HomeMy WebLinkAboutD-01 Staff Report - Measure H Plan AdoptionSCHEDULED ITEM
D-1
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
VIA: SERGIO GONZALEZ, CITY MANAGER
FROM: ANN GRAF, DIRECTOR OF INFORMATION TECHNOLOGY AND LIBRARY
SERVICES
DATE: JUNE 4, 2018
SUBJECT: REVIEW AND APPROVE THE CITY OF AZUSA PLAN TO PREVENT AND
COMBAT HOMELESSNESS
BACKGROUND:
On June 13, 2017, the County of Los Angeles Board of Supervisors approved Measure H
funding allocations in support of the County’s Homeless Initiative, strategies to prevent and
combat homelessness in the County. On September 18, 2017, the City submitted a grant
application for the 2017 City Homeless Planning Grant through the Home for Good Funders
Collaborative. On October 23, 2017, the City received notice that its application had been
selected for an award of $50,000 to develop a locally specific City Plan to Prevent and Combat
Homelessness (City Plan). The City Plan will outline the complexity of homelessness, and
identify opportunities for City and County collaboration in the implementation of identified
strategies, dependent upon resources and funding available.
The City Plan aligns with the Los Angeles County Homeless Initiative Strategies where possible,
aiming to achieve mutual goals. On January 18, 2018 the SGVCOG governing board with input
from cities selected LeSar Development Consultants (LDC) to assist each city with the
development of a plan. On January 31, 2018 the City participated in a regional kick-off meeting
with all cities facilitated by LDC to provide education, overview of the plan process, and discuss
next steps.
During March 2018 LDC facilitated a series of community meetings in the City with various
stakeholders, community members, homeless service providers, residents, businesses, law
enforcement, and city staff to discuss the issues, challenges, and concerns with homelessness in
the City as well as potential strategies to address the situation. The information gathered at the
various meetings formulated the goals and strategies included in the City Plan and best reflect
priorities and needs that align with the strategies adopted by the County of Los Angeles Board of
Supervisors and funded by Measure H.
APPROVED
CITY COUNCIL
6/4/2018
RECOMMENDATION:
Staff recommends the City Council take the following actions:
1) Review and Approve the “City of Azusa Plan to Prevent and Combat Homelessness”
2) Authorize the City Manager to submit the completed plan to the County of Los Angeles
ANALYSIS:
The plan provides background on efforts to date within the City as well as establishes five goals
with supporting action items for preventing and navigating through the homelessness crisis over
the next three years.
The summary of goals and action steps in the plan are as follows:
Goal 1: Better understand homelessness and educate city staff and community about its impact
• Continue to meet with citywide team comprised of City staff to explore various
aspects of addressing homelessness and provide community awareness of
homelessness and its impacts.
• Outreach to Chamber and Business community via existing community events and
Chamber meetings.
Goal 2: Increase outreach and engagement activities that link to the crisis response system
• Expand the City’s Neighborhood Connections program to link homeless and at risk
individuals to the crisis response system.
• Explore opportunities to co-locate outreach workers from Union Station Homeless
Services and/or social services agencies for vulnerable populations.
Goal 3: Identify funding opportunities and strategies to implement the City Plan
• Explore County grant opportunities for City Plan staff support and coordination.
Goal 4: Explore the feasibility of increasing affordable housing
• Explore opportunities to connect individuals and families seeking housing to CES
(Coordinated Entry System) or community resource specialist for affordable housing.
• The City will explore how to utilize parcels of land and available funds to develop
affordable housing within the City.
Goal 5: Participate in regional coordination on homeless plan implementation
• Participate in regional coordination activities with the San Gabriel Valley Council of
Governments and partnering cities.
• Coordinate implementation activities with LAHSA (LA Homeless Services
Authority) and the County Homeless initiative team.
• Coordinate with the Los Angeles County Metropolitan Transportation Authority to
increase outreach along transit corridors and reduce the impact of homelessness on
residential communities.
The goals and action items are in alignment with the County Homeless Initiative Strategies. The
Plan also identifies the City’s next steps, includes periodic progress reports and opportunities for
City Council to update the Plan.
The City plan is due to the County of Los Angeles by June 30, 2018. There is potential that
Measure H funding will become available to Cities who have submitted a plan and want to apply
for plan implementation funds. Upon submittal to the County, the scope of work for the City
Planning grant will be completed.
The City Plan may be used to develop grant proposals for potential funders so resources may be
obtained to serve the homeless or those at risk of becoming homeless. The City Plan also
includes actively working with local organizations that provide homeless services, with the
potential of bringing more services to the City of Azusa.
FISCAL IMPACT:
There is no fiscal impact associated with the recommended actions. Once the City Plan is
approved by the City Council it will be submitted to Los Angeles County as a deliverable to
satisfy the planning grant. The City Plan will position the city to be eligible for various funding
and services that will support the plan.
Prepared by: Reviewed and Approved by:
Ann Graf Sergio Gonzalez
Director of Information Technology City Manager
and Library Services
Attachment:
1) City of Azusa Plan to Prevent and Combat Homelessness
City of Azusa
Plan to Prevent and
Combat Homelessness
(July 2018)
Prepared by: In collaboration with:
Attachment 1
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i
About the City of Azusa Plan to Prevent and Combat
Homelessness
The Azusa City Council accepted the County of Los Angeles City Planning Grant to develop a
City plan to prevent and combat homelessness. The City was awarded the grant in October
2017, and in December 2017 approved an agreement with LeSar Development Consultants
(LDC) to assist with plan creation.
On March 5, 2018, LDC along with the City of Azusa Department of Information Technology and
Library Services provided City Council with an overview of the Measure Homeless Initiative and
City Homelessness Plan development, including the plan’s purpose and the process for
conducting research and gathering public input from City staff, the business community,
residents, and faith-based organizations and nonprofit services providers. The process included
two stakeholder meetings, regular calls with City staff, and meetings and calls with the Azusa
Unified School District, Azusa Pacific University, the Housing Authority of the County of Los
Angeles, and the County Office of Education. These meetings and interviews focused on ways
to improve the quality of life for both sheltered and unsheltered residents and the business
community and to solicit feedback and develop strategies to respond to the growing
homelessness crisis. LDC facilitated the meetings, conducted research, and incorporated the
findings into the goals and strategies that best respond to the priorities and needs that align with
County of Los Angeles Homeless Initiative adopted by the Board of Supervisors and funded
through Measure H. The City of Azusa Plan to Prevent and Combat Homelessness was
presented to the City Council on June 4, 2018, and was adopted by all Councilmembers
including:
• Mayor Joseph Romero Rocha
• Mayor Pro Tem Robert Gonzales
• Council Member Angel A. Carrillo
• Council Member Edward J. Alvarez
• Council Member Uriel E. Macias
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iii
Contents
Contents .................................................................................................................................... iii
Background and Purpose of Homeless Plan .............................................................................. 1
Current Efforts to Address Homelessness .................................................................................. 8
Homeless Plan Process ............................................................................................................11
Goals and Supporting Actions ...................................................................................................12
Goal 1: Better Understand Homelessness and Educate City Staff and the Community About
Its Impact ...............................................................................................................................14
Goal 2: Increase Outreach and Engagement Activities that Link to the Crisis Response
System ..................................................................................................................................15
Goal 3: Identify Funding Opportunities and Strategies to implement City Plan.......................16
Goal 4: Explore the Feasibility of Increasing Affordable Housing ...........................................17
Goal 5: Participate in Regional Coordination on Homelessness Plan Implementation ...........18
Appendix A: Stakeholder Input Sessions: Summary of Identified Challenges ............................20
Appendix B: Stakeholder Input Sessions: Summary of Identified Strategies .............................21
Appendix C: List of Participating Partners that Provided Input to Plan .......................................23
Appendix D: City Planning Activities Tied to County Homeless Initiative Strategies ..................24
Appendix E: County Funding and In-Kind Resources ................................................................26
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1
Background and Purpose of Homeless Plan
The number of people experiencing homelessness in Los Angeles County continues to grow
despite significant investments, renewing concerns about housing affordability, wage
stagnation, and access to social services. In 2016-2017, the number of people experiencing
homelessness in Los Angeles County increased by 23.3% from nearly 47,000 to just over
55,000.1 With public awareness of homelessness at an all-time high, voters also approved
Measure H to fund services to prevent and combat homelessness for the next 10 years.
Funding allocations were approved by the Los Angeles County Board of Supervisors in June
2017, which also provided funding for cities such as Azusa to develop local homelessness
plans.
While data limitations make it difficult to understand who is experiencing homelessness in
Azusa, Service Planning Area (SPA) 3—a geographic region that includes Azusa and 30 other
cities in the San Gabriel Valley—saw an overall 35% increase in the number of residents
experiencing homelessness from 2,612 in 2016 to 3,519 in 2017.2,3 The following demographics
provide a snapshot of who was experiencing homelessness within SPA 3 in 2017:4
• 66% (2,340) were unsheltered and living outside while 33% (1,179) were in some form
of temporary shelter accommodations.
• 77% were single adults, 19% were families, and 4% were youth and young adults.
• 72% were male, 28% were female, .4% were transgender, and .2% did not identify with
a gender.
• 51% were Hispanic/Latino, 23% were white, 19% were black/African American, 5% were
American Indian, 2% were Asian, and 1% identified as multi-racial or other.
• 60% were between the ages of 25-54, 17% between the ages of 55-61, 11% under age
18, 6% between the ages of 18-24, and 5% age 62 or older.
• 6% were United States Veterans.
The following data show vulnerability indicators reported by individuals experiencing
homelessness in SPA 3:
• 30% were considered chronically homeless, meaning that they have lengthy or repeated
histories of homelessness along with a long-term disability such as mental illness,
substance use disorder, or a physical health problem.
• 28% had a mental illness, 16% had a substance use disorder, and 2% had HIV/AIDS.
• 27% had experienced domestic/intimate partner violence in their lifetime.
1 Los Angeles Homeless Services Authority. (May 17, 2018). 2017 Greater Los Angeles Homeless Count
Data Summary: Total Point-In-Time County by Geographic Areas. 2 Los Angeles Homeless Services Authority. (May 17, 2018). 2017 Greater Los Angeles Homeless Count
Data Summary: Service Planning Area 3. 3 These data do not include the individuals counted as part of the Pasadena Continuum of Care. When
included in the count, the total number of individuals experiencing homelessness in SPA 3 increases to
4,094 as noted in the 2017 Greater Los Angeles Homeless Count Data Summary: Total Point-In-Time
County by Geographic Areas.
4 Los Angeles Homeless Services Authority. (May 17, 2018). 2017 Greater Los Angeles Homeless Count
Data Summary: Service Planning Area 3.
2
Locally, the City of Azusa’s homeless population has increased in the last few years.
Specifically, the annual Point in Time (PIT) conducted each January showed an increase from
23 people in 2015 to 55 people in 2016 to 143 people in 2017—a rise of 160% (see Figure 1).5
The 2017 count also reflects an overall increase of 522% over 2015, which was the year before
Azusa opted in to the annual Point-In-Time Count. That year, only six of the City’s 10 Census
tracts were counted. This increase in homelessness is nearly double that experienced by
neighboring cities in Service Planning Area 3.
Figure 1: People Experiencing Homelessness by Geography 2015-2017
Source: Los Angeles Homeless Services Authority
Figure 2 shows that all individuals experiencing homelessness in Azusa were unsheltered with
47% living on the street, 28% living in RVs, 12% living in cars, 8% living in makeshift shelters,
and 5% living in tents (see Figure 2). These data, however, do not include unsheltered
individuals who live in unincorporated census designated places and come into Azusa for food
and other necessities. These tracts include parts of the San Gabriel River bed, County parks,
schools and transit corridors, and the Angeles National Forest, among others.
5 Los Angeles Homeless Services Authority – Homeless Count – Count by City/Community
139% 160%
522%
-16%
35% 14% 6% 17% 24%
-100%
0%
100%
200%
300%
400%
500%
600%
Percent Change 2015-2016 Percent Change 2016-2017 Total Percent Change 2015-
2017
Azusa Service Planning Area 3 Los Angeles County
Historic Point-In-Time Count 2015-2017 Increase
3
Figure 2: Unsheltered Individuals Experiencing Homelessness
Source: Los Angeles Homeless Services Authority
In addition to the Homeless Count data and regional demographics, City-level data from the
regional Coordinated Entry System (CES) provides an enhanced view of those experiencing
homelessness and their challenges and needs using responses to the Vulnerability Index
Service Prioritization Decision Assistance Tool (VI-SPDAT) assessment and other of a person’s
overall health and wellbeing.6 Useful indicators in the data set include information about a
person’s housing history, legal background, physical and mental health, history of substance
use, and general demographic information such as age and race. All of these elements are self-
reported by the individuals as part of the VI-SPDAT assessment. For the purposes of this
Homelessness Plan, all data have been de-identified to protect confidentiality.
Between July 2016 and November 2017, 66 individuals who identify as living in Azusa
completed the VI-SPDAT. Figure 3 shows that 45% are ages 25-40, 24% ages 41-55, 21%
ages 56 and older, and 9% ages 18-24. Seventy-one percent identified as male, and 24%
identified as female. Nearly three-fifths (57.6%) identified as Hispanic/Latino, 28.8% as white,
7.6% as black or African-American, and 1.5% as American Indian/Alaska native. For the
remaining 4.5%, data was not collected, or individuals declined to state their race.7 Of those
individuals who identified as Hispanic/Latino, 31 also identified as white, one as black or
African-American, one as American Indian/Alaska native, and one as native Hawaiian/Pacific
Islander.
6 The Coordinated Entry System (CES) is a regional database that streamlines housing placement and service
provision and prioritizes those who are most vulnerable. This Homeless Plan incorporates data from the adult singles
database. 7 Union Station Homeless Services. (2017). Los Angeles County SPA 3 CES Assessment Data.
2017 Homeless Count: 143 persons
4
Important vulnerability indicators include the length of time a person has spent homeless, any
existing chronic health conditions, diagnosed mental health issues, and people who have
spent one or more nights in a holding cell, jail, or prison within six months of their VI-SPDAT
assessment. Repeat ambulance rides, emergency room visits, and in-patient hospitalization
also indicate vulnerability, and drive up the cost of care for people who are homeless.
Figure 3: Age , Gender, and Race/Ethnicity of Individuals with Completed VI-SPDAT
Assessments
28.8%
7.6%
57.6%
1.5%
4.5%
White Black/African-American
Hispanic/Latino American Indian/Alaska Native
Hawaiian/Pacific Islander Data Not Collected/Declined to State
Gender Age
Race/Ethnicity
5
As shown in Figure 4, of the people experiencing homelessness in Azusa:8
• 48% reported being homeless less than a year, and 48% reported two years or more.
Reducing the length of time people experience homelessness increases their likelihood
of success returning to housing.
• 30% reported a mental health issue, 17% reported a substance use disorder, and 35%
reported chronic health issues related to the liver, kidneys, stomach, lungs, or heart.
• 30% had taken an ambulance, 53% had received health care at an emergency
department/room, and 25% had been hospitalized for at least one night in the last six
months.
Figure 4: Vulnerability Indicators of Individuals with Completed VI-SPDAT Assessments
The information gathered during the VI-SPDAT assessment also produces an acuity score,
which can help identify an appropriate housing intervention for someone experiencing
homelessness. Of the individuals experiencing homelessness in Azusa, CES data shows that
6% scored in the low-acuity range (0-3) and should be able to find housing on their own, and
9% scored in the high-acuity range (12+) and would generally need supportive housing (see
Figure 5). The majority, however, are in the mid-acuity range (4-11) and would best be served
by rapid rehousing programs.
Figure 5: Recommended Housing Interventions Based on VI-SPDAT Assessments
8 Ibid.
6
In addition, neither the PIT data nor the CES data include a significant number of children who
are considered homeless or at-risk of homelessness under the McKinney-Vento Act, which
defines which students are categorized as homeless by the U.S. Department of Education.
These children and their families are sharing housing due to the loss of housing or economic
hardship or living in substandard housing, hotels, motels, trailer parks, or campgrounds due to
the lack of alternatives. Data provided by the Los Angeles County Department of Education
indicates that 694 students in the Azusa Unified School District were homeless during the
2016-2017 school year, the most recent year for which data are available.9 However, the
Azusa Unified School District estimates the number of students experiencing homelessness at
closer to 1,000 students based on information gathered by the local education liaison.
Finally, local data on economic and housing trends serve as relevant indicators of residents
who may be at risk of falling into homelessness. As Figure 6 illustrates, Azusa currently has a
lower median income than other cities in Los Angeles County, as well as a lower
unemployment rate, poverty rate, and median gross rent. The housing vacancy rate and
eviction rate, however, are somewhat higher than the County average. Evictions typically
occur when tenants cannot or do not pay their rent or when they cause a disturbance, and can
place individuals and families at greater risk of homelessness. Evictions disproportionately
affect individuals and families who spend more than half their income on housing, including
low-income women, survivors of domestic violence, and families with children.10
9 Estimates provided by the Azusa Unified School District and Los Angeles County Department of
Education indicate that the population of students experiencing homelessness ranges from 700-1,000
students. 10 Eviction Lab. (NA). Why Eviction Matters.
7
Figure 6: Selected Demographic Statistics
8
Current Efforts to Address Homelessness
The City of Azusa had already taken significant steps toward establishing a coordinated
response to homelessness in alignment with the Los Angeles County Homeless Initiative prior
to engaging in this homelessness planning process. Specifically, the City has adopted a policy
to decriminalize homelessness, respect the rights of homeless individuals, and direct individuals
to services.
The Azusa Library established the Neighborhood Connections program, which provides
residents with information about employment, housing, health care, education, citizenship,
family and senior services, and access to food. Based in the library, the program operates 27
hours per week and is supported by a community resource specialist, part-time social workers,
and master’s level social work interns who maintain a community resource guide and make
referrals and provide follow up with clients, to local resources, including to the homeless
Coordinated Entry System. Currently, Azusa does not have a full-time dedicated outreach
worker, and library staff have expressed interest in strengthening their partnership with the local
CES providers to fill gaps in local capacity to effectively connect the homeless population to
housing and services. Because there are no dedicated outreach workers within the Within
Azusa, the Department of Library Services has been designated as the project lead for
coordinating the City’s response to homelessness.
The Azusa Police Department operates an in-house Homeless Assistance Liaison Officer
(HALO) program, and a regional HALO program in collaboration with their counterparts in
Covina, Glendora, and West Covina. Both the in-house team and the regional team work with a
representative from the Los Angeles County Department of Mental Health. HALO officers also
respond to calls for service from residents and local businesses and work on long term quality of
life solutions. At the regional level, the Police Department has hosted homeless outreach
training for law enforcement agencies throughout the San Gabriel Valley as part of the
Homeless Outreach Services Teams program, which is aligned with Measure H strategies and
provided to all Los Angeles County law enforcement agencies with funding provided to the Los
Angeles County Chiefs’ Association from the Los Angeles County Board of Supervisors. The
Police Department also hosted a Law Enforcement Working Group meeting with Los Angeles
County Metro to address opportunities to collaborate on addressing homelessness associated
with the Gold Line rail system.
Table 1 outlines the City’s current and annual funding and activities dedicated to individuals and
families experiencing homelessness and those facing housing instability. Azusa does not have
any existing dedicated housing inventory for shelter or affordable/supportive housing.
9
Table 1: Annual Funding and Activities Related to Homelessness
Department
2017-2018
Homelessness
Activities
Expenses
Funding Source Description
Economic and
Community
Development
$119,148 Personnel and transportation to
respond to homelessness, and
the storage of the personal
property of people experiencing
homelessness.
Library $5,713 Coordination of the
homelessness plan development
and implementation, and the
provision of resources and
referrals through the
Neighborhood Connections
program
Public Safety
(Police)
$100,791 Operation of the Homeless
Assistance Liaison Officers
team, which conducts outreach,
and responds to calls for service
for enforcement as part of
collateral duty
Public Works $24,798 Responds to calls, conducts
inspections of encampments,
and performs clean-ups as
needed.
Recreation and
Family Services
$78,890 Personnel responding to the
needs of individuals and families
experiencing homelessness
Total $329,330
In addition to the activities and resources listed in Table 1, the City and its partners are currently
engaged in the following activities to prevent and end homelessness:
• The Azusa Unified School District works with its student population to make referrals to
services for families experiencing homelessness or at risk of becoming homeless.
• Azusa Pacific University operates a CARE team that handles all student care issues,
including for students at-risk of homelessness or who are experiencing food inequity.
• The Azusa Chamber of Commerce convenes local businesses on topics of interest,
including the recent discussion of homelessness.
• Azusa along with the cities of Glendora, Covina, and West Covina participates in the
East San Gabriel Valley Health Neighborhood, and hosts monthly meetings in
partnership with the County Departments of Mental and Public Health. Health
Neighborhoods are communities working to improve access to care and community
health outcomes through greater local coordination.
10
• Azusa also participates in the San Gabriel Valley Consortium on Homelessness, which
fosters partnerships, provides community education, and advocates for affordable
housing and services.
• The City works with the Los Angeles County Sheriff’s Department, Department of Mental
Health, and Homeless Services Authority, as well as the Army Corps of Engineers, the
Cities of Duarte and Irwindale, and private business to address homelessness in the
Santa Fe Dam area.
• Azusa participates in the quarterly Mental Health Roundtable meetings convened by
Congresswoman Grace Napolitano as a way for cities and service providers to share
best practices and network.
At the regional level, the City coordinates with surrounding cities and the San Gabriel Valley
Council of Governments, and as noted above refers individuals to the SPA 3 Coordinated Entry
System, which is supported by Union Station Homeless Services and Hathaway Sycamore
Child and Family Services and funded through the Los Angeles Homelessness Services
Authority.
This homeless plan will guide Azusa’s efforts to address the needs of residents who are
homeless and at risk of homelessness, as well as the needs of sheltered residents and the
business community. Specifically, the plan will outline both planned and potential approaches to
addressing homelessness with a focus on expanding existing programs, enhancing coordination
of outreach and engagement activities, and exploring opportunities to increase the number of
low- and moderate-income housing units. All of the proposed approaches will be dependent on
funding and available resources. The City will also work with neighboring cities and the San
Gabriel Valley Council of Governments to coordinate its contribution to addressing
homelessness and establish and strengthen partnerships to maximize the plan’s impact.
11
Homeless Plan Process
The City of Azusa homelessness planning process included several community meetings and
ongoing conversations between City staff and existing and potential partners throughout the
five-month planning process. The City was assisted in the planning process by LeSar
Development Consultants, a consulting firm retained through a Home for Good Funders
Collaborative planning grant.
As part of the process, City staff organized three input sessions to gather feedback on the
challenges and opportunities related to addressing homelessness, share information about
existing efforts to prevent and combat homelessness within the city, and educate key
stakeholders about best practices to prevent and end homelessness. These three meetings
engaged the following stakeholders:
Azusa City Council
o Presentation on the County Homelessness Initiative, Measure H, and City
Homelessness Plan Development
o March 4, 2018
Business Community Input Session
o Attendees included business owners and individuals involved in higher education
o March 19, 2018
Community Input Session
o Attendees included faith-based organizations, community service providers, City
staff, and the general public.
o March 22, 2018
The input gathered through these stakeholder sessions was combined with an analysis of
constraints and opportunities to generate the goals and actions outlined in the plan. Weekly
check-in calls enabled the consultant team and City staff to share information about constraints,
opportunities, and priorities to inform the development of the goals and actions outlined in this
plan.
12
Goals and Supporting Actions
The goals and actions outlined in the subsequent sections of this plan were developed in
response to the input provided by City Council, City staff, faith-based organizations, service
providers, the business community and residents, and aligned with best practices and available
opportunities. Each goal and action step meets the requirements of the Los Angeles County
grant template, and provides information to access available resources, identify opportunities for
City and County collaboration, and present a plan to implement the identified strategies. Each
goal includes the following information:
Goal Statement: List a goal identified during the planning process, and whether it is tied to a
County Homeless Initiative Strategy? For a list of strategies refer to Appendix E, which identifies
all the strategies by letter and number, for example, A-5).
Supporting Action: Identify a specific action(s) designed to support achievement of the City’s
goal. Each goal may have multiple contributing actions.
Associated Policy Changes:
Describe specific policy or administrative changes for each identified strategy, where applicable.
Identify how the policy change(s) will directly impact the City’s ability to achieve the desired goal
and describe the intended process and stakeholders/partners needed to enact the policy
change.
Goal Measurement: What metrics will be used to track progress? What are the data sources?
When will measurement occur?
Goal Ownership: Who is responsible for directing implementation, management, and
measurement of the goal and its related actions?
Leveraged City Resources: What City resources will be deployed or leveraged in support of
the goal?
Timeline: Provide a general timeline for achieving this goal.
Through the homelessness planning process, the City identified five goals for its homelessness
plan:
Goal #1: Better Understand and Educate City Staff and the Community About
Homelessness and Its Impact
Goal #2: Increase Outreach and Engagement Activities Linked to the Crisis Response
System
Goal #3: Identify Funding Opportunities and Strategies to Implement the Plan
Goal #4: Explore the Feasibility of Increasing Affordable Housing
13
Goal #5: Participate in Regional Coordination on Homelessness Plan Implementation
The Department of Library Services is responsible for overseeing the goals and strategies,
reporting on progress, and updating or adding new goals and strategies over time. At minimum,
the plan will be reviewed on an annual basis.
14
Goal 1: Better Understand Homelessness and Educate City
Staff and the Community About Its Impact
Homeless Initiative Strategy Link(s): E7
Continue to meet with citywide team comprised of City staff to explore various
aspects of addressing homelessness and provide community awareness of
homelessness and impacts.
• Pursue County Homeless Initiative plan implementation funding for FY 18-19 to hire a coordinator
(E7).
• Develop and obtain approval for a coordinator position, if funded.
Measurement: Hold two meetings FY 18-19
Ownership: Neighborhood Connections in collaboration with Community Development
(Community Improvement, Economic Development, Planning), the Police
Department, Public Works, and Recreation and Family Services.
Leveraged City
Resources:
City staff time If funded 0.5 or 1.0 FTE staff member hired as homelessness
coordinator for implementing city plan
Associated
Policy Changes:
No required policy changes.
Timeline
3-6 months, ongoing
Outreach to Chamber and Business community via existing community events
and Chamber meetings.
Measurement: Provide a table and outreach materials at 2 events FY 18-19, attend 2 chamber
meetings
Ownership: Library Services/Neighborhood Connections/Economic Development
Leveraged City
Resources:
City Staff time, If funded 0.5 or 1.0 FTE staff member hired as homelessness
coordinator for implementing city plan
Associated
Policy Changes:
No required policy changes.
Timeline 6 months-1 year, ongoing
Action 1a
Action 1b
15
Goal 2: Increase Outreach and Engagement Activities that
Link to the Crisis Response System
Homeless Initiative Strategy Link(s): A1, A5, E6, E7
Expand the City’s Neighborhood Connections program to link homeless and at-
risk individuals and families to the crisis response system (A1, A5, E6, E7).
Measurement: Develop training curricula; staff trainings completed quarterly/biannually; number of
homeless or at-risk individuals referred to services
Ownership: Library Services/Neighborhood Connections Program
Leveraged City
Resources:
City staff time to coordinate with CES and attend trainings
Associated
Policy Changes:
No required policy changes.
Timeline
Year 1, ongoing
Explore opportunities to co-locate outreach workers from Union Station
Homeless Services and/or social services agencies for vulnerable populations
(E7).
Measurement: Have on-site case worker 2 days per month
Ownership: Family Services
Leveraged City
Resources:
City staff time; physical space to house worker
Associated
Policy Changes:
MOU with agency
Timeline
Immediately
Action 2a
Action 2b
16
Explore County funding and in-kind resources to support City plan coordination and
implementation
• Strengthen the Coordinated Entry System (E7) – $1 million set aside to support implementation of
City homelessness plans from January-June 2019
Measurement: Grant award for .5 FTE to support plan
Ownership: City Wide
Leveraged City
Resources:
City staff time to research and write grants
Associated
Policy Changes:
No required policy changes
Timeline
Year 1, ongoing
Action 3a
Goal 3: Identify Funding Opportunities and Strategies to
implement City Plan
Homeless Initiative Strategy Link(s): None
17
Goal 4: Explore the Feasibility of Increasing Affordable Housing
Homeless Initiative Strategy Link(s): B3, F7
Explore opportunities to connect individuals and families seeking housing to CES
or community resource specialist for affordable housing (B3).
Measurement: Number of individuals referred to CES or affordable housing agencies for
resources
Ownership: Neighborhood Connections; Police Department; Union Station Homeless Services,
CES
Leveraged City
Resources:
City staff time for referrals
Associated
Policy Changes:
No required policy changes.
Timeline
Referrals begin immediately as part of Neighborhood Connections or HALO
referrals
The City will explore how to utilize parcels of land and available funds to develop
affordable housing within the City (F7).
Measurement: Annual progress report on the City’s plan for how to use its assets
Ownership: Community Development; Community Development Commission/Housing
Authority of the County of Los Angeles
Leveraged City
Resources:
City staff time
Associated
Policy Changes:
No required policy changes
Timeline
Year 2-3
Action 4a
Action 4b
18
Goal 5: Participate in Regional Coordination on
Homelessness Plan Implementation
Homeless Initiative Strategy Link(s): E7
Participate in regional coordination activities with the San Gabriel Valley Council
of Governments and partnering cities (E7).
Measurement: Regional attendance at meetings, participating in activities related to regional
coordination of homelessness plan implementation
Ownership: Citywide Team, as appropriate
Leveraged City
Resources:
City staff time
Associated
Policy Changes:
No required policy changes.
Timeline
Year 1, ongoing
Coordinate implementation activities with LAHSA and the County Homeless
initiative team.
Measurement: Ongoing participation in County Homeless Initiative collaboration opportunities, as
identified
Ownership: Citywide Team, as appropriate
Leveraged City
Resources:
City staff time
Associated
Policy Changes:
No required policy changes.
Timeline
Year 1, ongoing
Action 5a
Action 5b
19
Coordinate with the Los Angeles County Metropolitan Transportation Authority to
increase outreach along transit corridors and reduce the impact of homelessness
on residential communities.
Measurement: MTA to provide number of contacts with homeless individuals; number and
percentage of individuals connected to housing and services; number of
individuals who retain housing after 24 months; change to Gold Line schedule
Ownership: City Manager, Police Department
Leveraged City
Resources:
MTA, City staff time
Associated
Policy Changes:
No required policy changes.
Timeline
6 months, coordinated outreach efforts; Year 1-2, exploration of Metro sites; Years
1-3, change to Gold Line schedule
Action 5c
20
Appendix A: Stakeholder Input Sessions: Summary of
Identified Challenges
City Staff
• City staff and the police department are frustrated that churches from outside the city
come to feed the homeless, drawing people who are homeless to the city, while
simultaneously being reluctant to feed the homeless on their own property or in their own
city.
Business Community
• More people are sleeping outside businesses, on campuses, and in vacant lots and
residential yards since the Gold Line came in, and owners and residents are afraid to
confront people. Many of the people are urinating, leaving syringes from drug use, and
setting fires—all which pose health and safety risks.
• Mental health issues and addiction impact the individual and the safety of the area
they’re in.
• Business owners have few places to direct people for resources and services, and many
people who are homeless live behind local businesses because of the lack of shelter
options.
• We need to balance the needs of homeless individuals who sleep on church property
and the needs of the church and campus tenants.
• People are confused about what the City is doing to address homelessness.
Nonprofits, Faith-based Organizations, and Residents
• Residents are concerned about the level of crime and health issues due to the number
of people who are homeless living in streets and parks, and one resident said they did
not want public land to be allocated to homeless housing
• The high cost of housing, lack of low-income housing, and limited access to mental
health services has a negative impact on public health, crime rates, and environment
• The Gold Line is bringing people who were pushed out of Los Angeles into Azusa. As
rents rise in Azusa, homelessness is increasing.
• Focus on overcoming misconceptions that tend to criminalize the homeless population
• The City makes it difficult for churches to obtain licenses for events to help the
homeless.
21
Appendix B: Stakeholder Input Sessions: Summary of
Identified Strategies
Business
• Businesses can provide services, like the barber shop that gives free haircuts and beard
trims.
• Foothill Community Church, which hands out free meals and has a clothes and toiletries
closet for people who need a change of clothes.
• Increase awareness of the services the City provides and centralize help in a single
location like the library.
• Print a card with a list of resources and make it available at the Gold Line metro stop and
in public places. (Already in progress.)
• Provide additional training for the police department as well as additional social workers
assigned to the police or shared with County MET team. Create a hotline to contact
HALO instead of calling 91111 or add an option on the Police Department phone tree
specific to issues related to homelessness. Have an emergency response team to
intervene if a problem starts to escalate.
• Reach out to Pomona for best practices on shelter and locker services in a four-city
area.
• Integrate churches into the solution. Family Promise of San Gabriel Valley engages 15-
20 churches, some with facilities on site.
• Prepare a toolkit and provide training for churches and businesses on how to handle
interactions with people who are homeless and connect them to services.
• Help people obtain ID and Social Security cards so they can attain employment.
• Partner with neighboring cities.
• Find city owned or city acquired land to place a temporary shelter (large tent structure)
with showers, lockers.
• Provide people with rehabilitation, education, and life skills so they can be reintegrated
into the community.
• Hold regular, formalized meetings with partners (e.g. AUSD, City, Churches).
11 The Police Department reports that a regular call for service will suffice most of the time, with chronic
issues forwarded to HALO, which does not operate around the clock.
22
Nonprofits, Faith-based Organizations, and Residents
• Hire a case manager the community can reach to report homeless individuals and
encampments, and who can do outreach and provide people experiencing
homelessness with information/resources.
• Further engage APU MSW program in providing services to the homeless.
• Update City and Police Department website with available resources.
• Provide subsidized rent with case management (PATH, Brilliant Corners).
• Reduce non-profit event permit costs for events that target homelessness.
• Publicize available resources where homeless individuals are located, and in public
spaces, businesses, schools, etc.
• Seek input from people experiencing homelessness, and gather data to understand the
demographics of the homeless population, including the hidden homeless.
• Establish safe parking programs in designated areas such as Lario Park for people who
have RVs and campers. Consider collaborating with faith-based organizations or
safeparkingla.org to facilitate the program.
• Faith based organizations should connect with city to do unified outreach, and meet for
monthly meetings to gauge the progress of programs.
• Improve the city’s approach to urban planning, especially housing and public
transportation, including updating housing/building codes to allow for tiny homes/ ADUs
and transforming motels into bridge housing and supportive housing.
• Engage with Office of Assembly Member Blanca Rubio on how to address
homelessness.
23
Appendix C: List of Participating Partners that Provided Input
to Plan
The City of Azusa thanks the many residents and organizations who provided input into this
plan. Participating organizations are as follows:
Allstate Insurance
Azusa Chamber of Commerce
Azusa Unified School District
Azusa Pacific University
Citrus College Board of Trustees
Comfort Climate Control
El Barber LLC
Foothill Community Church
Heritage Clinic
Keller Williams
Los Angeles County Board of Supervisors.
Los Angeles County Department of Education
Los Angeles County Department of Public Works
Marie Callender’s
Proforma
Rex Martin Silk Screen
San Gabriel Valley Economic Partnership
Union Station Homeless Services
Universal Property Management
Wells Fargo
For a complete list of individuals and organization that participated in the planning process,
please contact Ann Graf, Director of Information Technology and Library Services, at
agraf@ci.azusa.ca.us.
24
Appendix D: City Planning Activities Tied to County
Homeless Initiative Strategies
Plan to
participate
Currently
participating County Homeless Initiative Strategies
A – Prevent
Homelessness
☒ ☐ A1. Homeless Prevention for families
☒ ☐ A5. Homeless Prevention for Individuals
B – Subsidize
Housing
☒ ☐ B3. Partner with Cities to Expand Rapid
Rehousing
☐ ☐ B4. Facilitate Utilization of Federal Housing
Subsidies
☐ ☐ B6. Family Reunification Housing Subsidies
☐ ☐ B7. Interim/Bridge Housing for those Exiting
Institutions
☐ ☐ B8. Housing Choice Vouchers for Permanent
Supportive Housing
C – Increase
Income
☐ ☐ C1. Enhance the CalWORKs Subsidized
Employment Program for Homeless Families
☐ ☐ C2. Increase Employment for Homeless Adults
by Supporting Social Enterprise
☐ ☐ C4/5/6. Countywide Supplemental
Security/Social Security Disability Income and
Veterans Benefits Advocacy
☐ ☐ C7. Subsidize Employment for Homeless Adults
D – Provide Case
Management &
Services
☐ ☐ D2. Jail In-Reach
☐ ☐ D5. Support for Homeless Case Managers
☐ ☐ D6. Criminal Record Clearing Project
☐ ☐ D7. Provide Services for Permanent Supportive
Housing
E – Create a
Coordinated
System
☐ ☐ E4. First Responders Training
☐ ☐ E5. Decriminalization Policy
☒ ☒ E6. Expand Countywide Outreach System
☒ ☒ E7. Strengthen the Coordinated Entry System
(CES)
☐ ☐ E8. Enhance the Emergency Shelter System
☐ ☐ E10. Regional Coordination of Los Angeles
County Housing Agencies
☐ ☐ E14. Enhance Services for Transition Age
Youth
F – Increase
Affordable/
Homeless
Housing
☐ ☐ F1. Promote Regional SB2 Compliance and
Implementation
☐ ☐ F2. Linkage Fee Nexus Study
☐ ☐ F4. Development of Second Dwelling Units
25
Plan to
participate
Currently
participating County Homeless Initiative Strategies
Program
☐ ☐ F5. Incentive Zoning/Value Capture Strategies
☐ ☐ F6. Using Public Land for Homeless Housing
☒ ☐ F7. Preserve and Promote the Development of
Affordable Housing for Homeless Families and
Individuals
☐ ☐ F7. Housing Innovation Fund (One-time)
26
Appendix E: County Funding and In-Kind Resources
The following section provides an overview of County funding and in-kind resources the City of
Azusa may want to consider now and in the future to supports its Plan.
A1 /A5. Homeless Prevention Program for Families and Individuals
Focus Area Prevent Homelessness
Lead Department
LAHSA
Description:
Helps to prevent families and individuals from becoming homeless by
helping with them rental/housing subsidies, case management
services, employment services, and legal services.
Applicability:
Azusa will continue to refer families and individuals at risk of losing
housing to the Coordinated Entry System, and could allow Family
Solution Center intake personnel to operate out of a City facility in
conjunction with its existing Neighborhood Connections program
Available Funds/In-
Kind Resources
A1. FY 2018-2019: $6 million
A5. FY 2018-2019: $11 million
Required
Leverage: Office space for intake personnel
Eligibility: Co-location determinations are made based on the number of
residents experiencing or at-risk for homelessness.
B3. Expand Rapid Re-Housing
Focus Area Subsidize Housing
Lead Department
LAHSA/DHS
Description:
Provides families and individuals who are experiencing homelessness
and have low-to-moderate housing barriers with quick access to
housing coupled with supports, including time-limited financial
assistance, case management, housing identification/navigation
assistance, and support services.
Applicability:
Azusa has a high number of students in the school district whose
families are homeless. Providing funding for Rapid Re-Housing would
allow these families to stabilize and reduce long-term homelessness.
Azusa will continue to identify and refer homeless individuals and
families who are candidates for Rapid Re-Housing through the
Neighborhood Connections program. Cities can also dedicate funding
to subsidize Rapid Re-Housing for residents of the community. For
cities that contribute $500/month per family or individual for 9 months,
the County will cover the remainder of the rental subsidy and support
services. After 9 months, the County will cover the full rental subsidy
27
B3. Expand Rapid Re-Housing
and all support services.
Available Funds/In-
Kind Resources
FY 2018-2019: $73 million allocated as follows:
• $53.7 million to LAHSA
• $19.2 million to DHS
Required
Leverage:
$500/month per family or individual for the first 9 months of the
housing placement
Eligibility: All cities
E4. First Responders Training
Focus Area Create a Coordinated System
Lead Department
Los Angeles County Sheriff
Description:
Prepares First Responders (e.g., law enforcement, fire departments,
paramedics) to understand homelessness and offer a universal
response to homelessness throughout Los Angeles County during
outreach efforts.
Applicability: The Azusa Police Department could align its procedures and protocols
with the County by implementing the First Responders Training.
Available Funds/In-
Kind Resources Access to training
Required
Leverage:
Police Department staff time for training and, if applicable, policy
revisions
Eligibility: Cities with law enforcement agencies
E6. Countywide Outreach System
Focus Area Create a Coordinated Entry System
Lead Department
LAHSA/DHS/DMH
Description:
Establish a countywide network to support outreach, engagement, and
housing and services for individuals and families experiencing
homelessness. In 2018-2019, increased funding will support one
LAHSA outreach team and one multi-disciplinary team in each SPA,
as well as 40 additional outreach workers to cover parks, libraries,
beaches, and Metro and Public Works locations.
Applicability:
Both the Azusa Neighborhood Connections program and Police
Department will continue to make requests for outreach services,
using the web-based platform when available.
Available Funds/In-
Kind Resources
FY 2018-2019: $30 million allocated as follows:
• $8 million to LAHSA
• $22 million to DHS/DMH
Required
Leverage: City and Police Department staff time
Eligibility: All cities
28
E7. Strengthen the Coordinated Entry System
Focus Area Create a Coordinated Entry System
Lead Department
LAHSA/CEO
Description:
Assess the needs of individuals and families experiencing
homelessness and connect them to housing and services. In 2018-
2019, the Board of Supervisors has allocated $500,000 for service
coordination by Councils of Government and $1 million to support
Cities implementation of their homelessness plans for the first six
months of 2019. Additional funding may become available following
recommendations from the CEO to the Board of Supervisors in August
2018.
Applicability:
The City of Azusa already refers individuals and families to regional
CES providers serving the San Gabriel Valley region through its
Neighborhood Connections. Azusa should explore funding to fund a
local coordinator and expand its Neighborhood Connections program.
Available Funds/In-
Kind Resources
FY 2018-2019: $70 million allocated as follows:
• $35.5 million to LAHSA
• $1.5 million to CEO
Required
Leverage: City staff time
Eligibility: All cities
F7. Preserve and Promote the Development of Affordable Housing for Homeless
Families and Individuals
Focus Area Affordable/Homeless Housing
Lead Department CDC
Description:
Funds are intended to increase the supply of affordable housing
through Notices of Funding Availability.
Applicability: Azusa is already exploring opportunities to develop available land.
Available Funds/In-
Kind Resources FY 2018-2019: $15 million
Required
Leverage:
City support for developing housing on city land within its jurisdiction;
partnerships with local housing developers
Eligibility: All cities