey data. More information can be found at https://www.lahsa.org/homeless-count/ Homelessness Statistics by city Rosemead R*giead , SPA 3 City Share of SPA Point -in -Time Homeless Count Data —Taken from the 2020 and 1022 Greater Los Angeles Homeless Count totals. For COVID safety precautions, the Point -in -Time Unsheltered Homeless Count was not conducted in 2021. Cumulative CES Statisticsfrom HMIS— This data includes all persons that were assessed through CES and received homeless services in the date range. For households with more than one person (including families), the assessment of the head of household is applied to all members. Permanent Housing Placements — Includes persons that have moved into permanent housing during the report period (through either rapid re -housing, permanent supportive housing, or other permanent destinations). Page 171 CES Assessments Total Persons Assessed ,''n. ,.., 1081 2% Individuals Assessed, . ' 844 2% Youth Assessed 59 0% Families Assessed 178 1% Veterans Assessed 35 0% Persons Aged 62+ Assessed '_;:?_' 135 3% Types of Services Provided to those Assessed Interim Housing_ 295 2% Rapid Re -Housing ter; 305 2% Street Outreach (Contacts) 283 1% Street Outreach (Engagements) 204 1% Other (Non -Permanent) `- 288 1% Point -in -Time Homeless Count Data —Taken from the 2020 and 1022 Greater Los Angeles Homeless Count totals. For COVID safety precautions, the Point -in -Time Unsheltered Homeless Count was not conducted in 2021. Cumulative CES Statisticsfrom HMIS— This data includes all persons that were assessed through CES and received homeless services in the date range. For households with more than one person (including families), the assessment of the head of household is applied to all members. Permanent Housing Placements — Includes persons that have moved into permanent housing during the report period (through either rapid re -housing, permanent supportive housing, or other permanent destinations). Page 171 M Persons Placed into Permanent Housing 165 1% Point -in -Time Homeless Count Data —Taken from the 2020 and 1022 Greater Los Angeles Homeless Count totals. For COVID safety precautions, the Point -in -Time Unsheltered Homeless Count was not conducted in 2021. Cumulative CES Statisticsfrom HMIS— This data includes all persons that were assessed through CES and received homeless services in the date range. For households with more than one person (including families), the assessment of the head of household is applied to all members. Permanent Housing Placements — Includes persons that have moved into permanent housing during the report period (through either rapid re -housing, permanent supportive housing, or other permanent destinations). Page 171 2022 Greater Los Angeles Homeless Count - SPA 3 g Service Planning Area 3 covers the San Gabriel Valley within the boundaries of the Los Angeles Continuum of Care. Ppspdena is exdudetlfrom this boundary Dole presented reJleRthe estimated number of Persons unless labeled as Household be, ON Datafrom the 2022 Greater Los Angeles Point -In -Time Count estimate the number and demographic characteristics of the + homeless population on o single night to February 2022. -Q you have any questions about the data prcsentetl please email 2,985 datasuppon@i.hso.org. 100% Population Sheltered Unsheltered Total Prevalence in percent Change Homeless Pop. I%) TOTALS Sheltered Unsheltered Total prevalence in 18+ Homeless Pop. (%) All Persons 1,06 2,985 4,661 100% 2% All Households 1,277 2,941 4,218 10051 8% HOUSEHOLD COMPOSITION HIV/AIDS 28 - - 2% A Household has one or more members. A Family Household is composed of or least one minor funder 18), and at least one person over 18. 502 883 Individuals(those not in family units) 1,0582,922 _..__.. - Developmental Disability 3,990 86% 10% Adults 25+ 927 2,876 3,803 82% 10% Transitional Age Youth 1B-24 140 46 _ 186 4% 8% Unaccompanied Minors (Under 18) 1 - 1 0% 0% Family Households (at least I child under 18) 209 19 228 5% -19% All Family Members _..... 6W _. 63 67I 14% -29% Adult -headed Households 181 19 200 5% -23% Family Members 18+ 211 29 240 5% -21% Family Members under 18 (children) V7 34 _ 361 8% -38% Transitional Age Yount- headed Households 26 - 28 1% 17% Family Members 18-24 28. - 28 1% 17% Family Members under 18 (children) 42 - 42 1% 35% VETERANS _ All Veterans 6 252 258 6% 38% Veterans who are individuals 6. 251 257 6% 38% Veterans in families 1 1 0% 0% CHRONIC HOMELESSNESS A household is considered chronically homeless if any of its members have fl) a long-term disabling condition; and (2) been homeless for 12 months ormom within the lost 3 Years as specified by HUD. People Experiencing Chronic Homelessness(all) 499 1,036 1,535 33% -13% Chronically Homeless who are individuals 428 .71 1,019 1,447 31% -14% Chronically Homeless Family Members(All) 17 88 2% -1% Chronically Homeless Veterans 3 69 R 2% -32% Chronically Homeless Youth (24 & under) 21 18 39 1%. 7796 GENDER _ Measures that compare PITresultsfrom 2020 are not availablefor cermin gender,ba culations, due to the addition of"Questioning' as a new gentlercategoryin 2022. Male (includes transgender) 647 2,070 2,717 58% -12% Female (includes transgender) 1,022 885 1,907 41% 32% GenderrN n-Binary(includes transgender) 5 30 35' 1% Questioning( includestransgender) 2 - 2. 0% Transgender 14 44 58 1% -16% RACE/ ETHNICT' Hispanic/Latino 744 1,874 2,618 56% 18% American Indian/Alaska Native (Non-Hispanic/labra) 5 - 5 0% -88% Asian (Non-Hispanic/Latino) 17 - 17 0% -58% Black/African American (Non-Hispanic/Latino) 671 142 813 17% -21% Native Hawaiian/Other Pacific islander(Nan-Hispanic/latino) 8 - 8 0% 33% White(Non-Hispanic/Latino) 203 952 1,155 25% 0% Mixed or Multiple races(Non-Hispanic/Latino) 28 17 45 1% -2056 AGE _.. Under 18 370 34 404 9% -34% 18-24 195 47 242. 5% 17% 25-29 218 134 352 9% 49% 30-39 407 782 1,189 26% 16% 40-49 227 853 1,080 23% 21% 50-54 86 401 487 10% -11% 55-59 72 246 318 7% 41% 60-61 22 109 131 3% -13% 62-54 29 158 187 4% -8% 65-69 30 26 55 1% -30% 70-79 19 170 189 4% 340% BO and Over 1 25 26 1% -21% SEXUAL ORIENTATION Straight 1,476 2,688 4,164 89% 0% Gay or Lesbian 50 144 194 4% 149% Bisemal 49 118 167 4% 74% Questioning 101 35 136 3% -34% The fallowing data are reported for the Is+population only. Population Sheltered Unsheltered Total prevalence in 18+ Homeless Pop. (%) Percerd Change HEALTH IS DISABILITY Health &disability indicators are not mutually exclusive; a single person may report more than one condition and thus be represented among more than one health & disability subpopvlatlon. Substance Use Disorder 207 675 882 21% -31% HIV/AIDS 28 -. 68 96 2% - 39% Serous Mental Illness 381 502 883 21% -21% Developmental Disability 217 197 414 10% 49% Physical Disability 3D0 454 754 18% -23% DOMESTIC/ INTIMATE PARTNER VIOLENCE DV/IPV Experience 375 1,357 1,732 41% 53% Homeless Due to Fleeing DV/IPV 95 58 153 4% -39% Prepared by Las Angeles Homeless Services Authority 19/7/2022) Appendix D: SF424s and Certifications HOME -ARP Plan - City of Rosemead 28 1 P a g e OMB Number. 4040-0004 Expiration Date: 12/31/2022 Application for Federal Assistance SF -424 ' 1. Type of Submission: E] Preapplication ® Application Charged/Corrected Application ' 2. Type of Application: ' If Revision, select appropriate leaer(s): ® New Continuation ' Other (Specify): Revision ' 3. Date Received: 4. Applicant Identifier M -21 -MB -06-0553 5a. Federal Entity Identifier. 51b. Federal Award Identifier. State Use Only: 6. Dale Received by State: E= 7. State Application Identifier. 8. APPLICANT INFORMATION: •a. Legal Name: City of Rosemead • b. Employer/Taxpayer Identification Number (EIWnN): • c. UEI: M8YBEMSFR877 95-20779999 d. Address: •Streetl: 8838 E. Valley Blvd. Street2: •City: County/Parish: Rosemead 'State: CA: California Province: `Country: USA: UNITED STATES `Zip / Postal Code: 91770-1714 e. Organizational Unit Department Name: Division Name: Rousing City Manager's Office f. Name and contact information of person to be contacted on matters involving this application: Prefix: Ms First Name: Charlotte Middle Name: 'Last Name: Cabeza Suffix: F Title: Management Analyst Organizational Affiliation: ' Telephone Number. 626-569-2153 Fax Number. *Email: ccabeza@cityof-osemead.org Application for Federal Assistance SF -424 ` S. Type of Applicant 1: Select Applicant Type: C: City or Township Government Type of Applicant 2: Select Applicant Type: Type of Applicant 3: Select Applicant Type: ' Other (specify): • 10. Name of Federal Agency: U.S. Department of Housing and Urban Development 11. Catalog of Federal Domestic Assistance Number. 14-239 CFDA Title: HOME Investment Partnership Program ` 12. Funding Opportunity Number: Title: 13. Competition Identification Number. Title: 14. Areas Affected by Project (Cities, Counties, States, etc.): Add Attachment Delete Attachment View Attachment • 1S. Descriptive Title of Applicant's Project rtion for HOME -ARP Elands: Administration and funding of eligible programs/activities. Attach supporting documents as specified in agency instructions. Add Attachments Delete Attachments View Attachments Application for Federal Assistance SF -424 16. Congressional Districts Of: "a. Applicant 32 ' b. PrograMProject Ci+ -032 Attach an additional list of Program/Project Congressional Districts if needed. Add Attachment Delete Attachment View Attachment 17. Proposed Project: `a. Start Date: 07 /01/2021 ' b. End Date: 09/30/2030 18. Estimated Funding (51 `a. Federal 1, 222, 084.00 ' b. Applicant ` c. State • d. Local ` e. Other 'f. Programincome 'g.TOTAL 1,222,084.00 ` 19. Is Application Subject to Review By State Under Executive Order 12372 Process? a. This application was made available to the State under the Executive Order 12372 Process for review on b. Program is subject to E.O. 12372 but has not been selected by the State for review. ® c. Program is not covered by E.O. 12372. ` 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes," provide explanation in attachment) ❑ Yes ® No If "Yes", provide explanation and attach Add Attachment Delete Attachment Vievd Attachment 21. `By signing this application, 1 certify (1) to the statements contained in the list of certifications" and (2) that the statements herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances" and agree to comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may subject me to criminal, civil, or administrative penalties. (U.S. Code, Title 218, Section 1001) ® "I AGREE " The list of certifications and assurances, or an internal site where you may obtain this list, is contained in the announcement or agency specific instructions. Authorized Representative: Prefix imr. ' First Name: Ben Middle Name: ' Last Name: Rim Suffix `Title: City Manager *Telephone Number: Fax Number. 626-569-2100 'Email: lbkim@cityofrosemead. aro ' Signature of Authorized Representative: ' Date Signed: Z, ASSURANCES - CONSTRUCTION PROGRAMS OMB Number: 4040-0009 ua[e: uoZacueo Public reporting burden for this collection of information is estimated to average 15 minutes per response, including time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding the burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to the Office of Management and Budget, Paperwork Reduction Project (0348-0042), Washington, DC 20503. PLEASE DO NOT RETURN YOUR COMPLETED FORM TO THE OFFICE OF MANAGEMENT AND BUDGET. SEND IT TO THE ADDRESS PROVIDED BY THE SPONSORING AGENCY. NOTE: Certain of these assurances may not be applicable to your project or program. If you have questions, please contact the Awarding Agency. Further, certain Federal assistance awarding agencies may require applicants to certify to additional assurances. If such is the case, you will be notified. As the duly authorized representative of the applicant:, I certify that the applicant: 1. Has the legal authority to apply for Federal assistance, and the institutional, managerial and financial capability (including funds sufficient to pay the non -Federal share of project costs) to ensure proper planning, management and completion of project described in this application. 2. Will give the awarding agency, the Comptroller General of the United States and, if appropriate, the State, the right to examine all records, books, papers, or documents related to the assistance; and will establish a proper accounting system in accordance with generally accepted accounting standards or agency directives. 3. Will not dispose of, modify the use of, or change the tenns of the real property title or other interest in the site and facilities without permission and instructions from the awarding agency. Will record the Federal awarding agency directives and will include a covenant in the title of real property acquired in whole or in part with Federal assistance funds to assure non- discrimination during the useful life of the project. 4. Will comply with the requirements of the assistance awarding agency with regard to the draRing, review and approval of construction plans and specifications. 5. Will provide and maintain competent and adequate engineering supervision at the construction site to ensure that the complete ork jonforms with the approved plans and�cajjpns V will furnish progressive reports ch- eMormation as may be required by the assistance a4arding agency or State. 6. Will initiate and complete the work within the applicable time frame after receipt of approval of the awarding agency. 7. Will establish safeguards to prohibit employees from using their positions for a purpose that constitutes or presents the appearance of personal or organizational conflict of interest, or personal gain. 8. Will comply with the Intergovernmental Personnel Act of 1970 (42 U.S.C. §§47284763) relating to prescribed standards of merit systems for programs funded under one of the 19 statutes or regulations specified in Appendix A of OPM's Standards for a Ment System of Personnel Administration (5 C.F.R. 900, Subpart F). 9. Will comply with the Lead -Based Paint Poisoning Prevention Act (42 U.S.C. §§4801 at seq.) which prohibits the use of lead-based paint in construction or rehabilitation of residence structures. 10. Will comply with all Federal statutes relating to non- discrimination. These include but are not limited to: (a) Title VI of the Civil Rights Act of 1964 (P.L. 88-352) which prohibits discrimination on the basis of race, color or national origin; (b) Title IX of the Education Amendments of 1972, as amended (20 U.S.C. §§1681 1683, and 1685-1686), which prohibits discrimination on the basis of sex; (c) Section 504 of the Rehabilitation Act of 1973, as amended (29) U.S.C. §794), which prohibits discrimination on the basis of handicaps; (d) the Age Discrimination Act of 1975, as amended (42 U.S.C. §§6101-6107), which prohibits discrimination on the basis of age; (e) the Drug Abuse Office and Treatment Act of 1972 (P.L. 92-255), as amended relating to nondisc'rimir� on on the basis of drug abuse; (f) thg Comprefl ,, Alcohol Abuse and Alcoholism Prevention, Trea rit and Rehabilitation Act of 1970 (P.L. 91516), ased, relating to nondiscrimination on the basis of alcohol abuse or alcoholism; (g) §§523 and 527 of the Public Health Service Act of 1912 (42 U.S.C. §§290 dd-3 and 290 as 3), as amended, relating to confidentiality of alcohol and drug abuse patient records; (h) Title VIII of the Civil Rights Act of 1968 (42 U.S.C. §§3601 at seq.), as amended, relating to nondiscrimination in the sale, rental or financing of housing; (i) any other nondiscrimination provisions in the specific statue(s) under which application for Federal assistance is being made; and (j) the requirements of any other nondiscrimination statue(s) which may apply to the application. Previous Edition Usable Authorized for Loral Reproduction Standard Form 424D (Rev. 7-97) Prescribed by OMB Circular A-102 9, Will comply, as applicable, with the provisions of the Davis- 13. Will assist the awarding agency in assuring compliance Bacon Act (40 U.S.C. §§276a to 276a-7), the Copeland Act with Section 106 of the National Historic Preservation (40 U.S.C. §276c and 18 U.S.C. §874), and the Contract Act of 1966, as amended (16 U.S.C. §470), EO 11593 Work Hours and Safety Standards Act (40 U.S.C. §§327- (identification and protection of historic properties), and 333), regarding labor standards for federally -assisted the Archaeological and Historic Preservation Act of construction subagreements. 1974 (16 U.S.C. §§469a-1 at seq.). 10. Will comply, if applicable, with flood insurance purchase requirements of Section 102(a) of the Flood Disaster Protection Act of 1973 (P.L. 93-234) which requires recipients in a special flood hazard area to participate in the program and to purchase flood insurance if the total cost of insurable construction and acquisition is $10,000 or more. 11. Will comply with environmental standards which may be prescribed pursuant to the following: (a) institution of environmental quality control measures under the National Environmental Policy Act of 1969 (P.L. 91-190) and Executive Order (EO) 11514; (b) notification of violating facilities pursuant to EO 11738; (c) protection of wetlands pursuant to EO 11990; (d) evaluation of flood hazards in floodplains in accordance with EO 11988; (e) assurance of project consistency with the approved State management program developed under the Coastal Zone Management Act of 1972 (16 U.S.C. §§1451 et seq.); (f) conformity of Federal actions to State (Clean Air) Implementation Plans under Section 176(c) of the Clean Air Act of 1955, as amended (42 U.S.C. §§7401 et seq.); (g) protection of underground sources of drinking water under the Safe Drinking Water Act of 1974, as amended (P.L. 93-523); and, (h) protection of endangered species under the Endangered Species Act of 1973, as amended (P.L. 93- 205). 12. Will comply with the Wild and Scenic Rivers Act of 1958 (16 U.S.C. §§1271 at seq.) related to protecting components or potential components of the national wild and scenic rivers system. 14. Will comply with P.L. 93-348 regarding the protection of human subjects involved in research, development, and related activities supported by this award of assistance. 15. Will comply with the Laboratory Animal Welfare Act of 1966 (P.L. 89-544, as amended, 7 U.S.C. §§2131 at seq.) pertaining to the care, handling, and treatment of warm blooded animals held for research, teaching, or other activities supported by this award of assistance. 16. Will comply with the Lead -Based Paint Poisoning Prevention Act (42 U.S.C. §§4801 et seq.) which prohibits the use of lead-based paint in construction or rehabilitation of residence structures. 17. Will cause to be performed the required financial and compliance audits in accordance with the Single Audit Act Amendments of 1996 and OMB Circular No. A-133, "Audits of States, Local Governments, and Non -Profit Organizations." 18. Will comply with all applicable requirements of all other Federal laws, executive orders, regulations, and policies governing this program. 19. Will comply with the requirements of Section 106(g) of the Trafficking Victims Protection Act (NPA) of 2000, as amended (22 U.S.C. 7104) which prohibits grant award recipients or a sub -recipient from (1) Engaging in severe forms of trafficking in persons during the period of time that the award is in effect (2) Procuring a commercial sex act during the period of time that the award is in effect or (3) Using forced labor in the performance of the award or subawards under the award. SIGNATURE OF AUTHORIZED TIFYING OFFICIAL TITLE City Manager APPLICANT ORGANI ION DATE SUBMITTED City of Rosemead XEFJWY ::1 Standard Form 4248 (Rev. 7.97) Back OMB Number: 4040-0007 Expiration Date: 02/28/2025 ASSURANCES - NON -CONSTRUCTION PROGRAMS Public reporting burden for this collection of information is estimated to average 15 minutes per response, including time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding the burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to the Office of Management and Budget, Paperwork Reduction Project (0348-0040), Washington, DC 20503. PLEASE DO NOT RETURN YOUR COMPLETED FORM TO THE OFFICE OF MANAGEMENT AND BUDGET. SEND IT TO THE ADDRESS PROVIDED BY THE SPONSORING AGENCY. NOTE: Certain of these assurances may not be applicable to your project or program. If you have questions, please contact the awarding agency. Further, certain Federal awarding agencies may require applicants to certify to additional assurances. If such is the case, you will be notified. As the duly authorized representative of the applicant, I certify that the applicant: 1. Has the legal authority to apply for Federal assistance and the institutional, managerial and financial capability (including funds sufficient to pay the non -Federal share of project cost) to ensure proper planning, management and completion of the project described in this application. 2. Will give the awarding agency, the Comptroller General of the United States and, if appropriate, the State, through any authodzed representative, access to and the right to examine all records, books, papers, or documents related to the award; and will establish a proper accounting system in accordance with generally accepted accounting standards or agency directives. 3. Will establish safeguards to prohibit employees from using their positions for a purpose that constitutes or presents the appearance of personal or organizational conflict of interest, or personal gain. 4. Will initiate and complete the work within the applicable time frame after receipt of approval of the awarding agency. 5. Will comply with the Intergovernmental Personnel Act of 1970 (42 U.S.C. §§4728-4763) relating to prescribed standards for merit systems for programs funded under one of the 19 statutes or regulations specified in Appendix A of OPM's Standards for a Merit System of Personnel Administration (5 C.F.R. 900, Subpart F). 6. Will comply with all Federal statutes relating to nondiscrimination] These include but are not limited to: (a) Title VI;AN' CipllfifiVits Act of 1964 (P.L. 88.352) which prohibits discrtmma$on on the basis of race, color or national origin; (b) TitiB'IX of the Education Amendments of 1972, as amended (20 U.S.C.§§1681- 1583, and 1685-1686), which prohibits discrimination on the basis of sex; (c) Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. §794), which prohibits discrimination on the basis of handicaps; (d) the Age Discrimination Act of 1975, as amended (42 U. S.C. §§6101-6107), which prohibits discrimination on the basis of age; (e) the Drug Abuse Office and Treatment Act of 1972 (P.L. 92-255), as amended, relating to nondiscrimination on the basis of drug abuse; (f) the Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and Rehabilitation Act of 1970 (P.L. 91-616), as amended, relating to nondiscrimination on the basis of alcohol abuse or alcoholism; (g) §§523 and 527 of the Public Health Service Act of 1912 (42 U.S.C. §§290 dd-3 and 290 ee- 3), as amended, relating to confidentiality of alcohol and drug abuse patient records; (h) Title VIII of the Civil Rights Act of 1968 (42 U.S.C. §§3601 at seq.), as amended, relating to nondiscrimination in the sale, rental or financing of housing; (i) any other nondiscrimination provisions in the specific statute(s) under which application for Federal assistance is being made; and, 0) the requirements of any other nondiscrimination statute(s) which may apply to the application. Will comply, or has already complied, with the requirements of Titles II and III of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (P.L. 91-646) which provide for fair and equitable treatment of persons displaced or whose property is acquired lm result of Federal or federally -assisted programiThese requirements apply to all interests in re roperty acquired for project purposes regardless Federal participation in purchases. 8. Will comply, as applicable, with provisions of the Hatch Act (5 U.S.C. §§1501-1508 and 7324-7328) which limit the political activities of employees whose principal employment activities are funded in whole or in part with Federal funds. Previous Edition Usable Standard Form 424B (Rev. 7-97) Authorized for Local Reproduction Prescribed by 010113 circular A-102 11. Will comply, or has already complied, with the requirements of Titles II and III of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (P.L. 91-646) which provide for fair and equitable treatment of persons displaced or whose property is acquired as a result of Federal and federally -assisted programs. These requirements apply to all interests in real property acquired for project purposes regardless of Federal participation in purchases. 12. Will comply with the provisions of the Hatch Act (5 U.S.C. §§1501-1508 and 7324-7328) which limit the political activities of employees whose principal employment activities are funded in whole or in part with Federal funds. 13. Will comply, as applicable, with the provisions of the Davis - Bacon Act (40 U.S.C. §§276a to 276a-7), the Copeland Act (40 U.S.C. §276c and 18 U.S.C. §874), and the Contract Work Hours and Safety Standards Act (40 U.S.C. §§327- 333) regarding labor standards for federally -assisted construction subagreements. 14. Will comply with flood insurance purchase requirements of Section 102(a) of the Flood Disaster Protection Act of 1973 (P.L. 93-234) which requires recipients in a special flood hazard area to participate in the program and to purchase flood insurance if the total cost of insurable construction and acquisition is $10,000 or more. 15. Will comply with environmental standards which may be prescribed pursuant to the following: (a) institution of environmental quality control measures under the National Environmental Policy Act of 1969 (P.L. 91- 190) and Executive Order (EO) 11514; (b) notification of violating facilities pursuant to EO 11738; (c) protection of wetlands pursuant to EO 11990; (d) evaluation of flood hazards in floodplains in accordance with EO 11988; (e) assurance of project consistency with the approved State management program developed under the Coastal Zone Management Act of 1972 (16 U.S.C. §§1451 at seq.); (f) conformity of Federal actions to State (Clean Air) implementation Plans under Section 176(c) of the Clean Air Act of 1955, as amended (42 U.S.C. §§7401 at seq.); (g) protection of underground sources of drinking water under the Safe Drinking Water Act of 1974, as amended (P.L. 93523); and, (h) protection of endangered species under the Endangered Species Act of 1973, as amended (P.L. 93-205). 16. Will comply with the Wild and Scenic Rivers Act of 1968 (16 U.S.C. §§1271 at seq.) related to protecting components or potential components of the national wild and scenic rivers system. 17. Will assist the awarding agency in assuring compliance with Section 106 of the National Historic Preservation Act of 1966, as amended (16 U.S.C. §470), EO 11593 (identification and protection of historic properties), and the Archaeological and Historic Preservation Act of 1974 (16 U.S.C. §§469a-1 at seq). 18. Will cause to be performed the required financial and compliance audits in accordance with the Single Audit Act Amendments of 1996 and OMB Circular No. A-133, "Audits of States, Local Governments, and Non -Profit Organizations." 19. Will comply with all applicable requirements of all other Federal laws, executive orders, regulations, and policies governing this program. 20. Will comply with the requirements of Section 106(g) of the Trafficking Victims Protection Act (NPA) of 2000, as amended (22 U.S.C. 7104) which prohibits grant award recipients or a sub -recipient from (1) Engaging in severe forms of trafficking in persons during the period of time that the award is in effect (2) Procuring a commercial sex act during the period of time that the award is in effect or (3) Using forced labor in the performance of the award or subawards under the award. L OF AUTHORIZED CERTIFYING OFFICIAL TITLE City Manager APPLICANT ORG TION DATE SUBMITTED City of Rosemead SF 424D (Rev. 7-97) Back HOME -ARP CERTIFICATIONS In accordance with the applicable statutes and the regulations governing the consolidated plan regulations, the participating jurisdiction certifies that: Affirmatively Further Fair Housing --The jurisdiction will affirmatively further fair housing pursuant to 24 CFR 5.151 and 5.152. Uniform Relocation Act and Anti -displacement and Relocation Plan --It will comply with the acquisition and relocation requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended, (42 U.S.C. 4601-4655) and implementing regulations at 49 CFR Part 24. It will comply with the acquisition and relocation requirements contained in the HOME -ARP Notice, including the revised one-for-one replacement requirements. It has in effect and is following a residential anti -displacement and relocation assistance plan required under 24 CFR Part 42, which incorporates the requirements of the HOME -ARP Notice. It will follow its residential anti -displacement and relocation assistance plan in connection with any activity assisted with funding under the HOME -ARP program. Anti -Lobbying --To the best of the jurisdiction's knowledge and belief: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of.Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form -LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions; and 3. It will require that the language of paragraph 1 and 2 of this anti -lobbying certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. Authority of Jurisdiction --The consolidated plan is authorized under State and local law (as applicable) and the jurisdiction possesses the legal authority to carry out the programs for which it is seeking funding, in accordance with applicable HUD regulations and program requirements. Section 3 --It will comply with section 3 of the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u) and implementing regulations at 24 CFR Part 75. HOME -ARP Certification --It will use HOME -ARP funds consistent with Section 3205 of the American Rescue Plan Act of 2021 (P.L. 117-2) and the CPD Notice: Requirements for the Use of Funds in the HOME -American Rescue Plan Program, as may be amended by HUD, for eligible activities and costs, including the HOME -ARP Notice requirements that activities are consistent with its accepted HOME -ARP allocation plan and that HOME -ARP funds will not be used for prohibited activities or costs, as described in the HOME -ARP Notice. Signature of Morized Official Date City Manager Title SGVCOG Regional Programs Participation As part of the Fiscal Year 2023-2024 Measure H Implementation Process, the San Gabriel Valley Council of Governments (SGVCOG) is preparing for the continuation of regional services through contracts with the Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) for the following programs: 1) Services to Supplement Existing Services, and 2) High -Acuity and Substance Use Disordered Services. Broadly speaking, the two contracts provide the following resources: Services to Supplement Existing Services: Includes multi -disciplinary teams - including housing navigators, case managers, outreach workers, and emergency medical technicians (EMTs) - that conduct general, proactive outreach in communities. High -Acuity and Substance Use Disorder (SUD)-Focused Program: Includes 2 -person teams, made up of an outreach specialist and an EMT, that are supported by housing navigation and a licensed clinical social worker to provide more specialized outreach and engagement with those clients that have the greatest barriers to being housed. Cities can participate at one of two tiers, which have different requirements and different levels of service: Tier 1 Tier 2 Requires cities to participate in monthly case conferencing with LA CADA (no more than 2 unexcused absences), provide a contact for LA CADA team communication, and respond to requests from LA CADA and SGVCOG Tier 1 cities will receive I day of service from the Supplemental Team Requires cities to participate in monthly case conferencing with LA CADA (no more than 2 unexcused absences), provide a contact for LA CADA team communication, and respond to requests from LA CADA and SGVCOG Requires cities to commit to helping secure beds housing for 10% of 2022 point -in -time (PIT) count or 10 people, whichever is greater Tier 2 cities will receive up to 2 days of service from the Supplemental Team and can participate in the High -Acuity and SUD-Focused Program. All cities must submit this form, including the signed letter of intent to participation from their city manager to be included in the SGVCOG's LA CADA contract. All forms must be submitted no later than Thursday, April 13, 2023, at 4:00 p.m. Contact Name Contact Email Contact Phone The City understands the requirements for participation in tiers 1 and 2 of the regional services and intends to participate in the following tier: ❑ Tier 1 ❑ Tier 2 Please attach letter that affirms the City's commitment to participating at the tier listed above. COUNTY OF LOS ANGELES HOMELESS INIATIVE FY 2023-24 BUDGET Four weeks after declaring a local emergency on homelessness, the Board of Supervisors on February 7, 2023, unanimously approved a $609.7 million budget for the Los Angeles County Homeless Initiative for the fiscal year 2023-24, the largest investment in any given year to date to prevent and address homelessness. This budget will help fund a heightened focus on three key missions for the County in collaboration with cities and other local partners: • Reducing encampments to bring unsheltered people indoors • Increasing interim and permanent housing placements • Ramping up mental health and substance use disorder services for people experiencing homelessness In addition to the $609.7 million budget funded by 2023-24 Measure H and state Homeless Housing, Assistance and Prevention (HHAP) grants, the Board simultaneously approved an additional $76.9 million to expand housing and services that the County provides in collaboration with local cities, as well as for innovative new programs. The Draft FY 2023-24 Homeless Initiative Funding Recommendations do not encompass all the County's investments to address and prevent homelessness but represents a significant portion FY 2023-24 Budget Highlights The $609.7 million represents an additional $61.8 million over last year's allocation of $547.8 million, an increase of 11%. It includes funding for: • Wraparound supportive services for 22,130 permanent supportive housing (PSH) units, expanding the total inventory by 4,630 units, the County's largest ever year -over -year increase. PSH serves people who have the most complex needs, including chronic medical and/or behavioral health conditions. • More than $60 million in time-limited rental subsidies to quickly house people who have recently become homeless and offer them services until they can gradually take on the rent themselves. 5,029 interim housing beds to bring people indoors from encampments as quickly as possible. This is in addition to about 20,000 beds funded by LAHSA, local jurisdictions, and other County programs overseen by the Departments of Health Services, Mental Health, and Public Health, among others. COUNTY OF LOS ANGELES HOMELESS INIATIVE Increased homelessness prevention measures, including a 10 -fold increase in funding for "problem solving," which helps people identify viable temporary or permanent housing and other resources. • A 40% increase in funding for programs to help people gain stability as they secure housing. These can include services to help them secure benefits they're eligible for, as well as employment and income support. • The plan to reduce homelessness also relies on deepening collaboration with local jurisdictions, including the County's 88 cities and local Councils of Governments (COGs). This budget includes $25.5 million to work with local jurisdictions to resolve encampments and co -invest in housing. • LOCAL PROPOSED • • JURISDICTIONS ADMINISTRATION $�2% STABILIZE BUDGET$16.8M 522.94 COORDINATE • r7 2.75% 3.76% $14.08M coolmixl�re ME= w'.m. 2 .CT PEST 6M 3% 00 KT �abxpu wwgebn W V� 11010E ayYMwl ■ M�EIL� 9aw.ww�, o4Ytl�NUYq COUNTY OF LOS ANGELES HOMELESS INIATIVE FY 2023-24 Funding Recommendations Funding Sources $609.7 M TOTAL o% io% m% amc .o% sou cmc 7M ea% smc IW% Measure H is the 1/4 -cent sales tax approved by 70% of Los Angeles County voters in March 2017, creating a 10 -year revenue stream (2017-2027). The State of California's Homeless Housing, Assistance and Prevention (HHAP) Grant supports regional coordination and expands and develops local capacity to address immediate challenges related to homelessness. HHAP Round 4 funding is dependent on State approval. Additional Investments: In addition to the FY 2023-24 budget of $609.7 million, the Board also approved $76.9 million to fund: • A newly established ongoing Local Solutions Fund (LSF) that can be tapped by cities and COGS to help people move out of encampments and into housing in collaboration with the County. This year's allocation is $20 million. • An additional $5 million for the Cities and COGs Interim Housing Fund (CCOGIHS), which builds on an existing $10 million investment. Last year's CCOGIHS allocation has already been awarded to seven projects so far to fund supportive services at interim housing. • The Skid Row Action Plan, which aims to comprehensively address the needs of residents in Skid Row, includes interim and permanent housing, behavioral health and substance use treatment services, and more. • The "Every Woman Housed" program, which is specifically designed to end homelessness for women and families residing on Skid Row. • The RV Encampment program, which is committed to annually assist 300 people living in recreational vehicles to find safer housing solutions and to dismantle inoperable RVs. • Specialized outreach to people camped in high -severity fire zones in unincorporated areas of the County. 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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 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 CITY OF ROSEMEAD HOMELESSNESS PREVENTION AND RESPONSE PLAN Plan Information January 2021 — December 31, 2023 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.' 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.' 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 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 �'0 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 a 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.^ Ill. 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 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. ' 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 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 Sheriffs 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 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 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 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. 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 ed 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. d - Major Tasks Timeline Key Stakeholders Involved Re Research potential funding and apply Ongoing • Administration where applicable. • Management Analyst Present outcomes and updates to City OngoingHomeless 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: • A7/A5: Prevent Homelessness for Families and Individuals • E7: Strengthen the Coordinated Entry System • El 4: 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 Task -force. • 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 onetime 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 -S. 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 Taslcforce; 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. 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. StakeholdersMajorTasks Timeline Key . . 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. StakeholdersMajor Tasks Timeline Key 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 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. StakeholdersMajor Tasks Timeline Key • •. 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: • A1/A5: Prevent Homelessness for Families and Individuals • B3: Expand Rapid Rehousing • B4: Facilitate Utilization of Federal Housing Subsidies • ES: 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 Portal'. • 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. reducehomelessness within the city to .. - resources. Action I: Develop and implement a training strategy for key city departments regarding availability of and ways to access homelessness response resources. RolesMajor Tasks Timeline Key Stakeholder 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 -. 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. 1 • 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. InvolvedMajor Tasks Timeline Key Stakeholders 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 is 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 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. StakeholdersMajor Tasks Timeline Key -. 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 -. 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 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. Action Major Tasks Timeline Key Stakeholders 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. StakeholdersMajor Tasks Timeline Key -. 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 EI 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. 13 The EI Monte Multi -Disciplinary Team, EI Monte Homeless Engagement Team, Public Spaces West Team, and DMH Homeless Services Team are assigned to areas that include Rosemead. The EI Monte teams cover the following cities: EI Monte, Temple City, Rosemead, South EI 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 ❑ ❑ C1. Enhance the CaIWORKs 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 Provide Case Management and Servi ❑ ❑ ❑ ❑ ❑ ❑ D. ❑ ❑ D2. Jail In -Reach ® ❑ M. 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 Poky- olicy❑ E6. Expand Countywide Outreach System E7. Strengthen the Coordinated Entry System (CES) E8. Enhance the Emergency Shelter System 0 ® ❑ ❑ ❑ ❑ ❑ E10. Regional Coordination of Los Angeles County Housing Agencies ® ❑ E14. Enhance Services for Transition Age Youth Affordable/HomelessF. Increase ❑ ❑ F1. Promote Regional SB2 Compliance and Implementation F2. Linkage Fee Nexus Study F4. Development of Second Dwelling Units Program F5. Incentive ZoningNalue 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 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 Home/essness.15 Additional details on the strategies referenced in the City's Homelessness Prevention and Response Plan are included in the table below. 15 Los Angeles County Homeless Initiative's Approved Strategies to Combat Homelessness may be found at: hffps:Hhomeless.lacounty.gov/wp-contentluploads/2018/07/HI-Report-Approved2.pdf 11 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.. Affordable/HomelessF. increase 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 Follow up 8.3% First time 91.7% HIGHLIGHT • Team conducted a CES assessment with an individual. FUTURE GOALS • Build rapport with local homeless population. • Encourage individuals to accept services/treatment STATS OVER THE PAST MONTH According to our data collected on 9/19/2022 to 9/30/2022. We engaged 12 individuals of which 11 were a first-time encounter and 1 follow up. s First time ■ Follow up 8 3 ■ ■ ■ Case management Provided resources Housing navigation Follow up 36.8% STATS OVER THE PAST MONTH According to our data collected on 10/1/2022 to 10/31/2022. We engaged 19 individuals of which 12 were a first-time First time encounter and 7 follow up. 63.2% ■ First time ■ Follow up HIGHLIGHT 12 • Team linked an individual to a temporary housing for a week in East Los Angeles. • Team conducted six CES assessments. 8 7 • Team transported individual to DMV to obtain California ID. 4 FUTURE GOALS • Build rapport with local homeless z population. 1 1 , • Encourage individuals to accept ■ ■ Case management Housing linkage Provided Transportation Housing services/treatment. interim resources navigation First time ■ Follow up to z Provided resources Transportation (Snack pack) STATS OVER THE PAST MONTH According to our data collected on 11/1/2022 to 11/30/2022. We engaged 16 individuals of which 6 were first-time encounters and 10 follow ups. HIGHLIGHT • Team linked and transported an individual to interim housing at Los Angeles Inn & Suites motel in Inglewood. • Team linked and transported individual to permanent collaborative housing at Jen's House. FUTURE GOALS • Build rapport with local homeless population and connect them with resources. • Encourage individuals to accept services/treatment. t ■ Interim housing linkage t ■ Permanent housing linkage t ■ Case management t ■ Housing navigation STATS OVER THE PAST MONTH According to our data collected on 12/1/2022 to 12/31/2022. We engaged 14 individuals of which 10 were first-time encounters and 4 follow ups. HIGHLIGHT • Team linked and transported an individual to detox at Tarzana's Treatment Center. First time 71.43% • Team linked an individual to permanent housing through family reunification. FUTURE GOALS • Build rapport with local homeless population and connect them with resources. First time ■ Follow up • Encourage individuals to accept services/treatment. 4 1 1 11 M a ■ ■ Housing navigation Medical linkage Snack pack Case management Trz, ortation Permanent housing SUD linkage linkage Firsttime ■Followup 7 First time 50% 87. STATS OVER THE PAST MONTH According to our data collected on 1/1/2023 to 1/31/2023, We engaged S individuals of which 7 were first-time encounters and 1 follow up. HIGHLIGH) • Team linked an individual to permanent housing at Nina's House. • Team linked two individuals to permanent housing at Sherri's House. • Team linked an individual to interim housing at Beacon Light Mission shelter. FUTURE GOALS • Focus outreach efforts with individuals that are proactively working towards their housing plans. • Continue to prioritize HMIS enrollment and data entry. z I 1 1 1 1 1 m ® EM Snack pack Interim housing linkage Permanent housing linkage Housing navigation Transportation ■ First time ■ Follow up 1 First time 60.00% STATS OVER THE PAST MONTH According to our data collected on 2/1/2023 to 2/28/2023, We engaged 5 individuals of which 3 were first-time encounters and 2 follow ups. HIGHLIGHT • Team completed a phone intake to SLID treatment at Lake Hughes Treatment Center. • Team created a HMIS profile and enrolled individual to the Problem Solving for Individuals Program. FUTURE GOALS • Focus outreach efforts with individuals that are proactively working towards their housing plans. • Continue to prioritize HMIS enrollment and data entry. 3 N Housing navigation Resources Snack pack Transportation SUD linkage First time ■ Follow ups 5 5 2 2p 2 1 1 1 1 10 Food Pantry Resources Snack Pack Transportation Benefits Linkage Assistance STATS OVER THE PAST MONTH According to our data collected on 3/1/2023 to 3/31/2023. We engaged 5 individuals of which 3 were first-time encounters and 2 follow ups. HIGHLIGHT • Team linked an individual to interim housing at Dolores Mission Shelter. • Team linked an individual to interim housing at L.A. CADA (Casa de Corazon). • Team linked an individual to permanent housing at Sherri's House. FUTURE GOALS • Focus outreach efforts with individuals that are proactively working towards their housing plans. • Continue to prioritize HMIS enrollment and data entry. 4 r t Housing Interim Navigation Housing Referral 6 . 0 Interim Housing Linkage 1 1 10 0 Permanent Emergency Housing Room Linkage Linkage Medications Wound Care Acquired NOTICE INVITING PROPOSALS NOTICE IS HEREBY GIVEN that the City of Rosemead is soliciting proposals from interested and qualified Vendors to provide Supportive Services consistent with HOME -ARP requirements. Proposals shall be submitted in a sealed envelope marked "HOMELESS OUTREACH & CASE MANAGEMENT SERVICES" and shall be sent to the City Clerk of the City of Rosemead, 8838 E. Valley Blvd., Rosemead, California, 91770; or an electronic proposal shall be submitted via the PlanetBids Vendor Portal at https:Hpbsystem.planetbids.com/portal/54150/portal-home. Proposals are due no later than 10:00AM on Thursday, April 27, 2023, at which time the names of the proposers shall be public. Copies of the proposal may be obtained from the City Clerk's Office, City of Rosemead, 8838 E. Valley Blvd., Rosemead, California, 91770, after the contract has been awarded. Said specifications and proposal forms are hereby referred to and incorporated herein and made a part by reference and all proposals must comply therewith. The City of Rosemead reserves the right to accept in whole or part or reject any and all proposals and to waive any informalities in the proposal process, and all proposals are binding for a period of ninety (90) days after the proposal opening and may be retained by the City for examination and comparison, as specified in the proposal documents. The award of this contract shall be made by the Rosemead City Council. CITY OF ROSEMEAD CITY MANAGER'S OFFICE Dated: April 3, 2023 REQUEST FOR PROPOSAL NO. 2023-07 HOMELESS OUTREACH & CASE MANAGEMENT SERVICES City of Rosemead City Manager's Office 8838 E. Valley Blvd. Rosemead, CA 91770 Proposal Issue Date: April 3, 2023 Written Questions Due: April 13, 2023 Proposals Due: April 27, 2023 TABLE OF CONTENTS Introduction................................................................................... Background.................................................................................... Contract Term and Budget............................................................. Scope of Services/Scope of Work .................................................. Evaluation Criteria.......................................................................... ProposalSubmission...................................................................... Calendarof Events......................................................................... Selectionof Vendor........................................................................ ContractAward.............................................................................. Terms& Conditions........................................................................ Sample Professional Services Agreement ...................................... E� INTRODUCTION John Guess and his wife, Harriet, arrived in the San Gabriel Valley in 1852 in an ox -drawn wagon from Arkansas. They settled in 1855 on a 100 -acre ranch called Savannah on the site of what is now Savannah School. Others followed, including Frank Frost and Leonard Rose. Rose purchased 500 to 700 acres to breed and train horses and called his place Rose's Meadow, which was shortened to Rosemead and gave the city its name. Small truck farms and chicken and rabbit ranches became popular, and the city incorporated in 1959. The quiet, pastoral lands are now crowded with businesses, industries, shops and some 53,000 people. Once a lush green pasture extending from the Los Angeles River east to the Pomona area, Rosemead was indeed a fine place for early settlers to raise fruits, vegetables, grain, and feed. Today, the city boasts that its goals include the improvement of quality of life offered in Rosemead in a business -friendly atmosphere conducive to continued economic growth and prosperity. The city offers a desirable and affordable community in which to live and a dynamic and expanding business sector that is an economic growth engine for West Coast commerce. The American Rescue Plan Act of 2021 (ARP) appropriated $5 billion to communities across the U.S. to provide housing, services, and shelter to individuals experiencing homelessness and other vulnerable populations. These funds were allocated by formula to jurisdictions that qualified for funding through the HOME Investment Partnership Program (HOME Program) from the U.S. Department of Housing and Urban Development (HUD). This special round of funding is called the "HOME -ARP" program. The City was awarded $1,222,084 in HOME -ARP funding. HOME -ARP funds must be used primarily to benefit individuals or families from the following qualifying populations and defined as individuals or families who may be: • Homeless, as defined in section 103(a) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11302(a)); • At -risk of homelessness, as defined in section 401(1) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11360(1)); • Fleeing, or attempting to flee, domestic violence, dating violence, sexual assault, stalking, or human trafficking, as defined by the Secretary; • In other populations where providing supportive services or assistance under section 212(a) of the Act (42 U.S.C. 12742(a)) would prevent the family's homelessness or would serve those with the greatest risk of housing instability; Veterans and families that include a veteran family member that meets one of the preceding criteria. 4 Proposers who are interested in working collaboratively with the City Manager's Office, the Public Safety Department, and key staff should submit their proposals to the City Manager's Office by 10:00AM on Thursday, April 27, 2023. The selected consultant will work with the City to coordinate homeless outreach and case management services for individuals at -risk of becoming homeless or individuals currently experiencing homelessness. The following subjects are discussed in this RFP to assist you in submitting a competitive proposal. CONTRACT TERM AND BUDGET The City of Rosemead is seeking to engage and contract for professional Homeless Outreach & Case Management Services for a fee for services performed for a five (5) year period or until the HOME -ARP funding has been expended. The initial term of this agreement shall be for three (3) years with up to two (2) one (1) year optional renewals. The contract will provide for early termination at the discretion of either party. Funding for this grant must be expended on eligible activities by 2030. Funding for this program is contingent upon approval of the City's HOME -ARP Plan by the Department of Housing of Urban Development. SCOPE OF SERVICES/SCOPE OF WORK For successful award, the consultant shall furnish all labor, materials, equipment, tools, supervision, and other facilities to assist the City of Rosemead in accomplishing its Homeless Outreach & Case Management Services goals, including but not limited to: • Consultant shall be a licensed and certified substance use and behavioral treatment provider by the State of California Department of Healthcare Services and the County of Los Angeles Department of Public Health —Substance Abuse Prevention and Control. • Consultant shall have demonstrated experience with addiction, behavioral problems, mental illness, trauma, domestic violence, and persons experiencing homelessness. • Consultant shall have demonstrated experience providing client centered, trauma informed, recovery -oriented services. • Consultant shall provide critical services across a wide continuum of care and treatment, including outpatient, and intensive outpatient and residential programs. • Consultant shall provide supportive services, such as case management, homeless outreach, substance abuse, housing navigation, and other related counseling services required to support the qualifying populations as defined by HOME -ARP. • Consultant shall provide staffing and costing for the following services to conduct proactive homeless outreach throughout the City of Rosemead: o A 3 -day per week program o A 5 -day per week program 5 • Consultant shall provide qualified, licensed mental health professional staffing to conduct an American Society of Addiction Medicine (ASAM) assessment and, if necessary, individuals may be voluntarily transported to detox or residential treatment based on assessment outcomes. • Consultants shall list the number of beds in reserve for residential treatment and/or emergency transitional housing dedicated to the City. • Consultant shall provide intensive case management services to include documentation and homelessness evaluations, consistent with the County of Los Angeles Coordinated Entry System (CES) and Homeless Management Information System (HMIS). • Consultant shall ensure that all outreach and information provided is maintained on a confidential basis, consistent with state and federal laws and regulations. • Consultant shall provide the City with weekly reports of engagements and services provided. EVALUATION CRITERIA A qualifying proposal must address all the following points: 1. Cover Letter a. Project title b. Firm name c. Summary of key elements of the proposal 2. Firm qualifications a. Type of organization, size, professional registration, and affiliations b. Identify and present qualifications of key team members and partners c. Resume of the principal individual(s) to contact for referral d. The proposal must provide a minimum of three (3) reference accounts at which similar work, both in scope and design, has been completed by the contractor within the last five (5) years e. List of accomplishments for each reference 3. Understanding of and approach to the project 4. Proposer should clearly address in the RFP response how each element of the Scope of Work will be accomplished, as well as provide a project schedule 5. Summary of approach to be taken 6. Overall costs associated with the project 7. Indication of information and participation required from City staff 8. Other information that may be appropriate 9. Disclosure of any potential or existing conflicts of interest with the City of Rosemead or any individual City Official or member of the City staff. a PROPOSAL SUBMISSION Electronic Proposal Submittals: Electronic proposal submittal through the City of Rosemead's Vendor Portal hosted by PlanetBids at: https://Dbsystem.planetbids.com/porta1/54150/porta[-home. Proposal submittal due date is 10:00 AM on Thursday, April 27, 2023. It is the sole responsibility of the Bidder to see that their bid is submitted in proper time. Any proposal received after the scheduled closing time for receipt of proposals will be returned to the Bidder unopened. Faxed, emailed, or proposals submitted in a format other than specified will be rejected. To expedite the evaluation of the proposals, it is mandatory that the instructions and format contained in this RFP be expressly followed. Any submission of proposals that does not follow the instructions and format, and/or fails to comply with the requirements set forth in this RFP, in the sole opinion of the City of Rosemead, may be judged non-responsive and rejected by the City from further consideration. The City reserves the right to reject any and all proposals. The City will not be liable for, nor pay any costs incurred by responding firms relating to the preparation of the proposal. CALENDAR OF EVENTS The following is an anticipated RFP and project timeline: ACTION: DATES: RFP ISSUED APRIL 3, 2023 WRITTEN QUESTIONS DUE APRIL 13, 2023 RESPONSES TO QUESTIONS APRIL 19, 2023 PROPOSALS DUE APRIL 27, 2023 POSSIBLE INTERVIEWS* WEEK OF MAY 1, 2023 REPORT TO CITY COUNCIL MAY 23, 2023 SELECTION OF VENDOR The City Manager's Office will review and evaluate the proposals submitted based on each responding firm's knowledge, experience, skills, past performance, and quality of the proposal. In addition, the following criteria will also be used in the evaluation process: 1. Demonstrated professional skills and credentials of staff to be assigned to the services. 2. Quality of previous services. 7 3. overall cost and fees associated with services. 4. The consultant's responsiveness to the requirements of the agreement as set forth in the RFP. 5. A demonstrated understanding of the work plan and other proposal documents. 6. The consultant's recent experience in conducting contracts of similar scope, complexity, and magnitude, particularly for government agencies. 7. Recent references from local clients with particular emphasis on local government. 8. Demonstration of success as well as value returned to the City. CONTRACT AWARD The final contract award will be subject to the approval of the Rosemead City Council. The successful bidder will be notified as to the date and time of the City Council meeting so it may send a representative to the meeting to present himself/herself to the Council and respond to technical questions. TERMS AND CONDITIONS The following terms and conditions apply to this RFP: 1. Any submission of proposals received after the date and time specified in this RFP will not be considered and will be returned unopened. 2. All material received relative to this RFP will become public information and be available for inspection. The City reserves the right to retain all proposals submitted, whether the proposal was selected or judged to be responsive. 3. Due care and diligence have been exercised in the preparation of this RFP and all information contained herein is believed to be substantially correct; however, the responsibility for determining the full extent of the services rests solely with those making responses. Neither the City nor its representatives shall be responsible for any error or omission in this response, nor for the failure on the part of the respondents to determine the full extent of their exposures. 4. The RFP does not commit the City of Rosemead to award a contract. The City reserves the right to select a vendor from the responses received; to waive any or all informalities and/or irregularities; to re -advertise with either an identical or revised scope, to cancel any requirement in its entirety; or to reject any or all proposals received. The City also reserves the right to approve any subcontractors used by submitting vendors. 5. The City retains the right to contact any/all proposing vendors after submittal in order to obtain supplemental information and/or clarification in either oral or written form. Furthermore, an explicit provision of this RFP is that any oral communication made is not binding on the City's proposal process. 6. The City will not be liable for, nor pay for any costs incurred by responding firms relating to the preparation of any proposal for this RFP. N PROFESSIONAL SERVICES AGREEMENT NAME OF PROJECT (CONTRACTOR NAME) PARTIES AND DATE. This Agreement is made and entered into this INSERT DATE (Effective Date) by and between the City of Rosemead, a municipal organization organized under the laws of the State of California with its principal place of business at 8838 E. Valley Blvd., Rosemead, California 91770 ("City") and CONTRACTOR NAME with its principal place of business at ADDRESS ("Consultant"). City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties." 2. RECITALS. 2.1 Consultant. Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing TYPE OF SERVICE to public clients, is licensed in the State of California and is familiar with the plans of City. 2.2 Project. City desires to engage Consultant to render PROJECT SERVICE OR NAME ("Services") as set forth in this Agreement. 3. TERMS. 3.1 Scope of Services and Term. 3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the TYPE OF SERVICE services necessary for the City, herein referred to a "Services". The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations. 3.1.2 Term. The term of this Agreement shall be for a INSERT TERM YEAR year time period from Effective date with the option for up to two (2) one-year extensions at the sole and absolute discretion of the City, unless earlier terminated as provided herein. Consultant shall complete the Services within the term of the Agreement, and shall meet any other established schedules and deadlines. 3.2 Responsibilities of Consultant. 3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant's exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance. 3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. 3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City. 3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. 10 3.2.5 City's Representative. The City hereby designates the City Manager, or his or her designee, to act as its representative for the performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for all purposes under this Agreement. Consultant shall not accept direction or orders from any person other than the City's Representative or his or her designee. 3.2.6 Consultant's Representative. Consultant will designate to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using )iis/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement. 3.2.7 Coordination of Services: Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times. 3.2.8 Standard of Care; Performance of Employees: Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City Business License, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. 3.2.9 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations. 3.2.10 Insurance: Consultant shall maintain prior to the beginning 11 of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and part of this agreement. 3.2.11 Safety: Contractor shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and lifesaving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. 3.3 Fees and Payments. 3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement and shall not exceed INSERT COST AMOUNT per fiscal year. The City agrees to pay Consultant a fee of INSERT COST AMOUNT WRITTEN ($INSERT NUMBERICAL COST) a month. Extra Work may be authorized in writing, as described below, and will be compensated at the rates and manner set forth in this Agreement. 3.3.2 Payment of Compensation. Consultant shall submit to City a monthly itemized statement which indicates work completed and Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon. 3.3.3 Reimbursement for Expenses: Consultant shall not be reimbursed for any expenses unless authorized in writing by City. 3.3.4 Extra Work: At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from City's Representative. 3.3.5 Prevailing Wages: Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 1600, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such 12 Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft; classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.4 Accounting Records. 3.4.1 Maintenance and Inspection: Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 3.5 General Provisions. 3.5.1 Termination of Agreement. 3.5.1.1 Grounds for Termination: City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause. 3.5.1.2 Effect of Termination: If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents/ Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request. 3.5.1.3 Additional Services: In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated. 3.5.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: 13 CONSULTANT: NAME ADDRESS Attn: Tel: CITY: City of Rosemead 8838 E. Valley Boulevard Rosemead, CA 91770 Attn: City Manager Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 3.5.3 Ownership of Materials and Confidentiality. 3.5.3.1 Documents & Data; Licensing of Intellectual Property: This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City's sole risk. 3.5.3.2 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or 14 insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City. 3.5.4 Cooperation; Further Acts: The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. 3.5.5 Attorney's Fees: If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and all costs of such action. 3.5.6 Indemnification: To the fullest extent permitted by law, Consultant shall defend, indemnify and hold the City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged acts, omissions or willful misconduct of Consultant, its officials, officers, employees, agents, consultants and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of all consequential damages and attorneys' fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against City, its directors, officials, officers, employees, agents or volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents or volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its directors, officials officers, employees, agents or volunteers. 3.5.7 Entire Agreement: This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties. 3.5.8 Governing Law: This Agreement shall be governed by the laws of the State of California. Venue shall be in Los Angeles County. 3.5.9 Time of Essence: Time is of the essence for each and every provision of this Agreement. 3.5.10 City's Right to Employ Other Consultants: City reserves right to employ other consultants in connection with this Project. 15 3.5.11 Successors and Assigns: This Agreement shall be binding on the successors and assigns of the parties. 3.5.12 Assignment or Transfer: Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. 3.5.13 Construction; References; Captions: Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not workdays. All references to Consultant include all personnel, employees, agents, and subcontractors of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement. 3.5.14 Amendment; Modification: No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties. 3.5.15 Waiver: No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise. 3.5.16 No Third -Party Beneficiaries: There are no intended third party beneficiaries of any right or obligation assumed by the Parties. 3.5.17 Invalidity; Severability: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 3.5.18 Prohibited Interests: Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City's Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his 16 or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. 3.5.19 Equal Opportunity Employment: Consultant represents that it is an equal opportunity employer, and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted. 3.5.20 Labor Certification: By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code and agrees to comply with such provisions before commencing the performance of the Services. 3.5.21 Authority to Enter Agreement: Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party. 3.5.22 Counterparts: This Agreement may be signed in counterparts, each of which shall constitute an original. 3.6 Subcontracting. 3.6.1 Prior Approval Required: Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. [Signatures on next page] 17 CITY OF ROSEMEAD CONTRACTOR By: _ City Manager Date Date Attest: City Clerk Date Name: [If Corporation, TWO SIGNATURES, President OR Vice President AND Secretary, AND CORPORATE SEAL OF CONTRACTOR REQUIRED] Approved as to Form: By: Date City Attorney M EXHIBIT A PROPOSAL FOR SERVICES/ RATE SCHEDULE/RESUME EXHIBIT B INSURANCE REQUIREMENTS Prior to the beginning of and throughout the duration of the Work Contractor will maintain insurance in conformance with the requirements set forth below. Contractor will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Contractor agrees to amend, supplement or endorse the existing coverage to do so. Contractor acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City. Contractor shall provide the following types and amounts of insurance: Commercial General Liability Insurance: Contractor shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO "insured contract" language will not be accepted. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less that $1,000,000 combined single limit per accident. If Contractor owns no vehicles, this requirement may be satisfied by a non -owned auto endorsement to the general liability policy described above. If Contractor or Contractor employees will use personal autos in any way on this project, Contractor shall provide evidence of personal auto liability coverage for each such person. Workers Compensation on a state -approved policy form providing statutory benefits as required by law with employer's liability limits no less than $1,000,000 per accident or disease. Contractor shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Agency, its officers, agents, employees and volunteers. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Contractor shall obtain and maintain an umbrella or excess liability insurance policy with limits that will provide bodily injury, personal injury and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability, automobile liability, and employer's liability. Such policy or policies shall include the following terms and conditions: • A drop down feature requiring the policy to respond if any primary insurance that would otherwise have applied proves to be uncollectible in whole or in part for any reason; • Pay on behalf of wording as opposed to reimbursement; • Concurrency of effective dates with primary policies; and • Policies shall "follow form" to the underlying primary policies. Insureds under primary policies shall also be insureds under the umbrella or excess policies. Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Contractor and "Covered Professional Services" as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must "pay on behalf of the insured and must include a provision establishing the insurer's duty to defend. The policy retroactive date shall be on or before the effective date of this agreement. Cyber security and privacy liability: Contractor shall procure and maintain insurance with limits of $1,000,000 per occurrence/loss, $2,000,000 general aggregate, which shall include the following coverage: a. Liability arising from the theft, dissemination and/or use of confidential or personally identifiable information; including but not limited to personally identifiable information (PII), protected health information (PHI), security codes, access codes, passwords, etc. b. Network security liability arising from the unauthorized use of, access to, or tampering with computer systems, including hacker or denial of service attacks. c. Liability arising from introducing a computer virus into or otherwise causing damage to vendor (first -party) or customer's (third party) computer, computer system, network, or similarly related property and the data, software, and programs. d. Liability arising from professional misconduct or lack of the requisite skill required for performing services defined in the contract or agreement. e. Costs associated with restoring, updating, or replacing data. f. Costs associated with a privacy breach, including notification costs, customer support, forensics, crises management, public relations consulting, legal services of a privacy attorney, credit monitoring, and identity fraud resolution services for affected individuals. Requirements not limiting: Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the Agency requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Agency. Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an AM Bests rating of A- or better and a minimum financial size VII. General conditions pertaining to provision of insurance coverage by Contractor. Contractor and City agree to the following with respect to insurance provided by Contractor: 1. Contractor agrees to have its insurer endorse the third -parry general liability coverage required herein to include as additional insureds City, its officials, employees and agents, using standard ISO endorsement No. CG 2010. Contractor also agrees to require all contractors, and subcontractors to do likewise. 2. No liability insurance coverage provided to comply with this Agreement shall prohibit Contractor, or Contractor's employees, or agents, from waiving the right of subrogation prior to a loss. Contractor agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise. 3. All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage. 4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. 5. No liability policy shall contain any provision or definition that would serve to eliminate so-called "third party action over" claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor. 6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Contractor shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City's protection without City's prior written consent. 7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Contractor `s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Contractor or deducted from sums due Contractor, at City option. 8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage. Contractor agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will "endeavor" (as opposed to being required) to comply with the requirements of the certificate. 9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Contractor or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self-insurance available to City. 10. Contractor agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Contractor, provide the same minimum insurance coverage required of Contractor. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Contractor agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 11. Contractor agrees not to self -insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self -insure its obligations to City. If Contractor's existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Contractor, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. 12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Contractor ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Contractor, the City will negotiate additional compensation proportional to the increased benefit to City. 13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement. 14. Contractor acknowledges and agrees that any actual or alleged failure on the part of City to inform Contractor of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard. 15. Contractor will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect. 16. Contractor shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Contractors insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages. 17. The provisions of any workers' compensation or similar act will not limit the obligations of Contractor under this agreement. Contractor expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents. 18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be limiting or all-inclusive. 19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such. 20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section. 21. Contractor agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Contractor for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third parry for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. Contractor agrees to provide immediate notice to City of any claim or loss against Contractor arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City. Lam_ 4-� CADA A Path to Recovery and Healthy Living HEADQUARTERS and ADMINISTRATIVE OFFICES 12070 Telegraph Road Suite 207 Santa Fe Springs, CA 90670 Admin: 562777.7500 HR:562777.7503 Finance: 562777.7512 Fac 562.777.7510 w Jacadaxom April 26, 2023 Ben Kim, City Manager City of Rosemead 8838 E. Valley Blvd. Rosemead, CA 91770 Dear Mr. Kim, L.A. CADA is pleased to submit our proposal in response to Request for Proposals NO. 2023-07 for Homeless Outreach & Case Management Services in the City of Rosemead. L.A. CADA has been a leading provider of substance use and behavioral treatment services in the County of Los Angeles for over 50 years. We have a team of highly qualified and experienced staff who are dedicated to providing quality services to our clients. As such, L.A. CADA is uniquely positioned to provide the comprehensive and client -centered services required to support the homeless population in Rosemead. Our proposal outlines a wide range of services that we will provide, including proactive homeless outreach, intensive case management, and ASAM assessment. We have a demonstrated track record of success working with individuals experiencing addiction, behavioral problems, mental illness, trauma, and domestic violence. Our staff members are highly qualified and trained to provide trauma -informed, recovery - oriented services across the continuum of care and treatment, including outpatient, intensive outpatient, and residential programs. Our team will provide a range of supportive services, including case management, homeless outreach, substance abuse, housing navigation, and other related counseling services. We are committed to collaborating with the City of Rosemead to achieve our shared goal of ending homelessness. We look forward to the opportunity to partner with the City of Rosemead to address the challenges of homelessness and to provide comprehensive and effective services to those in need. If you have any questions or require additional information, please do not hesitate to contact me. Sincerely, Can�rn+^a Juan Navarro Chief Executive Officer L.A. eADA Celebraring Los Angeles Centers for Alcohol and Drug Abuse CITY OF ROSEMEAD REQUEST FOR PROPOSAL NO. 2023-07 HOMELESS OUTREACH & CASE MANAGEMENT SERVICES Attachment: Proposal Forms in response to REQUEST FOR PROPOSAL NO. 2023-07 L.A. CADACa . L.A.CADA ..., o#. . _. Los Angeles Centers for Alcohol and Drug Abuse CITY OF ROSEMEAD REQUEST FOR PROPOSAL NO. 2023-07 HOMELESS OUTREACH & CASE MANAGEMENT SERVICES Attachment: Technical Proposal in response to Request for Proposal No. 2023-07 Firm Qualifications Type of organization, size, professional registration, and affiliations Los Angeles Centers for Alcohol and Drug Abuse (L.A. CADA) is a nonprofit 501(c)3 behavioral healthcare provider established in 1971 to serve Los Angeles County. Our mission is to save lives, unite families, and protect the community by providing access to non- profit, evidence -based behavioral s services that address the needs of vulnerable and disadvantaged populations. L.A. CADA is a BIPOC-led nonprofit agency (Black, Indigenous, People of Color) dedicated to equity for and BIPOC leadership by the marginalized communities we serve. We ground our services in social justice, healthcare equity, and adherence to CLAS National Standards for Culturally and Linguistically Appropriate Services in Health and Health Care, ' working to promote cultural humility into all agency services. L.A. CADA's service system is trauma -informed on every level. As a local agency, we have expertise in local homeless and frequently related behavioral health issues. The key to L.A. CADA's homeless services approach is the utilization of non judgmental, trauma informed, recovery -oriented, and culturally/linguistically-appropriate multi- disciplinary teams. Our teams include Outreach Workers, Mental Health Clinicians, Case Managers, and skilled medical personnel. Together, they have the skills needed to engage and screen homeless individuals, and link them to critical services for targeted and intensive care coordination. Service linkage for this project will include priority placement in L.A. CADA's extensive continuum of care: emergency housing beds, transitional housing beds, supportive services, including linkage to health care, permanent housing, and workforce development services. L.A. CADA's broad continuum of evidence -based care for homeless services and alcohol, drug, and mental health disorders includes: • 232 state -licensed residential treatment beds; • 16 state -licensed residential beds for mental health crisis stabilization; • 244 Recovery Bridge Housing (RBH) beds for the homeless (including 45 beds in LGBTQ+ Affirming or exclusive programs; 32 beds co -located in the Los Angeles Mission on Skid Row; and 71 RBH beds in the San Gabriel Valley); • Over 500 state -certified outpatient slots; • Jail -based treatment in Men's Central Jail • Court -based treatment referral and navigation (Alhambra, Pasadena, Bellflower, Downey, Long Beach, Norwalk, and East L.A. Municipal Courts, as well as L.A.'s "Rainbow" Court, the nation's only LGBTQ+Affirming Community Collaborative Court) • School-based treatment in El Rancho School District and Whittier Unified School District We are headquartered in SPA 7 and our program facilities are located in Alhambra, Pasadena, Altadena, Bellflower, Pico Rivera Santa Fe Springs, South Gate, Whittier, downtown Los Angeles, East Los Angeles, Hollywood, and Long Beach — with new facilities continuously in development. We employ a diverse staff of over 550 multidisciplinary behavioral healthcare workers. Agency employees include: addiction specialist M.D.s; physicians; psychiatrists; Nurse Practitioners, RNs, and LVNs; state -licensed clinical therapists; registered SUD counselors; navigators/case managers; as well as dedicated peer mentors with lived recovery experience, and program support staff. Identify and present qualifications of key team members and partners Program Manager, Joshua Heinzman Joshua Heinzman. Mr. Heinzman holds a Bachelor's Degree in Psychology and is a certified Substance Use Disorder Counselor, with lived experience. He is the Supervisor of Homeless Services for L.A. CADA, and has served as the Supervisor of the Community Engagement and Navigation Services for Service Provider Area (SPA 7) for L.A. CADA. Mr. Heinzman has assisted L.A. CADA in the implementation of all of our Homeless service programs and has developed strong relationships with community partners in the process. Program Coordinator, Syria Ramirez Syria Ramirez has been with L.A. CADA for 3 years and currently serves as a Homeless Outreach Navigator. Homeless Outreach Navigator, TBD L.A. CADA, upon notice of award, will recruit and hire a Homeless Outreach Navigator with appropriate experience to fill this position. A Homeless Outreach Navigator will have experience working with individuals with similar needs and will have performed similar work previously. Resume of the principal individual(s) to contact for referral Resumes will follow the technical proposal. Provide a minimum of three (3) reference accounts at which similar work, both in scope and design, has been completed by the contractor within the last five (5) years L.A. CADA references for this project are: 1. Alhambra City Manager, Jessica Binnquist 111 S First Street, Alhambra, CA 91801 jbinnquisi@citvofalhambra.org Phone: 626-570-5010 2. Long Beach City Prosecutor, Doug Haubert 411 W. Ocean Blvd. 8s' Floor, Long Beach, CA 90802 orosecutor(dIon bg each.gov (562)570-5600 3. Nancy Chand, Deputy In -Charge, L.A. County Department of Mental (Project LEAD) Health 210 W. Temple Street, 19' Floor Los Angeles, CA 90012 (213)974-2839 NRichards(a,pubdef lacounty.sov 4. Dr. Gary Tsai, Director L.A. County Substance Abuse Prevention and Control (SAPC) 1000 South Fremont Ave, Building A-9 East, 3rd Floor, Alhambra, CA 91803 (626)299-4101 GTsai(a),ph.lacou1M.gov List of accomplishments for each reference L.A. CADA has been a part of Los Angeles County's Specialty Substance Use Disorder Treatment System operated within the Department of Public Health since the mid 1980's. We are a major provider of L.A. County homeless treatment beds for adults with alcohol, drug, and mental health disorders, as well as the largest provider of Recovery Bridge Housing (RBH) for the homeless in Los Angeles County. L.A. CADA is the L.A. County Service Planning Area (SPA) 7 provider for Community Engagement and Navigation Services (CENS), delivering needs assessment and service navigation for local residents, including the homeless. All L.A. CADA programs work closely with the L.A. County Coordinated Entry System (CES) for the homeless in the Service Planning Areas (SPAs) that L.A. CADA serves (SPAs 3; 4; 6; 7; and 8). Our agency is a CES Access Point in SPA 7. We deliver similar homeless outreach services for the Alhambra Homeless Outreach Mental Evaluation Team. L.A. CADA outreach workers provide street outreach, needs assessment, and service navigation for homeless residents of Alhambra, many of whom have behavioral health issues. The project is part of our agency's 50 -year history in the delivery of services addressing community homelessness and behavioral health disorders. Our agency has begun delivery of similar services at the request of the cities of Monrovia, West Covina, Altadena, the SGVCOG, Hawthorne, San Dimas and Glendora. As a provider for Alhambra's HOME Team, L.A. CADA has an understanding of homeless issues and needs in the Los Angeles area. L.A. CADA knows that homelessness rose by 3% in SPA 7 in 2020 and that the South Bay's unsheltered population is 65% larger than Skid Row' S33, We know that the number of homeless individuals counted in local shelters dropped by 19% in 2021 as compared to 2020's figures. L.A. CADA understands that there are an insufficient number of homeless beds in SPA 7. To address the immediate need, L.A. CADA opened a 20 -bed emergency shelter in Santa Fe Springs in the summer of 2022. Beds for homeless people are available in L.A. CADA residential treatment programs, as well as our Recovery Bridge Housing programs. Another similar L.A. CADA project that conducts homeless services is the Priority Access Diversion Program in Long Beach. This project is a collaboration between the Long Beach City Prosecutor, the Long Beach Department of Public Health, the Los Angeles Public Defenders Office, and L.A. CADA. Our agency identifies homeless defendants at highest risk in Long Beach. In lieu of continued criminal prosecution for violations common to the homeless (loitering, vagrancy, trespassing, possession of controlled substances or paraphernalia, failures to appear, etc.), L.A. CADA is asked to intervene before or at the time of arraignment. We offer defendants whole person care with priority placement in our treatment programs, housing, or both. As this project proceeds in its fourth full year, L.A. CADA and the City of Long Beach are working to the greatest extent possible to deliver these services pre -arrest or pre -indictment. All participants are homeless with multiple prior criminal convictions. L.A. CADA's experience and exnertise with homeless persons involved in the criminal justice system is an innovative asset to Montebello's Services to Supplement to Existing Homeless Services Program. As noted, our agency is co -located in many Community Collaborative Courts in L.A. County to provide referral to treatment for defendants, including those who are homeless. We are also a part of the L.A. County LEAD Project (Law Enforcement Assisted Diversion) in East Los Angeles -- and soon in Long Beach and Hollywood. LEAD is a community-based diversion intervention created to improve public safety, reduce unnecessary justice system involvement, and improve the health and stability of people who participate in the program. LEAD focuses on providing services to people who are disproportionately in contact with law enforcement, including homeless people. This population often has unmet behavioral health needs and they frequently cycle in and out of jail, have multiple contacts with the legal system, and are at high risk for recidivism. Unfortunately, these are the very people who are typically excluded or underserved by existing programs and are disproportionately impacted by poverty, racial disparities in policing, and arrests. In all of these projects, L.A. CADA has a demonstrated track record for meeting contractual budgets, scope, and schedules. Understanding of and approach to the project L.A. CADA understands that the City of Rosemead's Homeless Outreach & Case Management Services project requires a comprehensive approach to addressing the complex needs of individuals experiencing homelessness. Our experience and expertise align with the key elements of the project scope, including our certification as a substance use and behavioral treatment provider by the State of California Department of Healthcare Services and the County of Los Angeles Department of Public Health - Substance Abuse Prevention and Control. We recognize that homelessness is often linked to underlying issues such as addiction, behavioral problems, mental illness, and trauma. To address these challenges, we have demonstrated experience in providing client -centered, trauma -informed, and recovery -oriented services to individuals experiencing homelessness. Our critical services span a wide continuum of care and treatment, including outpatient, intensive outpatient, and residential programs. We are committed to providing supportive services, such as case management, homeless outreach, substance abuse, housing navigation, and other related counseling services, to support the qualifying populations as defined by HOME -ARP. Our proactive approach to homeless outreach will include both a 3 -day per week program and a 5 -day per week program. Additionally, we will provide qualified and licensed mental health professionals to conduct American Society of Addiction Medicine (ASAM) assessments and, if necessary, transport individuals to detox or residential treatment based on assessment outcomes. We will ensure that our approach to case management services is consistent with the County of Los Angeles Coordinated Entry System (CES) and Homeless Management Information System (HMIS), and that all outreach and information provided is maintained on a confidential basis, in accordance with state and federal laws and regulations. We are committed to providing the City of Rosemead with weekly reports of engagements and services provided. Our understanding of the project's scope of work and our approach to addressing its key elements demonstrate our commitment to effectively assisting the City of Rosemead in accomplishing its Homeless Outreach & Case Management Services goals. Clearly address in the RFP response how each element of the Scope of Work will be accomplished, as well as provide a project schedule L.A. Centers of Alcohol and Drug Abuse (L.A. CADA) is well-equipped to provide the necessary services to assist the City of Rosemead in achieving its Homeless Outreach & Case Management Services goals. Our team is comprised of licensed and certified substance use and behavioral treatment providers, with a demonstrated history of successfully treating individuals with addiction, behavioral problems, mental illness, trauma, domestic violence, and homelessness. Our approach to this project is client -centered, trauma -informed, and recovery -oriented. We will provide critical services across a wide continuum of care and treatment, including outpatient, intensive outpatient, and residential programs. Our supportive services will include case management, homeless outreach, substance abuse treatment, housing navigation, and other related counseling services as required by HOME -ARP. To conduct proactive homeless outreach throughout the City of Rosemead, we will provide staffing and costing for a 3 -day per week program and a 5 -day per week program. We will also provide qualified, licensed mental health professional staffing to conduct an American Society of Addiction Medicine (ASAM) assessment. If necessary, individuals may be voluntarily transported to detox or residential treatment based on assessment outcomes. To ensure that we can accommodate the needs of the community, we will reserve a certain number of beds for residential treatment and/or emergency transitional housing dedicated to the City of Rosemead. We will also provide intensive case management services, including documentation and homelessness evaluations consistent with the County of Los Angeles Coordinated Entry System (CES) and Homeless Management Information System (HMIS). Confidentiality is of utmost importance to us, and we will ensure that all outreach and information provided is maintained on a confidential basis consistent with state and federal laws and regulations. We will also provide the City with weekly reports of engagements and services provided to ensure transparency and accountability. Our project schedule is as follows: Phase 1: Planning and Preparation (30 days after formal execution of agreement) • Review REP and gather necessary information (1 week) • Develop project plan and timeline (1 week) • Recruit and hire necessary staff (4 weeks) Phase 2: Implementation • Conduct proactive homeless outreach programs (12 weeks) • Provide ASAM assessments and transport individuals to detox or residential treatment as necessary (12 weeks) • Provide supportive services, such as case management and housing navigation (12 weeks) • Provide intensive case management services consistent with CES and HMIS (12 weeks) Phase 3: Reporting and Evaluation • Provide weekly reports to the City (24 weeks) • Conduct program evaluation and submit final report to the City In conclusion, L.A. CADA is fully committed to assisting the City of Rosemead in accomplishing its Homeless Outreach & Case Management Services goals. Our experienced team, client -centered approach, and comprehensive project plan make us well-equipped to provide the necessary services and achieve the desired outcomes. Summary of Approach to be taken L.A. CADA is committed to providing high-quality Homeless Outreach & Case Management Services to the City of Rosemead. To accomplish the goals of the project, we will employ evidence -based practices and a team of highly trained and experienced staff who are committed to providing client - centered, trauma -informed, and recovery -oriented services. To meet the requirements of the Scope of Work, L.A. CADA will provide the following services: • Assign staff with demonstrated experience with addiction, behavioral problems, mental illness, trauma, domestic violence, and persons experiencing homelessness. • Provide services that are critical across a wide continuum of care and treatment, including outpatient, intensive outpatient, and residential programs. • Supportive services, such as case management, homeless outreach, substance abuse, housing navigation, and other related counseling services required to support the qualifying populations as defined by HOME -ARP. • A 3 -day per week program and a 5 -day per week program to conduct proactive homeless outreach throughout the City of Rosemead. • Staff qualified, licensed mental health professional staffing to conduct an American Society of Addiction Medicine (ASAM) assessment and, if necessary, individuals may be voluntarily transported to detox or residential treatment based on assessment outcomes. • Dedicate a number of beds to reserve for residential treatment and/or emergency transitional housing dedicated to the City of Rosemead • Intensive case management services to include documentation and homelessness evaluations, consistent with the County of Los Angeles Coordinated Entry System (CES) and Homeless Management Information System (IMS). Confidentiality of all outreach and information provided, consistent with state and federal laws and regulations. Weekly reports of engagements and services provided to the City. L.A. CADA will work individually with the outreach participants and city staff to learn the specific needs of the program participants and the areas of focus the city would like to prioritize. We understand that each city in Los Angeles county that is trying to make an impact in this housing crisis, has differing resources; as such L.A. CADA will tailor the delivery of proposed supplemental homeless outreach and services for the needs of the City of Rosemead, working closely with city staff and to ensure that local needs are fully met and services are not duplicative. Additionally, L.A. CADA has developed an extensive and comprehensive list of resources available in SPA 3 as we provide the CENS services to SPA 7. We are aware of a plethora of service providers and resources that will be useful to the program participants and ensure the success of the program in SPA 3. We anticipate the need for urgent linkages to services (specialized case manager, mental health clinician, and SUD counselor) L.A. CADA staff will work with CBOs on this program and deliver: Housing Navigation; Case Management; Homeless Prevention/Problem-Solving. L.A. CADA will also provide Supportive Services (referral to legal services, workforce development, etc.); Mental Health Support; Health Support; and direct funding resources. L.A. CADA will identify participant's existing services providers. If one does not exist, the participant will be enrolled into either L.A. CADA's continuum of care whenever possible, or the most appropriate provider. For participant's linked to another provider, L.A. CADA will ensure a warm handoff is completed. Additionally, these participant's will have regular/consistent follow-ups with the outside provider to ensure client/participants are making progress towards established housing plans and case management goals. L.A. CADA will provide support as needed to assist in participant's achieving these plans and goals. For those with an external provider, monthly care coordination with said provider will be conducted. For participant's enrolled into services, housing plans and case management goals will be established within no more than two weeks of admission. Subsequently, all housing plans will be reviewed and re -assessed every 90 days. Participants will have weekly case management sessions, which will include any and all required housing navigation services. Priority will be given to medical and mental health needs. We understand that the successful implementation of this project will require close collaboration with the City of Rosemead and other community partners. We are committed to attending regularly scheduled and as -needed coordination and/or staff meetings and/or performance improvement meetings with the City and other County partners to manage Participants' issues including, but not limited to, health, behavioral health, substance use disorder, life skills, employment/educational, or any other issues. We will build and maintain collaborative partnerships with community organizations, service providers, and public entities to ensure that Participants have access to a comprehensive array of supportive services. We have created a project schedule that outlines the timeline for accomplishing the Scope of Work. We will work closely with the City of Rosemead to ensure that all deadlines are met and that the project is completed on time and within budget. Overall costs associated with the project The cost proposal is to follow the technical proposal. L.A. CADA in the provision of Homeless Outreach Services operates on a flat rate, not through cost reimbursement. Indication of information and participation required from City staff L.A. CADA has a developed working relationship with the city of Rosemead through the Regional Homeless Services Efforts through SGVCOG. As such, L.A. CADA will continue to work closely with City staff when necessary to ensure the success of the program. L.A. CADA will always keep an open line of communication with the City of Rosemead and we expect to meet regularly during program start up and implementation. Other information that may be appropriate L.A. CADA understands that the City of Rosemead seeks providers to deliver services to PEH in Rosemead that fill gaps within the existing homeless services system. We know that these gaps are: • Insufficient availability of certain types of beds and interim housing units; • Mental health and health services; • Easily accessible supportive services (e.g., legal services, workforce development); • Easily accessible financial assistance; and • Insufficient culturally -sensitive resources Our agency is highly qualified to fill these specific gaps through our continuum of care which includes: • Emergency and interim shelter beds; • a 50 -year local demonstrated track record in delivery of homeless mental health and health services; • strong experience in service coordination for homeless people, including ancillary supportive services (and partnerships in place with adult schools, workforce development agencies, legal services domestic violence services, etc.) • expertise in homeless case management that includes linkage to benefits and other financial assistance; and • A BIPOC-led workforce that reflects the service area demographics and is fully trained in the delivery of culturally- and linguistically appropriate care. L.A. CADA also understands that project services must be grounded in best practices for People Experiencing Homelessness (PEH), including Housing First and Trauma -Informed Care. Both are core L.A. CADA evidence -based practices (EBP) and all staff are trained in these and other EBPs following hire. Disclosure of any potential or existing conflicts of interest with the City of Rosemead or any individual City Official or member of the City staff L.A. CADA has no potential or existing conflicts of interest with the City of Rosemead or any individual City Official or member of the City of Rosemead staff. L.A. CADA ,4 L.A. CADA Los Angeles Centers for Alcohol and Drug Abuse CITY OF ROSEMEAD REQUEST FOR PROPOSAL NO. 2023-07 HOMELESS OUTREACH & CASE MANAGEMENT SERVICES Attachment: Resumes/Proposed Staff * in response to Request for Proposals 2023-07 * Please note that staff can be revised as per the needs of the city of Rosemead Joshua Heineman (310)866-6273 4515 Saturn Street Los Angeles, CA 90019 jh9783@gmail.com Objective To join an organization where my personal, professional, and educational experience is utilized to the benefit of those in need of, and seeking social services. Skills & Abilities Servant leadership, organizational expertise, adaptable, problem solving, critical thinking, collaborative, compassionate, dedicated, and teachable. Certified Addiction Treatment Counselor CATC-III #143078 Experience September 2020- Current Program Supervisor, Los Angeles Centers for Alcohol and Drug Abuse L.A. CADA • Management and operations of five homeless outreach programs/teams, supervision of SPA -7 CENS department, in custody START program counselor, court navigation services, and counselor for LGBTQ+specific programming. • Facilitated the launch of four homeless outreach programs/teams. April 2018 — September 2020 Multi -Unit Store Manager, Lamps Plus • Managed a brick and mortar location as well as the company's installation department, oversaw sales performance, inventory, and customer service. • Navigated the covid19 pandemic, and the store was able to re -open and remain in business. September 2015—April 2018 Administrative Manager, Lowe's Home Improvement • Managed a brick and mortar location as well as the company's installation department, oversaw sales performance, inventory, and customer service. • Assisted with in-store management re -structuring. March 2014—June 2015 Primary Counselor & Case Manager, Breathe Life Healing Center • Facilitated individual/group sessions, provided case management services, and conducted outpatient programming for patients completing residential treatment. • Developed the Organization's Outpatient treatment program, as well as family week programming/curriculum. Education University of Massachusetts- Masters of Social Work (intern) 2022- Current Antioch University — Bachelors of Arts Human Services Administration 2021 SYRIA RAMIREZ Azusa, CA 91702 626-506-4957 - ramirersyria@gmail.com PROFESSIONAL SUMMARY To seek and maintain full-time position that offers professional challenges utilizing interpersonal skills, excellent time management and problem -solving skills. SKIT LS • Family Assistance • Housing Navigation • Community Outreach Programs • Bilingual • Insurance Verification • Crisis intervention • Public and Community Relations WORK HISTORY 04/2022 to Current Homeless Outreach Navigator LA CADA —West Covina, CA • Took active role in client crisis intervention • Built partnerships with related organizations to develop support and gain greater attention for the homeless issues. • Used critical thinking to break down problems, evaluate solutions and make decisions. • Community engagement with city officials and local Peace officers. • Applied behavior analysis and cognitive behavioral therapy. • Managed support services and fostered communication among social workers, therapists, hospital staff and patients. 04/2021 to Current Residential Aide LA CADA — Southgate, CA • Reported unusual or urgent circumstances in patients' condition or environment immediately to program director. • Transported patients to medical appointments, court appearances, and provided monitored support. • Prepared test samples and obtained and recorded test data in accordance with standards. • Used sample prep equipment to prepare for drug tests. • Quickly learned new skills and applied them to daily tasks, improving efficiency and productivity. • Demonstrated respect, friendliness and willingness to help wherever needed. • Performed duties in accordance with applicable standards, policies and regulatory guidelines to promote safe working environment. 07/2020 to Current Resident Aide Driver LA CADA — Pasadena, CA • Remained alert to problems or health issues of clients and competently responded. • Encouraged patients to participate in group activity to help boost mood and improve overall wellness. • Kept close eye on behavior and emotional responses of clients to address concerns and protect each person from harm. • Monitored and maintained cleanliness, sanitation, and organization of assigned station and service areas. • Interacted kindly with patients and families and displayed positive, outgoing attitude, resulting in establishment of long-term, professional relationships. • Offered support for client mental and emotional needs to enhance physical outcomes and overall happiness. • Scheduled and accompanied clients to medical appointments. • Monitored and assisted residents through individual service plans. • Administered medications to patients and remained vigilant for negative side effects. 08/2018 to 06/2020 Assistant House Manager PCCF Woman's Discipleship Home — Pasadena, CA • Managed day-to-day operation of home. • Supervised residents handling chores and provided constructive feedback. • Assisted residents with daily living tasks. • Managed all intake and discharge paperwork and procedures for residents. • Maintained positive living environment . EDUCATION 02/2015 Medical Billing Certification : Medical Assisting Downey Adult School - Downey, CA L.A. :ca * L.A.CADA CADA Los Angeles Centers for Alcohol and Drug Abuse CITY OF ROSEMEAD REQUEST FOR PROPOSAL NO. 2023-07 HOMELESS OUTREACH & CASE MANAGEMENT SERVICES Attachment: Cost Proposal in response to Request for Proposal 2023-07 0 C, m 'a o G S y W W d b c o u cm C c n a a y v E 0 m m o 3 � b A p p x n j S O S O O f� lQ`�Np � S O O N O O O eNi C �D N m Q p N b Q O 8O 8O p ON O S Op p O O O p T viOi n N emi T O O O tD �O 1iOO V1 M 0 m O N N r fll (Vf lIl P r p m N T 01 P ydr N N N N y y y p N P p N N N N Nom^ N N NJJ N N N^^JJ N N N N N d �p � S E Q� O a r y m N E d S O S O S S S S S S S S N 8 8 8 D N 8 8 8 8 8 10 8 8 S oo m u N bb o8 IR O 10 � rtf tvi M O I� c C Q aG N N N N N N N N N N N N N N N G O � pj m 9 6 m A 2 c p \ O m y 6 u u G mCc S C S c 6 O W C u E a t ii O C L N L U c> p G 2 CE a C o m" a „m, v a d m '^ a °o o N n m 2- ° 0 ° m m m �i u m a v 0 a i n` x y , a x N �- o o e u