To: Board of Supervisors of Sonoma County and Board of Commissioners of the Community Development Commission
Department or Agency Name(s): Department of Health Services and Community Development Commission
Staff Name and Phone Number: Tina Rivera, 565-7876; Dave Kiff, 565-7504
Vote Requirement: Majority
Supervisorial District(s): Countywide
Title:
Title
Update on Homeless Efforts and Funding for Encampment Response
End
Recommended Action:
Recommended action
A) Direct staff to work with interested cities and community-based organizations as well as pursue county-led projects in partnership with local service providers through a Letter of Intent (LOI) process to be released on September 13, 2021 and to return to your Board on December 7, 2021 with a recommendation and proposals to use up to $2M to assist in the funding for one or more overnight or 24/7 Safe Parking proposals and/or Indoor-Outdoor non-congregate shelter proposals. The LOI will prioritize proposals that: (1) can accept clients no later than February 28, 2022; and (2) will operate for at least a duration that allows substantive supportive sheltering to be stood up to accommodate clients moving from the sites to supportive and/or stable housing. The Board recommends that staff present summaries of the proposals to the Continuum of Care (CoC) Board for consultation and input in advance of returning to the Board of Supervisors.
B) Direct staff to work with cities, community-based organizations and the Continuum of Care Board on a collaborative county wide approach to supportive housing projects potentially funded by the State of California’s Project Homekey 2.0 funds and the next round of Homeless Housing Assistance and Prevention (HHAP-3) funding and to return with concepts for discussion on October 26, 2021.
end
Executive Summary:
This Board Item provides a status update on key actions your Board has directed staff to take including the following: A) update on homelessness efforts; B) successes and accomplishments to date; C) specific success stories; D) challenges and constraints to encampment efforts; E) planning efforts and recommendations for safe parking and indoor/outdoor pilot programs.
Discussion:
California is plagued with homelessness for those who lack a safe place to call home. Billions of dollars have been pledged by State and local officials to help our homeless population, yet California persists in maintaining the biggest homeless population in the country. Our state has the largest proportion of people living without shelter which makes California’s homeless population far more visible than in other states, as well as more susceptible to sickness, violence and death that often accompanies living on the street.
To further put things in perspective, California now has an estimated 151,000 people experiencing homelessness, accounting for almost half (47 percent) of the homeless population in the United States.
Results from the 2020 Point in Time Count of Homelessness shows that there was roughly a seven percent (7%) decrease in homelessness in Sonoma County. The 2020 Point in Time Count was conducted on February 28, 2020. The 2021 Point in Time Count was delayed and ultimately cancelled, due to the impacts of the COIVD-19 pandemic.
The April 2021 report from KPMG - Improving Integration & Outcomes to Benefit County Residents <https://sonoma-county.legistar.com/View.ashx?M=F&ID=9307016&GUID=93211ECE-301E-4D03-BCBC-32D789355A3D> looked specifically at better assessing the needs of our homeless population, and in its Recommendation 2.1 “Expand on the Point in Time Count to conduct a comprehensive needs assessment of (the homeless) population to align with (a) differentiated housing and services strategy,” suggested more detail be gathered about the population. Community Development Commission staff and the Continuum of Care Board will be looking at ways to accomplish a more complete needs assessment per this recommendation.
The decrease from 2,951 in 2019 to 2,745 in 2020’s count is attributed to various factors, including but not limited to, increased funding from the State of California in 2018-19, significant investments in rapid rehousing and permanent housing solutions, the work of our city and community-based organization (CBO) partners such as Catholic Charities of Santa Rosa, the Committee on the Shelterless (COTS), Buckelew, Reach for Home, West County Community Services, and others; additionally, investment from the Board of Supervisors in the intensive outreach and care coordination provided by the County’s Accessing Coordinated Care & Empowering Self-Sufficiency (ACCESS) initiative and its Interdepartmental Multi-disciplinary Team (IMDT) and Homeless Encampment Access & Resource Team (HEART). Details for the “2020 Sonoma County Homeless Census Comprehensive Report” can be found on the Community Development Commission site here: <https://sonomacounty.ca.gov/CDC/Homeless-Services/Homeless-Count/>.
For more information about how we and the US Department of Housing and Urban Development measure our performance regarding homelessness, please see Attachment A.
Homelessness and COVID Response
Our efforts to address homelessness have been complicated by the COVID-19 pandemic. Recent outbreaks of COVID-19 amongst the unsheltered and those living in emergency shelters across the County has drastically affected available emergency shelter beds and related programming. In early July 2021, essentially all emergency shelters were experiencing some level of positive COVID-19 cases, forcing them to close to new placements and suspend referrals. This supports the understanding that unsheltered individuals living on the streets and those living in large shelter settings are particularly susceptible to COVID-19 since they are unable to shelter in place and isolate from others. Homelessness exacerbates the spread of COVID-19 since social distancing is more difficult in shelter and encampment settings, as access to hygiene and sanitation facilities and connection to services and healthcare are limited.
On March 18, 2020, Governor Newsom signed an Executive Order to implement emergency aid to local governments and implemented emergency proactive measures to mitigate the spread of COVID-19 among the homeless. While the Order included increased local flexibility for spending and building shelters, the order lacked public guidance on homeless shelters, purchasing trailers, and leasing hotels and motels in partnership with counties and did not provide sufficient, sustainable funding.
In March 2020, DHS’ Department Operations Center (DOC) was activated and has operated a Homeless Task Force (HTF) to provide strategic support to individuals experiencing homelessness and at high risk of developing serious complications from COVID-19. The Homeless Task Force currently includes representatives from the Department of Health’s COVID unit, IMDT and contracted service providers.
Significant accomplishments and successes to date include the following:
• Non-Congregate Shelter (NCS): Eligible individuals for NCS sites include individuals who are 65 years of age or older and/or who have certain underlying health conditions such as chronic disease, compromised immune systems, respiratory illness, etc., and who require emergency NCS as a social distancing measure. A significant number of individuals experiencing homelessness meet the NCS criteria and have received placement at NCS sites. The Homeless Task Force follows Centers for Disease Control and US Federal Emergency Management Agency (FEMA) guidance in assessing eligibility for all NCS sites. These sites include the Astro Hotel, Sonoma State University, Windsor Holiday Inn, and trailers supplied by the State of California at the Sonoma County Fairgrounds.
• Alternate Care Sites (ACS): ACS’s provide medical care and shelter for individuals diagnosed with mild or moderate coronavirus and also those awaiting test results who cannot safely isolate or quarantine in their homes. To date, the Alternate Care Sites have served approximately 950 individuals since the program started.
• Although loss of Transient Occupancy Tax (TOT) is not eligible for FEMA reimbursement for ACS or NCS sites, staff is exploring potential other sources of funding to address the loss of TOT to cities where ACS or NCS sites are located in hotels within city jurisdictions.
• Service Provision: Contracted service providers are responsible for Non-Congregate Shelter operations and management services. St. Vincent de Paul Sonoma County operates the Fairgrounds D-Lot trailers, DEMA Management & consulting operates the non-congregate shelter sites at the Ballfield trailers, Astro hotel, Windsor Holiday Inn, and the Alternate Care Sites. Additionally, during our COVID response DEMA has been providing site operations and management for the two Project Homekey funded sites: the Elderberry Commons (formerly Sebastopol Inn) and Mickey Zane Place (formerly Azura hotel).
• Medical Services: The County contracts with DEMA to provide a range of medical services for COVID pending, COVID positive and COVID vulnerable persons in our non-congregate settings.
• To date, 522 people have been served at the non-congregate shelter sites.
• As of June 30, 2021, there were 108 individuals still residing at these sites:
o Astro Hotel
o 117 individuals have been served since program start
o 35 are still residing there as of 6/30/2021
o New placements are resuming after a temporary hold
o 15 individuals have moved into permanent housing
o 48 have moved into permanent housing as of 8/13/201
o Fairgrounds Trailers
o 85 individuals served since program start
o 41 are still residing as of 7/30/2021
o New placements are resuming after a hold
o 8 have moved into permanent housing
o Windsor Holiday Inn
o 49 individuals served since program start
o 32 are still residing as of 7/30/2021
o New placements on hold
o 1 has moved into permanent housing
o Alliance Redwoods
o 143 individuals served since program start
o NCS site closed in May 2021
o 45 have moved into permanent housing
o Former Sonoma State University NCS
o 175 individuals served since program start
o Closed in July 2020
o 11 moved into permanent housing
o Transitioning to Permanent or Transitional Housing Destinations
o 113 people have successfully exited the non-congregate shelter sites managed by the County to permanent housing or similar permanent destinations.
o This includes 95 individuals who moved to the Project Homekey transitional housing sites of Mickey Zane Place and Elderberry Commons. These two sites, funded by FEMA, shelter homeless who meet FEMA’s COVID vulnerability criteria.
o An additional 18 individuals moved to other permanent housing destinations.
June 2021 NCS Chart reflects County managed properties.
Project Homekey
On June 30, 2020, Governor Gavin Newsom announced Project Homekey as the State's next phase of response to protect homeless Californians from COVID-19. Project Homekey provided local counties the opportunity to purchase and develop hotels for Sonoma County’s most COVID-19 vulnerable individuals and provided additional funding for wrap-around supportive services. In November 2020 the California Department of Housing and Community Development (HCD) awarded the County of Sonoma Project Homekey grant funding for the purchase of the Hotel Azura (renamed the Mickey Zane Place) in Santa Rosa and the Sebastopol Inn in Sebastopol (now Elderberry Commons).
Mickey Zane Place offers 44 recently remodeled rooms and Elderberry Commons offers 31 rooms; both offer single and double occupancy; together, they accommodate nearly 100 homeless individuals and those most vulnerable to COVID-19 who meet FEMA’s COVID criteria. The Project Homekey sites accepted new residents in late 2020 and early 2021, with residents accessing the program through the non-congregate shelter sites and working with IMDT caseworkers.
Since beginning operations at the Project Homekey transitional housing sites, the County has served:
• 53 people at Mickey Zane Place, of which six have successfully moved to permanent housing placements
• 39 people at Elderberry Commons
Initial residents of the transitional Homekey sites were moved from our Sonoma State University non-congregate location as is the criteria per our grant application. These were individuals meeting the COVID vulnerable criteria according to FEMA and had been stably housed and received services in our non-congregate settings. Many of the current residents came from the non-congregate sites including the Astro Hotel, the Windsor Holiday Inn, and trailers located at the Sonoma County Fairgrounds.
Successful residents will have graduated through the sheltering System of Care, have been enrolled in ACCESS Sonoma County, and continue to receive support from the County’s IMDT caseworkers. Upon transition of the Homekey sites to permanent supportive housing, residents will be selected through the coordinated entry system. It is important to note that residents of our non-congregate sites are referrals from hospitals, Federally Qualified Health Centers, community-based organizations, etc.
Los Guilicos Village (LGV) Emergency Shelter
As of 6/20/2021, Los Guilicos Village (LGV) has sheltered and served 181 homeless persons in transitional housing. Of those, 62 residents have moved to permanent housing. Some have used housing vouchers or accessed other affordable housing resources in the community. This figure yields a permanent housing rate of 34%.
LGV has improved measures implemented to enhance both safety and service provision. The sprinkler system was brought up to code with installation completed on 3/11/2021 as required by the Santa Rosa City Fire Marshal. Units have been upgraded with air conditioning and improved quality mattresses. Each individual is offered comprehensive wrap-around services and the HEART team is onsite daily with few exceptions. St. Vincent De Paul, contracted operator for LGV, has added an SSI/SSDI Outreach, Access, and Recovery (“SOAR”) benefits specialist to help with disability applications and programming. This program increases access to social security insurance and social security disability insurance benefits. The new onsite provider will provide “Seeking Safety” curriculum to further enhance trauma informed evidence-based practices starting August 2021.
Shared Housing
Residents at the three County and leased properties receive holistic wraparound services from Sonoma County’s ACCESS IMDT in partnership with on-site programming provided by Buckelew Programs.
The three properties have multiple homes on each, with West Avenue having two houses, Sonoma Avenue having three houses, and Arthur Street having three houses. Each room within the homes offer single or double occupancy, thereby offering as many as 17 rooms/units across all properties. Due to construction and a recent client departure (with vetting underway for a new resident), there are 15 rooms/units currently occupied across the shared homes.
• West Avenue, Santa Rosa - the two homes on this property are County leased. Currently three of the four units/rooms are occupied with former Los Guilicos Village residents.
• Sonoma Avenue, Santa Rosa - the property consists of three, double occupancy units. Three residents moved from Los Guilicos Village including a teenager who reunified with her mother after she regained custody. A major repair is required at the main house, which impacts the number of clients living at this property. Improvements in the near future include a fence repair and a gate rebuild.
• Arthur Street, Cotati - the property consists of three homes. Presently five of seven available spots are taken with all five residents coming from Los Guilicos Village. A major sewer repair is at the bidding stage and a garage door replacement is in the works.
Buckelew Programs and IMDT case management is available to each resident. All residents have previously engaged with IMDT outreach workers and received IMDT support prior to placement into these shared homes. IMDT, Buckelew and contracted property management staff meet weekly to discuss resident needs, unit status, service and support needs, as well as address any concerns received from neighbors or surrounding community.
Residential Treatment Facility (Substance Use Disorder)
Beginning in August 2020, the Interdepartmental Multi-Disciplinary Team (IMDT) has successfully placed 32 individuals in residential drug treatment programs. These placements include 23 at Turning Point Drug Abuse Alternatives Center (DAAC) in Sonoma County, five at Hilltop Recovery Services in Lake County, and four at Helen Vine Recovery Services in Marin County. Of the 32, four have exited treatment and later accessed permanent housing. The remainder continue to engage with IMDT staff while staying in emergency shelter and transitional housing within the community, or have exited treatment and no longer desire services.
IMDT has most recently finalized referral procedures with Hilltop and Helen Vine, increasing residential treatment options for clients (i.e. Hill Top is an all-male treatment facility; Helen Vine offers co-ed residential treatment). IMDT anticipates expanding recovery treatment options for clients with the addition of female-only residential treatment programs, as well as programming focused on supporting those with multiple or co-occurring disorders.
These residential recovery and treatment supports are a crucial component to the IMDT services, as they provide a quick and accessible placement opportunity for identified clients in need. By developing contracts with providers for IMDT specific placements, the team is able to streamline access thereby improving likelihood of treatment completion. In addition to receiving direct support from the treatment provider, IMDT caseworkers maintain contact with their clients supporting them throughout the recovery process and preparing them for next steps. This includes securing access to public health and economic assistance benefits, coordinating transitional and permanent housing supports, and other related services.
IMDT Expansion Teams
IMDT Expansion staff have provided outreach and case management within the community and at non-congregate shelter sites to the homeless population. In addition to regular outreach and case management, the team supports the COVID-19 response by providing COVID-19 screening, education, non-congregate shelter referrals, and food provision of both gift cards and non-perishable items. The IMDT works alongside caseworkers funded by the COVID-19 Emergency Response Grant (CERG) to provide COVID-19 support to the homeless community. This partnership has resulted in integrated care management to over 94 homeless individuals and outreach to over 437 individuals in response to COVID-19.
IMDT Expansion Alcohol and Other Drug Services (AODS) staff have developed and implemented substance use education and relapse prevention groups that were offered at Occidental’s Redwood Alliance (now offered at the Windsor Holiday Inn) and other non-congregate shelter sites.
IMDT Expansion staff were deployed to work homeless encampments. These deployments increased staffing, support, and flexibility to scale up when needed. The IMDT has served over 23 different encampment sites. Full site encampment clearances include Alexander Valley, Joe Rodota Trail/Roberts Road, West Robles, Howarth Park, County Administration Center (P26 lot), Jet Way, Cloverdale (Preston), Moscow Road, as well as the Guerneville Park and Ride. The remaining sites include varying levels of outreach, service provision, and connections to shelter but have not been cleared.
HEART Encampment Efforts
From encampments to emergency shelter or transitional housing, the diagram depicted in Attachment B shows how the pathway out of an encampment can differ in strategy and approach than moving an individual to shelter. The 2019 Martin v. City of Boise decision changed how many jurisdictions now address encampments and persons experiencing homelessness. Generally, the Court of Appeals decision requires (subject to a number of exceptions) that an individual must be offered shelter before they can be cited or arrested for sleeping on public property. The person does not have to accept the bed, but it must be offered in a manner that can be accepted (i.e. the right accommodations for the person’s specific needs). In addition, the County and CDC are under a stipulated preliminary injunction arising out of a federal lawsuit filed in 2018, that outlines the specific steps that the County and City of Santa Rosa must take before any enforcement action against an individual for camping on public property within the Santa Rosa city limits. While not required, the County typically follows the same injunction protocols when responding to encampments on public property throughout the unincorporated County.
While encampments do occur within city boundaries, they are also found in the unincorporated areas. As encampments grew outside of cities, our HEART team was established to help connect our homeless population with shelter and support services. The Joe Rodota Trail encampment was in part the impetus for the HEART team’s start. To transition an encampment to safe housing, the HEART team works within the County’s Interdepartmental Multi-Disciplinary Team (IMDT) to secure the resources needed to accomplish the task. Residents of an encampment are offered several places to reside, including LG Village, NCS sites as appropriate, and more. The availability of non-congregate shelter (that allows for separation) has been vital during the pandemic and tends to be the type of site which encampment residents are more willing to accept.
The HEART team has further streamlined communication and scheduling to improve operational efficiency. Monthly updates are completed the first Wednesday of each month and include geographic data by region as well as other key outcome metrics. Team members sign up for deployments to ensure staffing capacity. Logistics, priorities, and clearing strategies are discussed weekly in Operational Encampment Team meetings (OET).
Enhanced data tracking and standard reporting was implemented in May 2021. The first two outcome reports include June and July 2021 metrics.
• 59 individuals safely cleared from camp sites
• 44 individuals accepted one or more services
• 17 vehicles cleared (cars, trucks, etc.)
• 26 RV / Motorhome / Trailers cleared
Since the creation of HEART, staff have been deployed to 32 different encampments. Beginning in January of 2021, improvements to tracking geographic data were implemented. Since then, 17 encampments have been worked.
The Guerneville Park and Ride was one of the most successful team encampment clearings to date resulting in 17 individuals accepting one or more services and six individuals being placed in transitional housing or shelter. Closer partnership with West County Community Services (WCCS), West County Health Center, and desirable shelter placements (Los Guilicos, Holiday Inn Windsor, and Guerneville Navigation Center) were key factors in the successful clearing.
Challenges and Constraints
The strategy involving “outreach, enforcement, clearance and closure with support” is a popular approach to addressing encampments. This approach has gained ground across our nation - but it is expensive. According to US HUD, the annual spending in fiscal year 2019 related to community responses to encampments ranged from $3,393,000 in Houston to $8,557,000 in San Jose. The cost per unsheltered homeless person ranged from $1,672 in San Jose to $6,208 in Tacoma. Across four cities studied (Chicago, Houston, Tacoma, and San Jose), the greatest cost relating to encampment-related activity were for outreach (per “Exploring Homelessness Among People Living in Encampments and Associated Cost: City Approaches to Encampments and What They Cost <https://www.huduser.gov/portal/publications/Exploring-Homelessness-Among-People.html>,” US HUD, Office of Policy Development and Research, April 5, 2021).
Concerning outreach, our teams have made good progress in finding shelter for encampment residents, however, some of the barriers to successful resolution/clearing include:
• Geography of the shelter or housing options as it relates to the encampment - at times, individuals have expressed concern about being too distant from a place familiar to them or close to work (when campers are employed). Depending on the circumstances, transportation assistance may be provided to alleviate these issues when possible.
• Attempting to ensure that spaces available to house a person are also able to address the specific needs of the individual(s) being moved - be it medical, behavioral, pet care, family unit, those with autos, RVs, or trailers, and other needs.
• Legal constraints on, and high barriers to, conservatorship.
• Fears of contracting COVID-19 in shelter settings - while less likely in non-congregate settings - some have expressed this as a concern to move from an outdoor encampment.
• Fears of losing a sense of community and relationships that have built between encampment members.
• Desire not to go into a setting where they will be required to follow certain rules, i.e., curfew, no drugs and alcohol, limitation on amount of belongings, etc.
• A system improvement could include more LG Village locations across the region as the site is always in high demand.
We believe that the below constraints affect how we can effectively and quickly transition persons from homelessness to long-term housing. Some of the constraints noted are being addressed with increased collaboration and partnership. Others will require increased resources and additional investments.
The constraints include (not in order of importance):
• COVID-19 has had tremendous impact on the System of Care, especially for those persons remaining on the street, in encampments, or in congregate shelters; it has limited our ability to fully utilize the capacity of our congregate shelter settings leaving more people out on the street.
• A shortage of non-congregate emergency shelter, including those that are near services and supports.
• Lack of suitable safe parking options to offer individuals with RVs, trailers, and motorhomes.
• Our Coordinated Entry System was identified in the KPMG Report as improving, but needs a long-term operator and an effective base of users to ensure that persons are not left out. (Note: KPMG report, pages 56 - 64. Overall recommendation addresses four key steps to improve Coordinated Entry.) The “By Names List” effort is an outgrowth of a Coordinated Entry System when the system is not as nimble and accessible as users would like. The Continuum of Care Board has a Coordinated Entry workgroup that is examining these issues.
• A shortage of Supportive Interim Housing used to transition individuals from emergency shelters and non-congregate shelter spaces to longer-term housing.
• A shortage of permanent supportive housing units.
• A shortage of housing navigation services and landlord incentives to assist in placing individuals in a very tight rental market.
• A shortage of affordable housing units at various income levels, including ownership units.
• Inadequate funding for ongoing provision of maintenance and wrap-around services once a supportive interim housing or permanent supportive housing site is set up.
• Improved alignment and communication between street outreach teams - from our County teams to city and community-based organization teams.
• A shortage of landlords willing to accept rapid-rehousing clients and housing voucher clients.
• Permanent supportive housing is expensive to build and sustainable funding for operations is critical. The expense is driven by land costs, a shortage of construction labor, and prolonged city approval processes.
Recommended Actions and Other Staff Efforts
1. A focus on Safe Parking/Indoor-Outdoor Shelters
During the June 16, 2021 Board of Supervisors meeting on the Fiscal Year 2021/22 Budget Hearings your Board and Interim Director of Health Services Tina Rivera discussed programming and 2021/22 budget allocations for a Safe Parking pilot program in Sonoma County. Your Board set aside $2M in one-time discretionary County funds to support a program or programs that can be stood up expeditiously. Health Services and Community Development Commission staff are working in conjunction with other jurisdictions to explore a collaborative Safe Parking and or Indoor/Outdoor program model operated in partnership with local jurisdictions, to ensure programming is accessible in the various communities and that they are operated in conjunction instead of as disparate programs. Staff will be exploring in the coming months potential safe parking locations, partnership opportunities and launching an Indoor/Outdoor and/or pilot Safe Parking programs where the Board can choose to invest some or all of the $2M.
The following are possible programs, county-led, and city/county partnership opportunities we are hopeful to bring back to your board on December 7, 2021 for consideration:
• City of Petaluma/Committee on the Shelterless (COTS) indoor-outdoor shelter
• North County cities/Reach for Home indoor-outdoor shelter
• City of Santa Rosa Utility Field Office (UFO) Safe Parking Site - 24/7
• County-led: Guerneville - An indoor-outdoor shelter, possibly at the George’s Hideaway location.
• County-led: Cloverdale - possible safe parking site
• County-led: The County Campus PRMD overnight safe parking site (and a possible future partnership with the City of Santa Rosa)
• County-led: A Sonoma Valley location, should further progress be made on a site in alignment with community wishes.
2. Maximizing our Project Homekey and Homeless Housing, Assistance and Prevention (HHAP) Grant-3 (HHAP-3) Opportunities
As we work with our city and CoC partners on the $2M mentioned in Item #1, we think that the Project Homekey-2 and HHAP-3 dollars coming forward present another opportunity to collaboratively look at qualified transitional, supportive and permanent housing projects across the region.
3. Other Staff Efforts
Per the County Administrative Officer’s guidance and the KPMG report, staff from Health Services and the Commission will be collaborating with the Continuum of Care Board, cities, and community-based organizations on, among other things:
• A unified countywide strategic plan for both homelessness and affordable housing;
• Local action plans by region (North, Central, West, South, and Sonoma Valley) that build from and lead into the countywide strategic plan;
• Ways to improve our street outreach programs and outcomes;
• Eliminating barriers to constructing new housing for all income levels at locations near transit;
• Improving the Sonoma County public’s knowledge and understanding of housing and homelessness.
In conclusion, we welcome the Board’s and the public’s input on this issue and look forward to questions, comments, and further direction.
Prior Board Actions:
On July 7, 2020 the Board A) accepted staff’s report on the Community Development Commission and Department of Health Services efforts to implement homeless strategies approved by the Board on December 23, 2019 and March 10, 2020; B) provided direction to staff on the establishment of an indoor-outdoor shelter(s); C) provided direction to staff on the future of the Los Guilicos Village Shelter; D) provided direction to staff regarding proposed short- and medium-range homeless strategies including the direction for the use and appropriation of federal and state homeless funding in response to the COVID-19 pandemic; E) provided direction to staff on County’s homeless funding allocation to the Home Sonoma County Leadership Council; F) provided an update on upcoming efforts to lease and/or purchase remaining homes for shared housing; G) provided direction to staff to explore opportunities to expand permanent solutions under the Project Roomkey program and appropriations under the governor’s budget; and H) approved recommendation to have the Community Development Committee focus affordable housing and housing authority functions with the Board of Supervisors and have the Home Sonoma County Leadership Council focus on homeless matters.
March 10, 2020: Item #26, Indoor-Outdoor Shelter Sites and Services for Homeless Individuals
December 23, 2019: Item #1, Emergency Housing, Shelter, and Support Service Options
Fiscal Summary
|
Expenditures |
FY 21-22 Adopted |
FY 22-23 Projected |
FY 23-24 Projected |
|
Budgeted Expenses |
|
|
|
|
Additional Appropriation Requested |
|
|
|
|
Total Expenditures |
|
|
|
|
Funding Sources |
|
|
|
|
General Fund/WA GF |
|
|
|
|
State/Federal |
|
|
|
|
Fees/Other |
|
|
|
|
Use of Fund Balance |
|
|
|
|
Contingencies |
|
|
|
|
Total Sources |
|
|
|
Narrative Explanation of Fiscal Impacts:
None
|
Staffing Impacts: |
|
|
|
|
Position Title (Payroll Classification) |
Monthly Salary Range (A-I Step) |
Additions (Number) |
Deletions (Number) |
|
|
|
|
|
|
|
|
|
|
Narrative Explanation of Staffing Impacts (If Required):
N/A
Attachments:
Attachment A: Performance Metrics
Attachment B: Encampment Flowchart
Attachment C: Housing Inventory
Related Items “On File” with the Clerk of the Board:
None