Regional Task Force On The Homeless Board Meeting Packet

GovernanceBoardMeeting
AGENDA(RegularMeeting)
Date:August17,2017 Time:3:005:00p.m. Location:CountyAdministrationCenter(1600Pacific
Highway,SanDiego,CA92101),Rooms302303
AgendaItems Presenter Page
1 WelcomeandIntroductions SupervisorRonRoberts,Chair
2 NonAgendaPublicComment SupervisorRonRoberts,Chair
3 ConsentAgenda
a. ApprovalofJuly20,2017,BoardMeeting GordonWalker,CEO,RTFH
3
Minutes
b. FinancialReport:June2017Financial GordonWalker,CEO,RTFH

Statements
4 ExecutiveOfficer&CEOUpdates ExecutiveOfficers&CEO
5 ActionItems
a. PresentationandApprovalofPhase1ofthe GregAnglea,Chair,CommunityPlanAdHoc 7

CommunityPlanFramework Committee
6 InformationalItems
a. HepatitisAUpdate Dr.SayoneThihalolipavan,CountyofSan

Diego,DeputyPublicHealthOfficer
b. NAEHConferenceReview CaseyNguyen,InterfaithCommunity 71

Services
c. InformationonPossibleBallotInitiative GregAnglea,Chair,CommunityPlanAdHoc

Funding Committee
NextMeeting:Thursday,September21,2017,3:005:00p.m.,SanDiegoCountyAdministrationCenter,1600
PacificHighway,Rooms302303.
2

RegionalTaskForceontheHomeless
GovernanceBoardRegularMeetingMinutes
Thursday,July20,2017,3:005:00p.m.
ReadandApproved:
SecretaryonbehalfofGovernanceBoard
TheregularmeetingoftheRegionalTaskForceontheHomelesswascalledtoorderat3:00p.m.
Thenumberofboardmembersrequiredtoreachaquorumforthisboardis16.Aquorumwas
presentatthismeeting.
ATTENDANCE
Present: Absent:
JessycaCarr LarissaTabin
WalterPhillips MichaelHopkins
LaureTancrediBaese,byproxy RabbiLaurieCoskey
GregAnglea
AndreSimpson
DeaconJimVargas,byproxy
RickGentry
ToddHenderson,byproxy
PeterCallstrom
JulioFonseca
SueLindsay
KarenMcCabe
DimitriosAlexiou
CharlesKaye
RayEllis
KarenBrailean
SeanKarafin
RonRoberts
ChrisWard
NickMacchione
JessicaChamberlain,byproxy
SimonneRuff,byproxy
NancySasaki
ReverendRollandSlade
JohnOhanian
JoelRoberts,byproxy
AdolfoGonzales,byproxy
KenSauder
3
AgendaItemIWelcomeandIntroductions:
BoardChair,CountySupervisorRonRoberts,welcomedboardandcommunitymembers,andRTFHs
newCEO,GordonWalker,tohisfirstofficialboardmeeting.
AgendaItemIINonAgendaPublicComment
JenniPrisk,SanDiegoCountyCommissionontheStatusofWomen&Girlsintroducedherselfand
herorganizationandspokeabouttheirinitiatives:domesticviolence,homelessnessandhuman
trafficking.
JeffChesrow,communitymembersaidhethinksitsaconflictofinteresttohaveaservice
providerintheboardseatdesignatedforahomelessorformerlyhomelessperson,andthathe
feelsthatRTFHstaffisntresponsive.
AgendaItemIIIConsentAgenda ItemsRemovedfromConsentAgenda
a. ApprovalofJune15,2017,BoardMeetingMinutes None
b. FinancialReport:May2017FinancialStatements
c. ApprovalofFiscalandAdministrativeAuthorities
Voting
MotionbyKarenBraileanto:
Motion ApprovetheConsentAgenda.
SecondbyPastorRollandSlade.
Yay Unanimous
Nay None
Recused None
AgendaItemIVExecutiveOfficer&ExecutiveDirectorUpdates
CountySupervisorRonRoberts,providedthefollowingupdates:
Heintroducednewlyelectedboardmembers:RayEllis,ChuckKaye,KarenMcCabe,Walter
PhillipsandKenSauder.
Hestatedthatheishappytoannouncethatallthreehousingrelateditemsmentionedlast
monththathebroughtforwardforconsiderationpassedunanimously.Theyinclude:A$500,000
fundtofostercreative,costeffectiveaffordablehousingsolutionsforseniorsandother
vulnerablepopulations;designating11surpluscountypropertiesaspotentialcandidatesfor
affordablehousing;andestablishinga$25millioninvestmentpooltouseasleveragetobuild
affordablehousing.
Nextstepsinclude:Anordinanceoutliningtheparametersforusingthe$25milliontrustfundwill
returntotheBoardin90days,andtheguidelinesforthesmallerinnovationfundarebeing
workedonaswellasfurtherstudyonthe11properties.
TheHepatitisAOutbreakiscontinuingtospreadwiththeCountyhavingregistered251casessincetheend
ofNovember.Nearly70percenthaverequiredhospitalization,andfivepeoplehaddied.Tohelpwith
improvingsanitationconditionsonthestreets,CountyPublicHealthDepartmentispilotinghandwashing
stationsattheRosecransfacility,andconsideringmorelocationssoon.PublicHealthOfficersare
distributinghygienekitstohomelessproviders.Todate,thePublicHealthDepartmenthasadministered
nearly3,000vaccinations,notincludingallthevaccinationsgivenbycommunityclinicsandotherhealthcare
partners.Thecountyisworkingcloselywithproviderstoreachindividualsatrisk,whichincludethosewho
arehomeless.
RTFHGovernanceBoardMeetingMinutes 2|P a g e
July20,2017
4
NewActionItems Sendboardrosterwithemailaddressestoboardmembers.
ChrisWard,ViceChair,providedthefollowingupdates:
ThenextCityCouncilSelectCommitteemeetingwillbeheldMonday,July24at9:00a.m.atCityHall.
1. Theywillbefinalizingthecommitteeworkplanbyordinance.Dividedintolanduse,housing
programsandotherlegislativepolicies,declarationsandrevenue.
2. Aschairhereleasedamemoyesterdaywithsomeimmediatestrategiesthecitycanbeginto
moveon.Detailscanbefoundonhiswebsite.
KarenBrailean,Secretary,providedthefollowingupdates:
ShestatedshehadjustreturnedfromtheNationalAlliancetoEndHomelessnessconference,whichwas
excellent,andshewouldliketosharekeylearningsatthenextboardmeeting.
NewActionItems FollowupregardingrequesttobeontheAugustboardmeetingagenda.
GordonWalker,CEO,providedthefollowingupdates:
RecognizedDoloresDiazfortheexcellentjobshehasdoneastheoutgoingexecutivedirectorofthe
RTFHandaskedthattheBoardalsorecognizeher.
NotedtheCommunityStandardsthatwereapprovedbytheBoardinMay.
NotedtheOrganizationalAssessmentreportthatwasapprovedbytheBoardinJune.
NotedtheCommunityPlanFramework,whichsetsupphase2ofthePlan,andwillbediscussedtoday
byGregAnglea,whoisleadingtheeffortaschairofthecommittee.HethankedGregforhiswork.
Statedthatsince94percentofourmoneycomesfromfederalfunding,theRTFHwillbecomingto
boardmembersforhelptoraisefunds.
Notedthenewwebsite,whichmergesthecontentfromtheCoCwebsiteandtheformerRTFHsite,will
golivetoday,andisoptimizedtobeusedwithmobiledevices.
AskedtheBoardforfeedbackonthefollowing:
1. Boardtraining
2. Trainingonbasicpovertyissues
3. Annualcountywidesummitfororganizationsthatservethehomelesspopulation(theRTFHwillbe
invitingboardmembers,staffandallRTFHmembershiptoattend).
NewActionItems Followupregardingboardtrainingandsummit.
AgendaItemVInformationalItems
a. CommunityPlanFrameworkUpdateGregAnglea,Chair,CommunityPlanAdHocCommittee
Nocommunityhasmademajorstridesinendinghomelessnesswithouta
crisisresponsesystem.FocusStrategies,Inc.,designedaframeworktohelp
usreducehomelessnessinadramaticway.FocusStrategiesdeliveredthe
plan.MuchofthethanksgoestoMelissaPeterman,StephanieGioia,Dolores
Diaz,etc.TheCommunityPlanAdHocCommitteemetrightbeforethis
meetingandreviewedtheframeworkthatoutlinesaseriesofprograms.
WellbesharingitalongwithourrecommendationsonJuly31stforyour
Presentation/Report
reviewandcomment,andwellbepresentingtheframeworkphase1ofthe
planatourAugustboardmeeting.Wehearditreiteratedtimeandtime
againattheNAEHconferencethattheplanworks.Itsourcommunities
plan,andtookinputfromninecommunitymeetingsandseveralmeetingsof
theCommittee.Phase1includesthingstobeginimplementingnow,and
phase2willincludeaplantogettoaplacewherewehaveended
homelessness.
July20,2017
5
PublicComment None
BoardMemberDiscussion None
ActionItems None
b. ExecutiveIndicatorsSuzanneP.Lindsay,Ph.D.,MSW,MPH,AssociateProfessorofEpidemiology,
Emeritus
Presentation/Report ExecutiveSystemIndicators
PublicComment None
Boardmembersdiscussedthedatapointsandreasonsforpotential
inefficienciesinthecurrentsystem,alongwiththeideathatHousingFirstis
BoardMemberDiscussion
acultureshiftthatwilltaketime.Theyalsodiscussedthepossibilityof
accessingemergencyshelterbedavailabilityinrealtime.
ActionItems TheExecutiveIndicatorsandFrameworkcanbefoundontheRTFHwebsite.
PublicSafetyProgramUpdateSusanBower,DirectorofServiceIntegration,HHSA;AlfredoAguirre,
Director,HHSABehavioralHealthServices;ChristineBrownTaylor,ReentryProgramManager,SanDiego
SheriffsDepartment;SarahGordon,ProgramCoordinator,PublicSafetyGroup;DorothyThrush,Chief
OperationsOfficer,PublicSafetyGroup;KatherineDurant,PITCProjectCoordinatorLead,RTFH
Presentation/Report IntegratingHousingandServicesforJusticeInvolvedPopulations
PublicComment None
Boardmembersdiscussedthevariousprogramsandissuesassociatedwith
BoardMemberDiscussion
thepopulationserved.
ActionItems None
Adjournment:
Themeetingwasadjournedat5:00p.m.TheBoardwillreconveneonAugust17,2017,at3:00p.m.
July20,2017
6

REGIONALTASKFORCEONTHEHOMELESS
GOVERNANCEBOARDACTION/INFORMATIONREPORT

TITLEOFREPORT:
ApprovalofPhase1oftheCommunityPlanFramework.
ADVISORYCOMMITTEENAME: ITEMTYPE:
RegionalTaskForceontheHomelessCommunityPlanAd Information
hocCommittee. XAction
Recommendation/BoardPolicy
RequesttoPresentatBoardMeeting
DATE: PRIMARYCONTACT: SECONDARYCONTACT:
August17,2017 GregAnglea,CommunityPlan GordonWalker,RTFHCEO
AdhocCommitteeChair
TIMESENSITIVITY:
NoXYes(Ifyes,statedeadlineandwhyitsurgent)
TheStrategicFrameworkforaSystemtoEffectivelyEndHomelessnessinSanDiegohasoutlinedanumberof
highpriorityactionstepsforthenext12months.Approvaltodayensuresworkcanbeginonthesehighpriority
itemsimmediately.
RECOMMENDATION:
1. ReceiveandapprovePhase1oftheCommunityPlanFramework
OVERVIEW&BACKGROUNDSUMMARY:
Onanygivennightanestimated9,000peopleintheSanDiegoregionarelivingoutdoors,invehiclesorinemergency
shelters.Whilethecommunityhasinvestedinprogramsandprojectsthatareinnovativeandeffective,homelessness
remainsapersistentandgrowingproblem.ThecommunityhastakenstepstostrengthentheRegionalTaskForceon
theHomeless(RTFH)sothatitcanleadaprocesstoshiftthecommunityseffortsfromhavingacollectionofprojects
andinitiativestohavingacoordinated,regionwidesystemtoeffectivelyendhomelessness.Withleadershipfrom
RTFHBoardChairCountyofSanDiegoSupervisorRonRobertsandViceChairCityofSanDiegoCouncilmemberChris
Ward,theRTFHhasdevelopedthisStrategicFrameworktoguideoureffortstodevelopandimplementaCommunity
Plan.ThePlanwillbestronglydatainformedandguidedbybestpracticesandevidenceaboutwhatworks.Analysisof
SanDiegoslocaldatawillprovidearoadmaptohelpthecommunityachievesignificantreductionsinhomelessness.
TheproposedFrameworkidentifiesastrategicpathwaytocreatingaregionalsystemtoeffectivelyendhomelessness.
Therearefivekeyareasofwork:
1. UnifiedLeadership,EffectiveGovernanceandAlignedFunding.
2. SystemAccess/Entry:Outreach,CoordinatedEntryandDiversion.
3. EmergencyResponses:Shelter,TransitionalHousing,InterimHousing.
4. SystemExits:HousingInterventions.
5. SystemInfrastructure:Data,Evaluation,Training,CapacityBuilding

TheproposedStrategicFrameworklaysoutapathtobeginaligninganarrayofprogramsandinitiativesintoa
cohesive,streamlinedsystem.TheImplementationPlanthatwillcomenextwillincludemeasurableobjectivesand
carefullycalibratedactionstepsdesignedtoachievethegreatestpossiblereductioninhomelessnessgivenavailable
resources.Successyearoveryearwillbemeasuredbychangesinthesizeofthehomelesspopulationand
performanceofthesystemcomparedtoestablishedtargets.Thisworkwillbedifficultbutiscriticalthatweriseto
meetthischallengebothforthewellbeingofthoseexperiencinghomelessnessandofourcommunityasawhole.
7
FISCALIMPACT:
Adoptingthisactionwillensure2014&2016PlanningGrantfundsarefullyutilizedandallocatedaccordingtocurrent
needs.
FUTUREACTIONNEEDEDBYBOARD?Ifso,bywhatdate?
ApprovalofPhaseIItheimplementationplan,whichisthenextphaseofworkthatFocusStrategieswillhelpguide,
andthatdeliverablewillbecompletedbyJune30,2018.
STAFF/ANDORCOMMITTEESTATEMENT:
CommunityPlanAdHocCommitteeRecommendationstotheRTFHGovernanceBoard
TheCommunityPlanStrategicFramework,PhaseIofourengagementwithFocusStrategies,identifiesthestepsthe
RTFHastheInfrastructureOrganizationfortheSanDiegoCoCmusttaketotransformourmanyhomelessprograms
andinitiativesintoacoordinatedHomelessCrisisResponseSystem.Thesestepsarerequiredifwearetoeffectively
endhomelessness.PhaseIIofthisCommunityPlanwillutilizeourownregionalprogramsanddatatomodelprecisely
howmuchmoreeffectiveourexistingresourceswillbethoughchangessuggestedintheStrategicFramework.
InadditiontothesystemicchangestoexistingresourcesrecommendedintheStrategicFramework,the
CommunityPlanAdHocCommitteerecommendsRTFHincreasethefollowingregionalresources:
Housingstock
Landlordcoordination
SupportiveServices,particularlyserviceswhichincreasehouseholdincome(employment,disabilitybenefits
enrollment,etc.),whichwillreducetheneedforhousingsubsidiesandstretchlimitedsubsidiestoreachmore
households
Moreoverandmostimportantly,theCommunityPlanAdHocCommitteerecommendsthattheRTFHGovernance
Boardclearlyidentifywhatroletheywillplayinaddressingemergingregionalhomelessissues.TheRTFHshould
activelyweighinonvariousregionalinitiativestoaddresshomelessness,andleadthewayinadvocatingfornew
revenuesourcessuchasballotmeasures,newfeestructures,andotherstrategies,tomaketheHomelessCrisis
ResponseSystemmosteffectiveandsustainable.
SUMMARYOFPREVIOUSCOMMITTEEAND/ORBOARDACTIONRELATEDTOTHISTOPIC:
OnApril20,2017,theRTFHBoardapprovedarecommendationtoadopttheproposedexpenditureplanforthe
2016PlanningGrantBudgetwhichwasreviewedandendorsedbytheExecutiveCommitteeandincludedpartial
fundingof$150,000forconsultantcostsassociatedwiththePhase2developmentoftheCommunityPlanto
AddressHomelessnessfortheSanDiegoRegionandtoauthorizetheExecutiveDirectortotakeanyandall
necessaryactionstoensuretimelygrantexecution.
InOctober20,2016,theRegionalContinuumofCareCouncil(RCCC)GovernanceBoardapprovedthereallocationof
$100,000fromthe2014PlanningGrantfora1.0FTESeniorStrategicPlannerandFacilitatortoissueacompetitive
RequestforProposalsforaconsultantorconsultantfirmtodevelopaCoordinatedLongRangeCommunityPlanto
AddressHomelessnessinSanDiegoCountyandauthorizedRTFHandRCCCdesignatedstafftotakeanyandall
necessaryactionstoimplementtheseapprovals.Thiswasapprovedbasedonarecommendationfromthe
ExecutiveCommitteeonOctober10,2016.
In2015theboardapprovedthesubmittalofanapplicationforCoCPlanningGrantfundstoHUD,whichincluded
$78,312inthefinalbudgetforpartialfundingforthedevelopmentofa3yearcommunityplantoaddress
homelessnessfortheCoC,andcostsassociatedwithassessmentandrecruitmentofstaffforthenewCoC
infrastructure.
COMMUNITYPARTICIPATIONANDPUBLICOUTREACHEFFORTS:
TheRTFHandpartneragencieshostedanumberofcommunityforumsandmeetingsaspartofthedevelopmentof
theStrategicFramework(PhaseOneoftheCommunityPlan).Atcommunitymeetingsthatoccurredtowardsthe
beginningoftheprocess,stakeholderswereprovidedanintroductiontotheRTFHandFocusStrategiesapproachto
8
creatingaStrategicFrameworkforeffectivelyendinghomelessnessinSanDiegoCounty,aswellasageneralreview
oftimelinesandactionstepsinvolvedwiththeprocess.Towardstheendoftheprocess,FocusStrategiespresented
aninitialdraftoftheStrategicFrameworkandnextstepsforimplementation,andofferedanopportunityfor
communityfeedbackandquestions.Acomprehensivelistofthesemeetings,aswellastheirdatesandlocationsis
providedasAppendixFoftheattachedFramework(AttachmentA).

Adiversearrayofcommunitystakeholdersattendedthesemeetings,representingthefollowingsectors:
Nonprofithomelesshousingandserviceproviders
ElectedofficialsandstafffromtheCountyofSanDiego
ElectedofficialsandstafffromtheCityofSanDiegoandothercitiesintheregion
TheDepartmentofVeteransAffairs(VA)
Publichousingauthorities
Universityrepresentatives
Philanthropy
Businesscommunityrepresentatives,includinglargeandsmallbusinessowners
Homelessadvocates
Communitymembers
Peoplewithlivedexperienceofhomelessness
Eachcommunitymeetingprovidedanopportunityforstakeholderstoprovideinput,askquestions,andexpress
concernsrelatedtobothphasesoftheCommunityPlan:TheStrategicFramework(PhaseOne)andthe
ImplementationPlan(PhaseTwo,whichwillbegininJuly2017).Participantsalsosharedtheirviewsonthestateof
homelessnessinSanDiegoCounty.WeheardadiversityoffeedbackinresponsetoRTFHandFocusStrategies
currentwork,whichissummarizedintheattachedreport(AttachmentA).
IMPACTONKEYSTAKEHOLDERS,PROJECTS,COMMUNITIES,ORSUBPOPULATIONS:
ApprovaloftheseactionshelpstheRTFHtofurtherrealizecollectiveimpactbydevelopingacommunityplanthat
leadstoacommonagenda,sharedmeasurement,continuouscommunication,andmutuallyreinforcingactivities
amongallparticipants. Additionally,itensurescontinuedsupporttotheregionforstrategicplanninganddeveloping
datadrivenactionableitemstoreduceandendhomelessness.
CONNECTIONSTOHUD/HEARTHCOMPLIANCE:
HUDrecommendsthatcommunitiesdeveloplongrangestrategicplanstoendhomelessness.
COCBOARDRESPONSIBILITYCATEGORY(S):
XAnnualRegionalPlanning
ApproveCoCPolicies
XConductregular/annualCoCPlan(includesPointinTimeCount)
DesignateandoperateanHMIS
DevelopCoordinatedEntrySystem
DraftwrittenstandardsforprovidingCoCassistance
XEmergencySolutionsGrantsEvaluation&Recommendations
Fundraise
ManageannualCoCfundingapplication
XMonitorCoC&ProjectPerformance
ATTACHMENTSORBACKUPINFORMATIONTOREFERENCE:
AttachmentA:RTFHSanDiegoCommunityPlantoEndHomelessnessStrategicFrameworkforaSystemto
EffectivelyEndHomelessnessinSanDiegoCounty
9
10
RegionalTaskForceontheHomeless
SanDiegoCommunityPlantoEndHomelessness

StrategicFrameworkforaSystem
toEffectivelyEndHomelessnessinSanDiegoCounty
Acknowledgements
ExecutiveSummary.......................................................................................................................................1
I. PurposeofStrategicFramework............................................................................................................3
II. BackgroundandHistory.........................................................................................................................3
III. Methodology:........................................................................................................................................4
IV. Goal:ACoordinatedandEffectiveRegionalSystem..............................................................................4
A. DefiningaSystemtoEffectivelyEndHomelessness........................................................................4
B. PrinciplesofSanDiegosSystemtoEffectivelyEndHomelessness.................................................5
C. FeaturesandElementsoftheSystem.............................................................................................6
D. MeasuresofSuccess........................................................................................................................7

V. Strategy:.................................................................................................................................................8
A. UnifiedLeadership,EffectiveGovernance,AlignedFunding...........................................................8
B. SystemAccess:Outreach,CoordinatedEntry,Diversion..............................................................10
C. EmergencyResponses:Shelter,TransitionalandInterimHousing...............................................13
D. SystemExits:HousingInterventions..............................................................................................15
E. SystemInfrastructure:Data,Evaluation,Training,CapacityBuilding...........................................19
VI. ActionSteps:TheNext12Months.......................................................................................................21
VII.Conclusion............................................................................................................................................23
Appendices:
A. HomelessnessinSanDiegoCountySummaryofAvailableData......................................................24
B. ListofSanDiegoHomelessSystemDocumentsReviewed..................................................................31
C. HomelessSystemInventory.................................................................................................................34
D. SummaryofKeyStakeholderInputontheFramework.......................................................................41
E. CommunityEngagementandInputMeetings.....................................................................................51
F. ListofStakeholdersInterviewedandCommunityMeetings...............................................................56
11
Acknowledgements
WewishtoacknowledgeandthankallthosewhohelpedwiththedevelopmentofthisStrategic
FrameworktoeffectivelyendhomelessnessintheSanDiegoregion.Housingandserviceproviders,
electedofficials,CityandCountystaff,businessleaders,communitymembersandothersallshared
theirthoughtsandprovidedinvaluableinputthroughinterviewsandinformationsharingandinput
meetings.RTFHstaffandtheAdHocCommitteeontheCommunityPlanprovidedongoingguidanceand
support.FocusStrategiesprovidedinvaluableassistanceindevelopingthisFrameworkthrough
informationgatheringandanalysis.Therearetoomanypeopletomentionbyname,butwearedeeply
gratefultoeveryonewhoparticipatedinthisprocessandcontinuetosupportthiscriticalwork.
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ExecutiveSummary
Onanygivennightanestimated9,000peopleintheSanDiegoregionarelivingoutdoors,invehiclesor
inemergencyshelters.Whilethecommunityhasinvestedinprogramsandprojectsthatareinnovative
andeffective,homelessnessremainsapersistentandgrowingproblem.Thecommunityhastakensteps
tostrengthentheRegionalTaskForceontheHomeless(RTFH)sothatitcanleadaprocesstoshiftthe
communityseffortsfromhavingacollectionofprojectsandinitiativestohavingacoordinated,region
widesystemtoeffectivelyendhomelessness.WithleadershipfromRTFHBoardChair,SanDiegoCounty
Supervisor,RonRobertsandViceChair,CityofSanDiegoCouncilmember,ChrisWard,theRTFHhas
developedthisStrategicFrameworktoguideoureffortstodevelopandimplementaCommunityPlan.
ThePlanwillbestronglydatainformedandguidedbybestpracticesandevidenceaboutwhatworks.
AnalysisofSanDiegoslocaldatawillprovidearoadmaptohelpthecommunityachievesignificant
reductionsinhomelessness.
ThisFrameworkidentifiesastrategicpathwaytocreatingaregionalsystemtoeffectivelyend
homelessness.Therearefivekeyareasofwork:
1. UnifiedLeadership,EffectiveGovernanceandAlignedFunding.
AchievingreductionsinhomelessnesswillrequirecontinuingtobuildthecapacityoftheRTFHto
coordinateaunifiedleadershipandgovernancestructurethatbringstogetherthecommunity
leadershipandkeysystemfunders,bothpublicandprivate.Totrulycreatearegionalsystem,allthe
communityleadershipmustbeengagedandalignedaroundacommonsetofobjectives.
Acoordinatedregionalsystemwillrequireaconsistent,streamlinedandefficientregionwideprocess
andpolicygoverninghowpeopleexperiencinghomelessnessaccesstheresourcestheyneedtoregain
housing.TheCoordinatedEntrySystemisbeginningtofulfillthisrole,butmoreworkneedstobedone
tobringcoordinatedentryuptoscaleandintegrateitwithbothstreetoutreachandsystemdiversion
work.

Emergencyresponsessuchasemergencyshelterandothertypesofinterimbedsmustserveasa
pathwayfromhomelessnesstohousing.Thesetemporaryinterventionsareessentialelementsofthe
system,buttheyarenotdestinationsinandofthemselves.Inaneffectivesystem,performanceis
measuredbasedonhoweffectivelyemergencyresponseshelppeoplemakethetransitionfrom
homelessnessintopermanenthousing.
Inasystemtoeffectivelyendhomelessness,theultimategoalisthatpeoplesecurehousing,notshelter.
Ourstrategiesmustfocusonexpandingtherangeofhousingopportunitiesforpeopleexperiencing
homelessness.Thisincludespermanentlysubsidizedaffordableandsupportivehousing,whichiscritical,
aswellaslowerintensity,flexible,shorttermandmediumtermrentalsubsidyoptionsforthemany
peoplewhoarenotchronicallyhomelessanddonotrequirelongtermassistancetobehoused.
Page1
13
Maximizingtheinventoryavailableintheexistingrentalmarketwillbeessentialtomakingsignificant
reductionsinhomelessness.
Finally,ourregionalsystemmusthavetheinfrastructuretosupportongoingassessmentofperformance
andthelearningandculturechangeneededtoapproachthechallengedifferently.Ourworkmust
includebuildingthedataandanalysisinfrastructureattheRTFH,aswellastraining,technicalassistance
andcapacitybuildingsupportforthehousingandserviceprovidersinourcommunity.
ThisStrategicFrameworklaysoutapathtobeginaligninganarrayofprogramsandinitiativesintoa
cohesive,streamlinedsystem.TheImplementationPlanthatwillcomenextwillincludemeasurable
objectivesandcarefullycalibratedactionstepsdesignedtoachievethegreatestpossiblereductionin
homelessnessgivenavailableresources.Successyearoveryearwillbemeasuredbychangesinthesize
ofthehomelesspopulationandperformanceofthesystemcomparedtoestablishedtargets.Thiswork
willbedifficultbutiscriticalthatwerisetomeetthischallengebothforthewellbeingofthose
experiencinghomelessnessandofourcommunityasawhole.
Page2
14
I. PurposeofStrategicFramework
TheRegionalTaskForceontheHomeless(RTFH)isembarkingonaprocesstodevelopaCommunity
PlantoEffectivelyEndHomelessness.TheSanDiegocommunityhasalreadyputinplacemany
successfulprogramsandinitiativestoaddresshomelessness.WithleadershipfromRTFHBoardChair,
SanDiegoCountySupervisor,RonRoberts,andViceChair,CityofSanDiegoCouncilmember,Chris
Ward,aswellastechnicalassistancefromFocusStrategies,theRTFHnowseekstotakethenextcritical
stepofdevelopingaplanthatwillbringallofthesecomponentstogetherintoacoordinated,region
widesystem.TheCommunityPlanwillbestronglydatainformedandguidedbybestpracticesand
evidenceaboutwhatworks.AnalysisofSanDiegoslocaldatawillprovidearoadmaptohelpthe
communityachievesignificantreductionsinhomelessness.
TheCommunityPlanwillbedevelopedintwophases.ThefirstphaseisthecreationofthisStrategic
Framework,whichsetsforththevisionofaregionalsystem.Thisframeworkdescribesthefeaturesand
elementsofwhatthatsystemwilllooklikeandidentifiesthestrategiesneededtomaketheshiftfrom
whatiscurrentlyinplacetothenewsystem.Inthesecondphase,adetailedmultiyearimplementation
plantocreatethenewsystemwillbedeveloped.Thesecondphasewillbeinformedbya
comprehensivedataanalysisandpredictivemodelingeffortthatwillallowtheRTFHtopinpointwhatis
working,wherethereareopportunitiesforimprovement,andwheretofocuseffortstohavethe
maximumimpact.
II. BackgroundandHistory
TheSanDiegocommunitycontinuestograpplewiththepersistentandcomplexissueofhomelessness.
Onanygivennight,thousandsofindividualsandfamiliesarewithoutshelterorlackapermanentplace
tolive.SanDiegosleaders,serviceproviders,governmentalagencies,andconcernedcitizenshave
respondedwithahighlevelofcommitment.Resourceshavebeeninvestedinemergencyshelter,
servicesandpermanenthousing.Overtheyears,theseeffortshavehelpedmanythousandstoresolve
theircrisesandreturntostablehousing.However,homelessnessinSanDiegoisincreasing.In2017,the
annualPointinTimeCountidentified9,116homelesspeople,a5percentincreasefromtheyear
before.
Inthepastseveralyears,communityleadersandhomelesssystemstakeholdershaverecognizedthat
whileregionaleffortshavebeensignificant,theyalsolacksufficientcoordination.Manyinnovativeand
effectiveprogramsandinitiativeshavebeenimplemented.Now,ashiftisneededfromacollectionof
programsthatservehomelesspeopletoasystemthateffectivelyendshomelessness.
In2017SanDiegosleadershipapprovedamergerbetweentheRTFHandtheRegionalContinuumof
CareCouncil(RCCC)tocreateasingleentitytaskedwithcoordinatingtheregionsresponseto
homelessness.ThevisionisthattheRTFHwillserveasthebackboneoftheSanDiegoregions
collectiveefforts,bringingtogethertheworkoftheCountyofSanDiego,CityofSanDiego,othercities
andjurisdictions,thebusinesscommunity,serviceprovidersandadvocates.TheRTFHhasjust
completedanorganizationalassessmentthatidentifiesthecapacitybuildingneededtoeffectivelyfill
thisexpandedrole.ThisStrategicFrameworklaysoutRTFHsvisionforwhatthenewsystemwilllook
likeandoutlineskeytasksforthenextyearasRTFHguidesthecommunityscontinuingdevelopmentof
acoordinated,regionwidesystemtoeffectivelyendhomelessness.
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15
III. Methodology
TheRTFHhasdevelopedthisStrategicFrameworkwithtechnicalassistancefromFocusStrategies,a
nationalconsultingfirmdedicatedtohelpingcommunitiesdevelopdatadrivensolutionstoaddressing
homelessness.Informationtoinformthedevelopmentofthisdocumentwasgatheredfromseveral
sources:
ReviewofavailabledataonhomelessnessinSanDiegoCounty,includingthe2017WeAllCount
census(PointinTimeCount).AsummaryofdataisprovidedinAppendixA.
Reviewofexistingplans,reports,policies,RequestsforProposals(RFPs),andotherdocuments
relatingtocurrenteffortstoaddresshomelessnessintheSanDiegoregion.AppendixBpresents
alistofdocumentsreviewed.
Developmentofaninventoryofexistingprojects,programsandinitiativestoaddress
homelessnessintheSanDiegoregion.ThisinventoryispresentedinAppendixC.
Interviewswith45keystakeholdersrepresentingarangeofsectors,includingelectedofficials,
cityandcountystaff,serviceproviders,funders,businessleaders,advocates,stafffromregional
collaboratives,andtechnicalassistanceproviders.Asummaryofstakeholderinputandlistof
intervieweesisprovidedinAppendixD.
Inpersoninputandinformationsharingmeetingswithplanninggroupsworkingon
homelessnessthroughoutthecounty.Asummaryofinputfromthemeetingsisprovidedin
AppendixE.
Reviewofresearchandnationalbestpracticesoneffectivelyendinghomelessness.
IV. Goal:ACoordinatedandEffectiveRegionalSystem
A. DefiningaSystemtoEndHomelessness
SanDiegosexperiencehasshownthatstrongprograms,financialinvestmentandcommittedproviders
arenotsufficienttocreatemeasurableandvisiblereductionsinhomelessness.Evidencefromaround
theUnitedStatesandashiftinfederalpolicydirectionallpointtotheimportanceofdevelopingsystems
toeffectivelyendhomelessnesssometimesreferredtoasaHomelessCrisisResponseSystem.A
systemtoeffectivelyendhomelessnesstreatsalossofhousingasanemergencytoberespondedto
quicklyandeffectivelywithahousingsolution,targetingresourcestothisend.Toachievethissystem
approach,allresourcesandprogramsmustbealignedaroundaconsistentsetofstrategiesandwork
towardshared,measurableobjectives.Thesystemsworkisshapedbydatacontinuousanalysisshows
whatisworkingandwhereimprovementisneeded.Theleadersandfundersofthesystemholdall
stakeholdersaccountableforresults.
TheRTFHenvisionsaregionwide,coordinatedeffort,inwhichallofthepartsofthesystemwork
togethertowardacommongoal.Everyactorinthesystem,regardlessoftheroletheyplay,viewseach
personwhoisliterallyhomeless(livingoutsideorinashelter)assomeonewithahousingneedthatcan
beaddressedimmediatelyandwithoutpreconditions.Everyoneisunderstoodtobehousingready.
Whenapersonentersthehomelesssystem,programsandservicesaresetuptoquicklydetermine
wherethisindividualorfamilycanliveandprovidetheappropriateamountofassistancetohelpthem
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reenterhousingeveniftheyhaveunmetbehavioralhealthissues,lackincomeorhaveother
challenges.Datasystemsareusedtocontinuouslycollectandanalyzeinformationaboutwhoremains
housedandwhodoesnot.Ifpatternsemerge,theseareanalyzed,andadjustmentsaremade.
ThesystemthatRTFHisplanningwillbuilduponthemanycriticalelementscurrentlyinplace.TheSan
Diegoregionhasacollectionofhomelessprogramsthatprovideservicesandhousingtosomeofthe
peoplewhoareexperiencinghomelessnessandsomepeoplewhoarestrugglingwithunstableor
unaffordablehousing.Todate,theSanDiegoregionhasrespondedtothegapsinitssystembyadding
moreprogramsandlaunchingmorepilotsandinitiatives.However,aframeworkhasnotbeeninplace
tohelpintegrateandalignallofthesepiecesintoasystemthatiseffective.Thedifficultworkof
rigorouslyevaluatingresultsandensuringthemaximumimpactfromtheinvestmentofresourcesneeds
tobedone.Oncetheshiftismadetoasystemfocus,theregionwillbeabletocreateaHomelessCrisis
ResponseSystemthatrespondstotheneedsofallSanDieganswhoarewithouthousing,reversethe
trendofincreasinghomelessness,andsetapathtowardconsistent,measurablereductionsin
homelessness.
Anoteonthelimitationsofthehomelesssystem.ThevisionarticulatedinthisStrategicFramework
reflectsacommitmenttosolvetheproblemofincreasinghomelessnessrelievingthesufferingof
thoselivingoutdoorsorinsheltersandimprovingoverallcommunitywellbeing.Thegoalistohouse
thosewhoareunshelteredbyachievingthehighestandbesthousingoutcomespossiblewiththe
resourcesavailable.Thisisapragmatic,notideological,vision.Inkeepingwiththispragmaticapproach,
itiscriticaltoemphasizethattheresultsthatcanbeachievedwiththeresourcesthatareinvestedin
homelessnessprogramsdonotincludemeetingbroaderantipovertyobjectives.SanDiegosaffordable
housingcrisisisacute.Manyhouseholdsareextremelyrentburdenedandstruggletoreliablysecure
foodandmeetotherbasicneeds.CreatingaHomelessCrisisResponseSystemwillonlycontributeina
smallwaytobridgingthegapbetweenthehousinginventorythatexistsandwhatisneededtoensure
everyonehasasafe,highqualityandaffordableplacetolive.Inaddition,thereareinadequate
resourcestomeetthehealth,behavioralhealth,employmentandeducationalneedsofpeoplewith
extremelylowincomes.Overwhelmingly,theevidenceindicatesthatpeoplecanbesuccessfullyhoused
evenwhentheseotherserviceneedsremainunaddressed.Waitingtohousepeopleexperiencing
homelessnessuntilallotherneedsaremetyieldsasysteminwhichaveryfewarewellserved,andthe
majorityremainunsheltered.RTFHsimmediategoalistoguidethecommunityinreducing
homelessnessanditsassociatedimpactsonthecommunity.Futurestepscanincludestrengtheningthe
antipovertyandhealthsystemsthatprovideessentialqualityoflifeservices.
B. PrinciplesofSanDiegosSystemtoEffectivelyEndHomelessness:
Muchisalreadyknownaboutwhatworkstoeffectivelyendhomelessness.TheRTFHhasintegrated
thesebestpractices,philosophiesandprinciplesintoitsgoverningdocumentsandplans,includingits
recentlyadoptedCommunityStandards.
TheSanDiegoHomelessCrisisResponseSystemwillembracethefollowingkeyprinciples:
1. HousingFocused:Theonlyinterventionthatendshomelessnessishousing.Whilecreatingnew
housinginventoryisacriticalstrategy,itisnotfeasibletobuildanewhousingunitforevery
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homelessperson.SanDiegosHomelessCrisisResponseSystemwillbeorientedtomakethe
greatestpossibleuseoftheexistinghousinginventoryandhelppeopleaccesshousingfirst,
beforeaddressingotherissues.Whileideallyeachhomelesspersonorfamilywouldaccessa
permanentlysubsidizedhousingunit,therealityisthisinventoryisinsufficienttomeetthe
need.Therearemanypeopleinourcommunitywhohavelittleornoincomeandyetnever
becomehomeless.Theymaintainhousingbydoublingupwithfriendsorfamily,livinginrent
burdenedsituationsorinneighborhoodsthatlackamenitiesandservices.TheHomelessCrisis
ResponseSystemrecognizesthathavinghousingisbetterthanlivingoutsideorinacar,and
manypeoplewhoarepoordonotliveinidealhousingsituations.Helpingpeoplereturntoa
safeandsecurehousingsituationisasuccess,evenifitisjustthefirststeponthepathtoa
moreidealhousingsituation.
2. Personcentered:Thissystemtoeffectivelyendhomelessnesswillbefocusedonmeeting
peoplesneedsforhousing,notonmeetingproviderneedstofilltheirprograms.Itwillrespect
clientchoiceandpreferencesaboutwhereandhowtheywillbehoused.Itmustbeeasily
understoodandnavigated,withminimalbarrierstoaccess.
3. Datainformed:Datawillbecollectedandanalyzedtounderstandwhatthesystemis
accomplishing.Successwillbemeasuredbywhetherpeoplewhoarehomelesssecureahousing
solutionanddonotreturntohomelessness.Decisionsaboutwhatapproachestoinvestinwill
beinformedbydata,notbyassumptionsaboutwhatworks.
4. EffectiveUseofResources.Thesystemwillbedesignedtoachievethebestpossibleresults
usingtheresourcesthatexistandrealisticexpectationsaboutwhatadditionalresourcescanbe
garnered.Fundersofthesystemwillbaseinvestmentdecisionsondataandholdgrantees
accountableforresults.Resourceswillbededicatedtoprogramsandprojectsthatdemonstrate
theyarereducinghomelessness,notjustthattheyareprovidingservicestohomelesspeople.
C. FeaturesandElementsoftheSystemtoEffectivelyEndHomelessness
TheHomelessCrisisResponseSystemwillhavefivemaincomponents.Below,thesecomponentsare
describedingeneralterms.SectionIVprovidesadetailedassessmentofwhatelementsofthissystem
arealreadyinplaceandwhatworkstillneedstobedone.
1. UnifiedLeadership,EffectiveGovernanceandAlignedFunding
Themostcriticalelementofthesystemisthatitmusthaveaunifiedleadershipandgovernance
structurethatbringstogetherthecommunityleadershipandkeysystemfunders,bothpublicand
private,withinasinglegovernancestructure.Thisstructuremustdomorethanjustsupport
collaborationacrossthedifferentpartsofthesystem.Tobeeffective,thesystemgovernancehastobe
empoweredtoguidesystemleveldecisionmakingbringingalltheleadershiptogethertodevelop,
adoptandimplementasinglesharedsetofstrategiesandpolicies,includingpoliciesgoverninghow
fundsareinvested.
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Inthehomelesscrisisresponsesystem,thereisaconsistentprocessandpolicythatdetermineshow
peopleexperiencinghomelessnessaccesstheresourcestheyneedtoregainhousing.Entrypathways
intothesystemaredesignedtostreamlineaccessforpeoplewiththehighestneedsthosewhoare
unshelteredandchronicallyhomeless.Thesystemalsohaspoliciesandprocessestodivertandredirect
thosewhoarestrugglingwithunstablehousingbutwhoarenothomeless.Outreach,coordinatedentry
anddiversion(alsoknownashousingproblemsolving)areallcriticalsystemcomponentstomanage
access.

Theunifyinggoalofthehomelesssystemistohelpeachhouseholdquicklysecureahousingsolution.In
manycases,thepathwayfromhomelessnesstohousingwillincludeastayinashorttermprogram,
whetheranemergencyshelterbed,transitionalhousing,orinterimhousing/bridgehousing.These
interventionsareessentialelementsofthesystem,buttheyarenotdestinationsinandofthemselves.
Theirperformanceismeasuredbasedonhoweffectivelytheyhelppeoplemakethetransitionfrom
homelessnessintopermanenthousing.

Theultimategoalofthesystemistohelppeoplesecurehousing,notshelter.Inthesystem,thereisa
broadarrayofhousinginterventionsavailabletohelppeopleexitfromunshelteredhomelessnessora
shelterstayintoasafeandpermanenthousingsituation.Thisincludespermanentlysubsidized
affordableandsupportivehousing,whichiscritical,aswellaslowerintensity,flexible,shorttermand
mediumtermrentalsubsidyoptionsforthemanypeoplewhoarenotchronicallyhomelessanddonot
requirelongtermassistancetobehoused.Maximizingtheinventoryavailableintheexistingrental
marketwillbeessentialtomakingsignificantreductionsinhomelessness.
Finally,thissystemmusthavetheinfrastructuretosupportongoingassessmentofperformanceandthe
learningandculturechangeneededtoapproachthechallengedifferently.Thisincludeshavingarobust
HomelessManagementInformationSystem(HMIS)datasystemthathashighparticipationratesand
dataquality.Expertiseandstrongdataanalysiscapacityarealsoneededsothatdatacanbeusedfor
ongoingsystemassessmentandcontinuousimprovement.Inaddition,providersandotherstakeholders
willrequireassistancetochangetheirpoliciesandpractices.Training,technicalassistanceandcapacity
buildingeffortsareallessentialinfrastructureelements.
D. MeasuresofSuccess
AstheRTFHworkswithcommunityleadershipandstakeholderstodesignandimplementthissystemto
effectivelyendhomelessness,RTFHwilltrackthesuccessofitseffortsusingthefollowingmeasures.
Theseareapplicabletothesystemasawhole,aswellastheindividualprogramsthatmakeupthe
system:
Targeting:Increasethepercentageofpeopleenteringthesystemsprogramsandserviceswho
comefromunshelteredhomelessness,especiallychronicallyhomelessindividuals.
HousingSolutions:Increasethenumberofpeoplewhoentereachprograminthesystemwho
areassistedtosecureastablehousingsolution.
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TimeHomeless:Shortenthetimepeoplespendbeinghomelessandexpeditehowquickly
programsassistpeopleexperiencinghomelessnesstosecureastablehousingsolution.
ReturntoHomelessness:Decreasetherateatwhichpeopleassistedbythesystemtosecure
housingenduphomelessagain.
CostEffectiveness:Funderswillinvestinprogramsthathavethelowestcostpersuccessful
housingexitforeachprogramtype.
Thesemeasureswillbecalibratedforeachpartofthesystem.Forexample,ashelterisnotexpectedto
contributetohousingoutcomesatthesamelevelasarapidrehousingprogram.However,eachpartof
thesystemwillbeaccountabletomakeprogressalongthesamesetofmeasures.Regularreportingon
performancethroughreadilyaccessibledashboardsandrealtimedatawilltransformthewayworkis
evaluatedandholdtheRTFH,providersandthesystemasawholeaccountableforachievingsuccess.

ThoughnotdirectlypartoftheHomelessCrisisResponseSystem,someassociatedmeasuresarealso
criticaltotheoverallsuccessofeffortstoreducehomelessnessintheregion:
HousingInventory:Increasesinthestockofrentalhousingaffordabletopeoplewithextremely
lowincomes.
Services:Increasesinthenumbersofpersonsreceivingpubliclyfundedhealthandbehavioral
healthservices.
Income:Increasesinthenumbersofhomelesspersonssecuringincomeandeffectivepathways
toemployment.

V. Strategy
ThissectiondescribeswhatiscurrentlyinplaceandwhatisneededtorealizethevisionofaHomeless
CrisisResponseSystem.Thedescriptionofcurrentprogramsandservicesisahighleveloverview,nota
comprehensivelistofeveryprogramorinitiativecurrentlyoperatinginthecommunity.Pleasereferto
AppendixCforamoredetailedsysteminventory.
A. UnifiedLeadership,EffectiveGovernance,AlignedFunding
SanDiegoisageographicallylargecommunitywithmanypoliticaljurisdictionsandalargenumberof
homelesssystemfunders,housingandserviceproviders(includingsixdistinctregionalhousing
authorities),andcollaborativegroupsandsectorsworkingonthisissue.Totrulycreatearegional
system,allthecommunityleadershipmustbeengagedandalignedaroundacommonsetofobjectives.
TheRTFHhasbeentaskedastheentitythatwillguidethedevelopmentandimplementationofthisthe
system,butthisworkcanonlybeeffectiveifthecommunitysleadersandfundersareunifiedinsupport
ofthesystemdesignandwillingtomakepolicyandfundingdecisionsthatarealignedwiththesystems
goalsandstrategiesandinformedbylocaldata.
WhatIsinPlace:
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Overthepastseveralyears,thecommunityhastakensignificantstepstocreateacoordinated,regional
leadershipandgovernancestructureandhasbeguntodiscusshowtobetteralignfundingprocesses.
Keypiecesalreadyinplaceinclude:
RegionalTaskForceontheHomeless(RTFH)AsaresultoftherecentmergerwiththeRegional
ContinuumofCareCouncil(RCCC),theRTFHisnowpositionedtoassumetheroleofthesystem
coordinatorbringingtogetherstakeholdersfromallkeysectors(public,private,nonprofit)and
geographicareasofthecommunitytooverseesystemplanningandimplementationefforts.The
namingoftwoelectedleadersastheChairandViceChairSanDiegoCountySupervisorRon
RobertsandCityofSanDiegoCouncilmemberChrisWard,respectivelyisakeystepto
integratingtheworkoftheRTFHwiththeCountyandtheCityofSanDiego.
TheCityandCountyelectedleadersandstaff,includingCityofSanDiegoMayorKevinFaulconer
andSupervisorRonRobertsandstaffCountyofSanDiegoHealthandHumanServicesAgency,
SanDiegoHousingCommission,havebegunmeetingregularlywitheachotherandwithRTFH
stafftodiscussregionalsolutionsandcoordinateCity/Countyprogramsandinitiatives.
TheSanDiegoCityCouncilhasconvenedaSelectCommitteeonHomelessnesstorefinethe
Cityshomelessnessstrategy.
LocalprivateandpublicfundershavejoinedtogetherundertheumbrellaofaSanDiegochapter
ofFundersTogethertoEndHomelessness(FTEH),whichisrepresentedontheRTFHboard.
CollaborativegroupsrepresentingspecificsubregionsoftheCountyareworkingtocoordinate
amongthesmallercitiesandjurisdictions,includingtheAllianceforRegionalSolutions,East
CountyHomelessCollaborative,andElCajonCollaborative.
Thebusinesscommunityhasbecomeengagedinthisissue,andsomebusinessleadershave
beenmeetingregularly,bothprivatelyandasmembersoftheFTEHBoardofDirectorsto
addresshomelessnessandsupportworkthatwillbeimpactful.

WhatIsNeeded:
Continuingworktobuildaunifiedleadership,governanceandaccountabilitystructure.While
theRTFHnowhasbeendesignatedastheentitytofilltheroleofguidinghomelesssystem
designandcoordination,thereisstillworktobedonetodeterminehowRTFHwillbe
empoweredtomakeandimplementdecisionsthatcanproducetheneededsystemshifts.
Issuestobeaddressedinclude:
o HowwilltheRTFHleadtheprocessofcoordinatingandaligningthefundingstreams
supportingthehomelesssystem?CurrentlyRTFHdirectlyoverseestheallocationof
ContinuumofCare(CoC)funds,whichrepresentonlyaportionoftheoverallsystem.
WhiletheCity,CountyandprivatefunderssitattheRTFHtable,thisaloneisnot
sufficienttoensurethatthesepublicandprivatefundingstreamswillallbecoordinated
andworkingtoacommonsetofobjectives.
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o HowwillpoliciesdevelopedbytheRTFH,suchastherecentlyadoptedCommunity
Standards,beimplementedbeyondthegroupofprogramsthatreceiveCoCfunding?
Thisrelatestothequestionaboveaboutfunderalignment.Theleadershipisfully
committed;whatremainsisdetermininghowallofthedifferentprogramsandprojects
willbebroughttogetherintoasystem.Thisshiftrequiresthesystemsleadershipto
agreetosharedgoalsandobjectives,aswellasasharedsetofimplementation
strategies.Forexample,issuingjointRFPsforrelatedfundingstreams,shiftingto
performancebasedcontractingusingacommonsetofperformancerequirements,and
creatingincentivesfornonCoCfundedprogramstoparticipateincoordinatedentry.In
otherwords,deepercoordinationisneeded,movingbeyondpolicyworktodaytoday
systemdevelopmentandpractice.
FocusedeffortstoengageandinvolvesmallercitiesandmoreruralareasoftheCounty.While
thesmallercitiesandmoreruralareasarerepresentedtosomedegreeontheRTFHboard,
thereissignificantworktobedonetoengagetheircommunityleadershipandstakeholdersand
craftstrategiestointegratetheirworkintothebroaderregionalsystem.Thesecommunities
havesomewhatsmallerhomelesspopulations,butalsolessaccesstoresourcestoaddressthe
problem.Someareunderstandablybeginningtodevisetheirownseparateinitiativesand
approaches,butthesewillbemoreeffectiveandyieldbetterresultsthroughoutthecountyif
theyarecoordinatedwiththebroaderregionalsystemasitdevelops.
B. SystemAccess:Outreach,CoordinatedEntry,Diversion
Inthesystemtoeffectivelyendhomelessness,theremustbeaconsistent,streamlinedandefficient
regionwideprocessandpolicygoverninghowpeopleexperiencinghomelessnessaccesstheresources
theyneedtoregainhousing.Thisincludescommunitywideintensiveoutreachandengagementwith
peoplewhoareunshelteredthatisdesignedtorapidlyandefficientlyspeedtheirmovementinto
housing.Atthesametime,wemustidentifythosewhoarenotliterallyhomeless,butexperiencing
unstablehousing,anddivertorredirectthemtoothersystemsandresources.TheCoordinatedEntry
Systemisbeginningtofulfillthisrole,butmoreworkneedstobedonetobringcoordinatedentryupto
scaleandintegrateitwithbothstreetoutreachandsystemdiversionwork.
WhatIsinPlace:
Asaregion,SanDiegoisbeginningtoputinplacethepolicies,structuresandinterventionsneededto
createastreamlined,standardizedandcoordinatedwayforpeopleexperiencinghomelessnessto
accessthehomelesssystem.Existingelementsalreadyinplaceorplannedinclude:
StreetOutreach:Thereareanumberofoutreacheffortsalreadydeployedacrosstheregion,
thoughnotallarespecificallydedicatedtohomelessness.Outreachteamsthathaveahomeless
focusorhomelesscomponentincludetheCityofSanDiegoandothercityHomelessOutreach
Teams(HOT),PsychiatricEmergencyResponseTeam(PERT),SerialInebriateProgram(SIP),
PeopleAssistingtheHomeless(PATH),andtheSanDiegoClean&SafeStreetshomeless
outreach.ProjectOneforAll(POFA)alsoincludesahomelessoutreachcomponent.Thecitiesof
ElCajonandEncinitashavebothfundedoutreacheffortsandhousingnavigation.TheSanDiego
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HousingCommission(SDHC)willbeinvestinginanewoutreachpilotinJuly2017throughthe
nextphaseofHOUSINGFIRSTSANDIEGO,SDHCshomelessnessactionplan.TheSDHCfunds
willsupporttheRTFHtobegindevelopingacoordinatedregionalhomelessoutreachplan.These
effortsreflectagrowingunderstandingofthecriticalrolethatoutreachcanplayinengaging
chronicallyhomelesspeopleandsettingthemonapathwaytohousing.
CoordinatedEntry:RTFHhasputinplacethefirstphaseofaregionwideCoordinatedEntry
Systembuiltonnationalbestpracticesandwiththeassistanceofhighlyqualifiedtechnical
assistanceconsultants.Theexistingsystemisorganizedonanowrongdoormodel,inwhich
anyHMISparticipatingagencycanconductassessmentsandplaceliterallyhomelesspeopleinto
aprioritizedlisttobematchedtoahousingintervention.HousingNavigatorsassignedtopeople
whohavebeenassessedprovidethelinkagebetweenhomelessnessandhousingtheywork
withpeoplewhohavebeenassessedtogetthemreadytobematched(includingkeepingin
contact,assistingwithcollectingneededpaperwork,helpingwithneededservicelinkages,etc.).
Atthistime,theavailablehousinginterventionsthatarereceivingreferralsthroughCoordinated
EntryareCoCfundedrapidrehousingandpermanentsupportivehousingandsomeadditional
programs.SupportiveServicesforVeteranFamilies(SSVF)andVeteransAffairsSupportive
Housing(VASH)areintheprocessofbeingintegrated.
ShelterDiversion/SystemDiversion:Diversiontokeeppeoplewhoarehomelessorontheverge
ofhomelessnessfromenteringemergencyshelterorotherhomelessinterventionsisarelatively
newactivityforSanDiegoCounty.ApilotdiversioninitiativeislaunchinginJulyaspartof
SDHCsHOUSINGFIRSTSANDIEGOhomelessnessactionplanthisisacollaborativeeffort
betweentheRTFH,SDHC,211SanDiego,andemergencyshelteroperatorsintheCityofSan
Diego.Thegoalofthisprogramisthatfamilieswillbeassistedtoremainintheircurrenthousing
ormovedirectlytootherhousinginsteadofenteringshelter.Diversiontrainingwillalsobe
offeredtoprovidersinthesystem.
WhatIsNeeded:
Whilesomeoutreach,coordinatedentryanddiversionelementsareinplace,thereisstillmuchworkto
bedonebeforeSanDiegohasaregionwideandefficientsystemforcoordinatingaccessintoneeded
interventionsforpeopleexperiencinghomelessness.RTFHidentifiedthefollowingcriticalgapsand
improvementsneeded:
RefineCoordinatedEntrySystemDesignCurrentlytheCoordinatedEntrysystemisdesignedto
assessandwait.Mostoftheactivitytakingplaceinvolvesconductingassessmentstoplace
peopleintoasinglewaitinglistorpool;thatpoolisthenusedtofillvacanciesinsomehousing
programs.Mostpeopleneverreceiveareferral,andagreatdealoftimeisspenttryingtolocate
peoplewhowereassessedmanymonthsbeforeandnowarenearingthetopofthelist.

CoordinatedEntryneedstobemorethanjustmanagingwaitinglists,andtheU.S.Department
ofHousingandUrbanDevelopments(HUD)mostrecentguidancespecificallyurges
communitiestoavoidcreatinglistswhereanyonehastowaitlongerthan90daysforamatchto
permanentorinterimhousing.TomakeSanDiegosCoordinatedEntrySystemmoreeffective,it
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needstoshiftawayfromassessandwaitandtowardanengage,prioritize,andhouse
approachthatidentifiesthehighestpriorityunshelteredpeopleandexpeditestheirmovement
intohousing.

TheRTFHhasalreadyidentifiedanumberofneededimprovementsthatwillhelpstreamline
andimprovecoordinatedentry.TherecentlycompletedorganizationalassessmentbyOrgCode
makessomeadditionalspecificrecommendationsthatwillhelpachievethisobjective.Critical
neededshiftsinclude:
o Restructuringtheregionsoutreachactivitiestobemorehousingfocused,sothat
outreachteamcontactswithunshelteredpeopleareorientedtowardfindinghousing
solutions,notjustofferingservices,andoutreachcontactsareenteredintoHMIS;
o Trainingoutreachworkersandhousingnavigatorsinhousingproblemsolving/diversion;
o Integratingoutreach,diversion/housingproblemsolvingandhousingnavigationintoa
singleCoordinatedEntryfunctiontosimplifytheCoordinatedEntryworkflowand
ensurethateachpersonwhotouchesCoordinatedEntryhasapathwaytosecuring
housingthatismorethanbeingplacedonawaitinglist;
o Refiningtheprioritizationpolicyanddevelopinganactive,bynamelistofhighpriority
unsheltered,chronicallyhomelesspersonswhoarecurrentlylivingoutsideandhave
beenengagedaboutahousingsolution;and
o Reworkingeligibilitycriteriaandprocessesforbothrapidrehousingandpermanent
supportivehousingsothatthoseprioritizedbyCoordinatedEntryhavepriorityaccessto
thesehousingresources(seesectiononHousingInterventions).

ExpandandBringCoordinatedEntrytoScale:TheCoordinatedEntrySystemcurrentlyonly
touchesasmallcomponentoftheoverallsysteminventoryandlackssufficientresourcesto
provideassistancetoeveryoneinaconsistentway.Criticalchangesneededinclude:
o Expandedresourcesforhousingproblemsolvingandnavigationfunctionsanda
systematizedpolicyforallocatingtheseresources.Currently,manyhighneed
individualsarebeingassessedbutnothousedbecausethereisnoRTFHcommunity
navigatorcapacitytohelpthemnavigatethesystem;whilethosewithlowerneedsbut
whocanaccessnavigationthroughanothermechanism(navigatorsfundedbyservice
providers,cities,orotherentities)areassisted.
o ExpandtheuniverseofprogramsparticipatinginCoordinatedEntryemergency
shelter,transitionalhousingandnonCoCfundedrapidrehousingandpermanent
supportivehousingallmustbeintegratedintoCoordinatedEntryifthesystemistobe
effective.Closingsidedoorsisacriticalstrategyandwillrequirestrongleadershipand
funderalignment.(SeeaboveunderLeadership,GovernanceandFunding.)
IntegrateDiversion/ProblemSolvingThroughouttheSystem:Afewsheltersarebeginningto
implementdiversionpractices.However,tomakefasterprogressoneffectivelyending
homelessness,housingproblemsolvinghastobebuiltinwhereverpeopleaccessthesystem
includingatdropinandmultiservicesites,shelters,inothersystemsofcareaspeoplearebeing
discharged(health,behavioralhealth,criminaljustice),andevenathousingprograms.Giventhe
gapbetweenthenumberpeoplewhoneedhousingassistanceandtheavailableaffordable
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housinginventory,itiscrucialtohaveasystematic,systemwideefforttohelppeopleremain
housedorquicklyreturntohousingsituationstheymayhaverecentlylost.Helpingpeoplestay
insafe,informalsharedhousingsituationsorinrentburdenedsituationshastobeviewedasa
positiveoutcomeinrelationthealternativeofhomelessness.

C. EmergencyResponses:Shelter,TransitionalHousing,InterimHousing
EmergencyshelterandothershorttermformsofhousingInterimHousing,BridgeHousingor
TransitionalHousingareessentialelementsofthesystemthatisbeingdeveloped.IntheHomeless
CrisisResponseSystem,shelterorinterimhousingisaplacewhereindividualsgotoobtainhousing:
Emergencysheltergenerallyreferstobedsincongregatefacilitiesthatoffershortstays,with
thegoalofprovidingasafeindoorplacewherepeoplecanconnectwithneededservicesand
developaplantoreturntohousing.
TransitionalHousingisamodelthathastypicallyprovidedupto24monthsofhousingwhile
participantsgainskillsandincometosecurepermanenthousing.
InterimorBridgeHousingtypicallyreferstoashorttermplacementinashelterortransitional
housingprogramforanindividualorfamilythathasbeenplacedinahousingprogram(rapid
rehousingorpermanentsupportivehousing)throughCoordinatedEntryandneedsaplaceto
staywhiletheyaresearchingfororwaitingforaunit.
EachoftheseinterventiontypescanplayaneffectiveroleintheHomelessCrisisResponseSystem.
However,theymustserveasarapidpathwaytohousing.Ifnot,peoplewillcontinuetocyclefromthe
streettoshelterandback,resultinginaneverincreasingnumberthatexperiencechronichomelessness.
Inthenewsystem,theseprogramswillhaveminimalbarrierstoaccessandprogramparticipation
requirements.Allresidentsreceiveimmediateassistancewithdevisingandexecutingaplantosecure
housingquickly,includingaccesstotrainedandknowledgeablehousinglocatorsorhousingspecialists.
Programsmayofferothercrisisservicesandconnectionstootherservicesystems,butthemainfocusis
onhelpingresidentssecurehousing.
WhatIsInPlace
TheSanDiegoregionhasadiverseinventoryofemergencyshelterandtransitionalhousingprograms
servingadults,familieswithchildren,Veterans,andyouth.The2017HousingInventoryCountrecorded
atotalof3,635yearroundshelterandtransitionalhousingbeds.
ProgramType Family AdultOnly ChildOnly TotalBeds Veteran YouthBeds

Beds Beds Beds Beds* (uptoage
24)*
EmergencyShelter 646 665 18 1,329 10 0
TransitionalHousing 978 1,328 0 2,306 450 307
Total 1,624 1,993 18 3,635 460 307
*VeteranandyouthbedsareincludedintheTotalBedscolumn.
**Seasonalbedsarenotincludedinthistable.
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About30differentagenciesoperateshelterand/ortransitionalhousinginthecommunity,withawide
rangeofpublicandprivatefundingsources.Programsthatshareacommonfundingsourcetendtohave
similarfeatures(forexample,U.S.DepartmentofVeteransAffairs(VA)fundedGrantandPerDiem
programsorCoCfundedtransitionalhousing).However,forthemostpart,eachprogramoperates
independentlyaccordingtotheirindividualagencymission,philosophy,andhistory.Maximumlengths
ofstay,eligibilityrequirements,programrules,andservicesofferedtendtovarywidelyacross
programs.
Formanyyears,muchofthefocusinSanDiegohasbeenonmakingashiftfromtemporarywinter
sheltertomorepermanentformsofsheltertomeettheneedsoftheunshelteredpopulationmore
consistently.Morerecently,theemphasishasbeguntoshifttowardhowtomaketheyearround
interimhousingprogramsandtransitionalhousingsystemmorehousingfocusedandmoreeffectiveat
helpingclientsexitintopermanenthousing.Currenteffortsinthisarenainclude:
InterimHousingToolkit.SDHCandLeSarDevelopmentConsultantshavedevelopedanInterim
HousingToolkitforourcommunitythatoffersarangeofpracticalstrategiesandpoliciesfor
sheltersandtransitionalhousingtobecomemorehousingfocused(embracingahousingfirst
approach,removingentrybarriers,providingservicesthatarehousingfocused)andhowtobe
moredatainformed.Italsodescribesmodelsforintegratinginterimhousingintoanoverall
HomelessCrisisResponseSystem,includingusingshelterortransitionalhousingasbridge
housingforindividualswhohavebeenmatchedtoahousingprogramthroughCoordinated
Entryandneedaplacetostaywhileconductingtheirhousingsearch.Thistoolkitwastheresult
oflessonslearnedfromanSDHCevaluationofemergencyshelteroperations.
CommunityStandards.TheRTFHsrecentlyadoptedCommunityStandardsoutlineoperational
requirementsandperformancemeasuresforsheltersandtransitionalhousingthatarebasedon
ahousingfirstorientationandalignedwithbestpractices.
HUDCoCFundingReAllocation.ThroughtheannualU.S.DepartmentofHousingandUrban
Development(HUD)ContinuumofCare(CoC)fundingprocess,theRTFHhasbeenassessingthe
performanceofexistingtransitionalhousingprogramsandhasbeguntheprocessofre
allocatingfundsfromthosethatarelesseffectiveathelpingclientsmoverapidlyinto
permanenthousing.ReallocatedCoCfundsarebeingusedtocreatenewrapidrehousingand
permanentsupportivehousing.
TheVAfundedGrantandPerDiemPrograms(GPD)programs,whichprovidemorethan400
unitsoftransitionalhousingtohomelessVeterans,arebeingrestructuredtoalignwithnew
federalmodels,includingBridgeHousing.
NewAccessCenters.AtthedirectionofMayorKevinFaulconer,TheCityofSanDiegoissueda
RequestforStatementsofQualification(RFSQ)inordertosolicitfeedbackfromservice
providersonthedevelopmentofafacilitywhereindividualscanaccesscoreservicesandbegin
theprocessofsecuringpermanenthousing.ThefeedbacktheCityreceivedisbeingusedto
developaRequestforProposalsRFPwhichisexpectedtobereleasedinFallof2017I

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WhatIsNeeded:
Emergencyshelterslargelydonotviewthemselvesaspartofanoverallsystem,andthewiderangeof
fundingsourcesmakeitdifficulttoalignalltoacommonsetofoperationalandperformancestandards.
Comparedtoothercommunitiesofcomparablesize,SanDiegocontinuestoinvestinalargeinventory
oftransitionalhousing,eventhoughthismodelhasgenerallybeenproventobeineffectiveinrelationto
itshighcostsandlonglengthsofstay.CriticalneededchangestheRTFHhasidentifiedinclude:
AdoptionandimplementationoftheCommunityStandardsforsheltersandinterimhousing.
RTFHhasdevelopedasetofoperationalstandardsthatwillstarttotransitiontheexisting
shelterandinterimhousingprogramstoahousingfocusedmodel.However,atpresent,the
RTFHcanonlymandatethatCoCfundedprogramsmustadoptthesestandards.Developinga
strategytoengageandworkwithnonCoCfundedprogramsaroundthestandardswillbeakey
nextstep.
Technicalassistancetoexistingshelterandinterimhousingproviderstoimplementthe
standards.Mostprovidersinthecommunityhaveexpressedawillingnessand,insomecases,
eagernesstobecomemorehousingoriented,butmostalsoneedtechnicalassistancetomake
thetransition.ThetoolkitdevelopedbySDHCisagoodstartingplace,butmoreintensiveand
individualizedagencytechnicalassistancewilllikelybeneeded.

Continuingassessmentandretoolingoftransitionalhousing:Theinventoryoftransitional
housingneedstobeassessedonanongoingbasistoidentifywhichprogramsarehelpingclients
securehousinginacosteffectiveway.Lowerperformingprogramsneedtoberetooledas
shelterorinterimhousing,orreallocatedtocreatenewrapidrehousingorpermanenthousing.

IntegrationofsheltersintoCoordinatedEntry:Toensurethattheshelterandinterimhousing
inventoryisusedmosteffectivelyfromasystemperspective,bedsneedtobeprioritizedfor
peoplewhoareunsheltered,whilethosewhoareexperiencinghousinginstabilityarediverted
fromthesystem.Tobettermanageshelteraccess,thesheltersystemneedstobeintegrated
intoCoordinatedEntry.

Connectingshelterstohousingexits:Currently,mostsheltersoperateindependentlyfromthe
broaderhousingsystem,andclientsoftencyclefromthestreettoshelterandbacktothe
street.Tohelpprovidersbecomemoreeffectiveathelpingclientsexittopermanenthousing,
SanDiegowillneedtoexpandtheinventoryofrapidrehousing(seebelow)andestablish
strongerconnectionsbetweensheltersandrapidrehousingresources.
D SystemExits:HousingInterventions
Housingistheonlysolutiontohomelessness.InaHomelessCrisisResponseSystem,thereareavariety
ofpathwaysintohousing.Everyoneisassumedtobehousingready,andpeoplearematchedtoa
housinginterventionbasedonneedwhatistheleastamountofassistancebutforwhichtheywould
remainhomeless?Thosewithseverebehavioralhealthdisabilitiesandwhohavethelongesthistoriesof
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27
homelessnesswillrequirepermanentsupportivehousing.Butformany,particularlythoseexperiencing
homelessnessforthefirsttimeorwhohavelowerbarrierstohousing,ashorttermsubsidyorevenno
costproblemsolvingapproachcanresolvetheircrisis.
TheHomelessCrisisResponseSystemwillofferarangeofinterventionsmatchedtoneedlistedbelow
fromlowesttohighestintensity:
Housingproblemsolving:Alsoknownasdiversion,providinginformation,mediation,
advocacy,andproblemsolvingtohelppeopleselfresolvetheirhousingcrisiswithout
financialassistance;
Lighttouchrapidrehousing(RRH):Limitedfinancialassistance(suchasrentaldepositandfirst
monthsrent),plussomeassistancewithhousinglocationandlandlordnegotiation;
Regularrapidrehousing:Shorttomediumtermrentalsubsidy(3to12months);housing
focusedcasemanagement;housinglocationandlandlordnegotiation;
RapidrehousingwithCriticalTimeIntervention(CTI):Mediumtermrentalassistancewith
intensiveservicestaperingoffasthehouseholdstabilizes.Thisapproachcantargetpeoplewho
arechronicallyhomeless,whothentransitiontoregularaffordablehousingaftertheCTIperiod;
and
Permanentsupportivehousing(PSH):Longtermrentalsubsidiesorpermanentlysubsidized
unitspairedwithintensiveserviceforthosewithhighestneeds.
Alsocritical,thoughnotnecessarilyacomponentoftheHomelessCrisisResponseSystem,isthe
expansionoftheaffordablehousinginventory.Creatingmoreunitsaffordableatallincomelevels
expandssupplyandfreesupoptionsforthosewiththelowestincomes.Creatingunitsspecifically
targetedtopeoplewhoareextremelylowincome(30percentofAreaMedianIncome[AMI]andbelow)
iscriticalforthosewiththelowestincomes(particularlypeoplelivingonSupplementalSecurityIncome)
andforwhomintensiveservicesarenotneeded.AccordingtotheNationalLowIncomeHousing
Coalitions2017reportTheGap:AShortageofAffordableHomes,thenumberofunitsneededthatare
affordabletopeopleatandbelow30percentofAMIintheSanDiegoMetropolitanAreais86,542
units.1Whilemeetingthisneedinfullwouldlikelyalsoresolvehomelessnessintheregion,achieving
thishousingproductiongoalismuchfurtheroutofreachthanoptimizingthehomelesssystem.
WhatIsInPlace
TheSanDiegoregionhasagrowingsupplyofpermanentsupportivehousing.The2017Housing
InventoryCount(HIC)recorded2,511totalbeds.Therapidrehousinginventoryismuchsmallerin
comparison,atonly706totalbeds.BedsdedicatedtoVeteransrepresentmorethan50percentofthe
totalinventoryofpermanentsupportivehousingandrapidrehousing,leavingrelativelyfewbedsof
eithertypeforthemajorityofthehomelesspopulation.TheVeteransbedsconsistmostlyofSSVF(rapid
rehousing)andVeteransAffairsSupportiveHousingvoucher(permanentsupportivehousing)units.
1
http://nlihc.org/sites/default/files/GapReport_2017_interactive.pdf.
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YouthBeds
Family AdultOnly ChildOnly Veteran
ProgramType TotalBeds (uptoage
Beds Beds Beds Beds*
24)*
RapidReHousing 441 265 0 706 424 0
PermanentSupportive 924 1,587 0 2,511 1,865 16
Housing
OtherPermanent 373 274 0 647 116 8
Housing
SafeHavens 0 42 0 42 1 0
Total 1,738 2,168 0 3,906 2,406 24
*VeteranandyouthbedsareincludedintheTotalBedscolumn.
**Datadoesnotincludebedsunderdevelopment.
Inrecentyears,theSanDiegoregionhasbeguntoinvestgreaterresourcesinhousingforpeople
experiencinghomelessness,andhaslaunchedanumberofsignificantpilotsandinitiativesdesignedto
expandaccesstohousingforpeoplewhoarehomelessusingahousingfirstapproach.
HOUSINGFIRSTSANDIEGO.TheSanDiegoHousingCommissions(SDHC)homelessnessaction
plan,launchedonNovember12,2014,isrootedinthehousingfirstmodel.Inthefirstthree
yearsofthisplan,SDHCdirectedmorethan$64milliontowardthecreationof523permanent
supportivehousingunits.Inaddition,SDHChascommittedmorethan1,800federalrental
housingvoucherstoproviderentalassistancetohomelessSanDiegans.SDHCalsoadministers
muchofthecommunitysrapidrehousinginventory,whichincludes25SDHCownedunits
dedicatedtoaddressinghomelessnessthroughHOUSINGFIRSTSANDIEGO.Thenextphaseof
HOUSINGFIRSTSANDIEGOincludesadditionalfundsforthecreationorpreservationof500
permanenthousingunits,aswellasexpandedrapidrehousingresources.
HealthandHumanServicesAgency(HHSA)Efforts.TheSanDiegoCountyHealthandHuman
ServicesAgency(HHSA)hasrecentlylaunchedanumberofpermanenthousinginitiatives.
ProjectOneforAll(POFA)pairsmentalhealthtreatmentwithhousingvouchersfromeachof
thehousingauthoritiesthroughouttheregiontocreatepermanentsupportivehousing(PSH)
opportunitiesforpeoplewithaseriousmentalillnessandexperiencinghomelessness.Theinitial
goalistoprovidehousingandservicesfor1,250people.Thisprojecthasalreadyhousedabout
375individualstodate.ComingonlinesoonwillbetheWholePersonWellnesspilot,funded
throughtheStatesnewMediCalwaiverprogramprovidingintensivecasemanagementand
navigationassistancetoindividualswhoarehighutilizersofmultiplesystems,includinghelping
themaccesshousing.TheCountyalsohasinvested$43milliontodevelopPSHforpeoplewitha
seriousmentalillnessthroughMentalHealthServicesActfunding.Aplannedadditioncomingin
2018willbeaDrugMediCalWaiverpilottargetingpeoplewhoarehomelesswithsubstance
usedisorders.TheCountyhasalsolaunchedavarietyofotherhousingprogramsforpeople
beingservedthroughthesafetynetsystem,suchasrapidrehousingforpeoplereceiving
CalWORKs,andanewrapidrehousingprogramforfamiliesinvolvedintheChildWelfare
System.OtherCountyeffortsaredescribedinAppendixC.

Landlordengagementandrecruitment.Homelesssystemprovidersandfundersaregrowingto
understandthecriticalneedforoutreachandengagementwithlandlordstoidentifyandmake
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availableunitsforhomelesspeople,particularlythosewhohavesecuredarentalsubsidyand
needtolocateaunit.TheSanDiegoHousingCommission(SDHC)andtheCountyHousingand
CommunityDevelopmentServices(HCDS)havebothimplementedextensivelandlord
engagementandrecruitmenteffortsthathavebeenextremelysuccessfulinhelpingtoenlist
landlordstopermanentlyhouseVeteransexperiencinghomelessnessregardlessofdischarge
status.TheCountysprogramhasexpandedtorecruitlandlordstopermanentlyhousepeople
withaseriousmentalillness,andSDHCsprogramwillexpandtoassistallpopulations
experiencinghomelessnessonJuly1,2017.

SDHCMovingOnProgram.Muchoftheexistinginventoryofpermanentsupportivehousingis
occupiedbyindividualswhowereoncehomelessandinneedofintensiveservicesbuthavenow
stabilizedandnolongerneedthishighintensityintervention.However,sincemosthaveonly
SupplementarySecurityIncome(SSI),theycontinuetoneedadeeprentalsubsidy.SDHCis
pilotingaMovingOnprogramoffering25ofthesetenantstheopportunitytotransitionto
regularMovingToWork(MTW)rentsubsidieswithmentalhealthtreatmentprovidedbyHHSA.
Thisprogramwillserveupto50peoplebytheendofthethirdyearofimplementation.
Affordablehousingdevelopment.Thoughnotdirectlypartofthehomelesssystem,effortsto
expandaffordablehousingsupplythroughouttheregionarealsopartofthesolutionto
homelessness.Nonprofitdevelopersandcitiesarethemaindriversofproduction,withtheCity
ofSanDiegotakingtheleadonmanylargerinitiatives.OnefocusofthenewlyseatedCity
CouncilSelectCommitteeonHomelessnesswillbestrategiestoincreaseaffordablehousing
supply,includingareviewofpubliclandsforaffordablehousingdevelopmentopportunities,
creatingacommunitylandtrust,pursuinganadaptivereuseordinance,andencouragingthe
developmentofseconddwellingunits,microunits,andtinyhomes.TheCountyisalso
developinganaffordablehousingstrategyandrecentlyannouncedasignificantinvestmentin
thedevelopmentofadditionalpermanentsupportivehousingunits.
WhatIsNeeded:
Expandedsupplyofpermanentsupportivehousing.Foracommunityofitssizeandwiththesize
ofthehomelesspopulation,SanDiegohasarelativelysmallinventoryofpermanentsupportive
housing,particularlyforthenonVeteranpopulation.Whilenewinitiativesarestartingto
increasethisinventory,morewillbeneededtofullyaddresstheneedforhousingofpeople
experiencingchronichomelessness.Additionally,muchoftheinventorybeingaddeduses
fundingstreamsforservicesthatareverytargetedtowardsparticularpopulationsofpeople
experiencinghomelessnesssuchasProjectOneforAllwhichcanonlyservepeoplewith
seriousmentalillness,orWholePersonWellnesswhichcanonlyservehighutilizersofother
systems.Addingunitsthathavemoreflexibleeligibilityrequirementswillbecriticalforthe
systemtoserveallthechronicallyhomelesspeoplewhocouldbesuccessfullyhousedwith
permanentsupportivehousing.
RefinedtargetingofpermanentsupportivehousingandconnectiontoCoordinatedEntry.
Communityleadership,staff,andkeystakeholdersandpartnershavedevelopedinnovativeand
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30
highqualitypermanentsupportivehousingprograms.Tofullyachievetheobjectiveof
becomingasystem,thesestrongprogramswillneedtomakesomeshiftstobecomefullypartof
agreaterwhole.Asnotedinthesectiononsystemaccess,theexistingcoordinatedentrysystem
needstoberefinedtomoreeffectivelyengage,prioritize,andhousepeoplewiththelongest
historiesofhomelessnessandgreatestserviceneeds.Toaccomplishthisgoal,theaccess
processforpermanentsupportivehousingmustberefinedsothatchronicallyhomelesspeople
identifiedandprioritizedthroughcoordinatedentrycanmoreefficientlyaccesstheseunits.
Improvedconnectionsbetweencoordinatedentryandallpermanentsupportivehousing
programswillbeneeded,andentrycriteriaandprocessesstreamlined,sothattheexisting
permanentsupportivehousingprogramscanmoreeffectiveandquicklyservepeoplewith
seriousdisabilitieswhoarelivingoutside.
Expandedrapidrehousinginventory.WhileSanDiegospermanentsupportivehousing
inventoryisrelativelysmallinrelationtotheneed,therapidrehousinginventoryisevenmore
limited.Aswithpermanentsupportivehousing,muchoftheinventoryisrestrictedtoVeterans.
Thereislittletohousetherestofthehomelesspopulation.Bringingrapidrehousingtoscale
andofferingarangeofintensity(lighttouch,regular,pairedwithCTI)willbecrucialtomeeting
theneedsofthevastmajorityofpeopleexperiencinghomelessnessmostofwhomarenot
chronicallyhomeless.RapidrehousingprogramsalsoshouldaligntobestpracticesandRTFHs
adoptedCommunityStandards,includingemployingaprogressiveengagementapproach(so
thatpeopledonotreceivemoreassistancethantheyneedtoendtheirhomelessness)and
minimalbarrierstoparticipation.

Expandedhousingproblemsolvingthroughoutthesystem.Asnotedaboveundersystem
access,theSanDiegohomelesssystemisonlybeginningtointegratediversionandhousing
problemsolvingintoitswork.Tomakefasterprogressonreducinghomelessness,thisactivity
needstobeunderstoodandpracticedthroughoutthesystem,sothateachtimeahomeless
individualorfamilytouchesthesystem,theyareimmediatelyengagedinaproblemsolving
conversationabouthousing.Inthecurrentsystem,mostofthecontactswithpeople
experiencinghomelessnessareorientedaroundservicesandtreatment.
ScaleUptheSDHCMovingOnProgram.ThecurrentMovingOnprogramispromisingandabest
practice.Itisalsosmallandwillonlyfreeupasmallnumberofpermanentsupportivehousing
units.Asthispilotrollsout,itseffectivenesswillbeassessedandlessonslearnedwillbebuilt
upontoincreasethenumberofpeoplewhocantransitiontoaffordablehousingandexpand
capacityinpermanentsupportivehousingforthosecurrentlylivingoutside.

E. SystemInfrastructureData,Evaluation,Training,CapacityBuilding
Arobustsysteminfrastructureisneededtosupportsystemchange.Inthisarea,SanDiegohasmany
verystrongcomponentstobuildon.
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31
WhatIsInPlace:
HomelessManagementInformationSystem.TheRTFHhasdedicatedsignificanteffortsto
buildingarobustHomelessManagementInformationSystem(HMIS)thatintegrateshigh
qualitydatafromparticipatingproviders.Afteralongandchallengingprocess,theRTFHis
poisedtocompletetheopeningoftheHMISsystemfordatasharing,includingexecutingdata
sharingauthorizationagreements.OpeningtheHMISwillbecriticalforthesuccessof
CoordinatedEntryinparticularandtoimprovecoordinationamonghomelesssystemprograms
ingeneral.

WeAllCount.SanDiegoisoneofonlyahandfulofcommunitieswithayearround,fullystaffed
annualPointinTimeCounteffort.ConductingthePointinTimecounteveryyear,ratherthan
justattheHUDrequiredtwoyearintervals,providesthecommunitywithcriticalinformationto
tracktrendsinthehomelesspopulation.

Dataanalysisandsystemdashboards.IncollaborationwithSanDiegoStateUniversity,theRTFH
hasdevelopedaframeworktoanalyzeandpresentsystemleveldatadocumentingclient
pathwaysthroughthehomelesssystemforallthemajorpopulationgroups(adults,families,
youth,Veteransandchronicallyhomelesspeople).

Policies,StandardsandPerformanceTargets.RTFHhasadoptedCommunityStandardsthat
provideconsistentoperationalrequirementsandperformanceexpectationsforallprogram
types.AttheMay2017GovernanceBoardmeeting,RTFHstaffweredirectedtoworkwith
funderstointegratethesestandardsintocontractswithhomelessproviders,includinga
requirementtoparticipateinCoordinatedEntry.

Trainingandtechnicalassistance.SanDiegohasbeenfortunatetoreceivetechnicalassistance
fromanumberofnationalexpertstoassistwitharangeofsystemplanningefforts,including
AbtAssociates,CommunitySolutions,theCorporationforSupportiveHousing,LeSar
DevelopmentConsultants,OrgCode,andothers.SanDiegoschapterofFundersTogethertoEnd
Homelessness(FTEH)hasalsodedicatedsignificantresourcestosystemchangeand
infrastructureinitiatives,includingsupportfortheannualPointinTimeCount,theRTFH/RCCC
merger,providertrainings,andlearningsummits.
WhatIsNeeded:
ExpandedparticipationinHMIS.Currently,therearemanynonCoC/EmergencySolutionsGrant
(ESG)fundedprogramsthatdonotenterdataintoHMIS.Expandingparticipationwillbecritical
sothatdataaboutalltheinterventionsinthecommunitycanbeconsideredintheanalysisof
systemandprojectperformanceandbeincludedintheoverallsystemtransformationplan.

Expandeddataanalysiswithafocusonsystemperformanceandrightsizing.TheRTFHneedsto
takethenextsteptoexpanditsdataanalysiscapacity,withafocusonconductingperformance
assessmentandpinpointingsystemstrengthsandweaknesses.UsingHMISdataforpredictive
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modelinganddeterminingwhatscaleofinterventionsareneededtocreatearightsized
systemwithanappropriatehousingsolutionforeachhomelesspersonisacriticalnextstep.
Providertraining,technicalassistance,andcapacitybuildingtosupportsystemchangeand
culturechange.Buildinguponmuchofthetrainingandcapacitybuildingworkalready
underway,theRTFHwillneedtoproactivelyworkwiththeentirecommunityofstakeholders,
andparticularlyhousingandserviceproviders,tounderstanddatainformedhomelesssystem
planningandtheirroleinmakingtheshiftfromprogramstosystem.Providershaveindicated
theyarereadyandwillingtotakethisjourney,butneedinformationandsupport.Opportunities
fortwowaydialogue,suchaslisteningsessionsandlearningcollaborativeswillbecriticalfor
buildingthesystemscapacitytobemoredatadriven,housingfocused,andpersoncentered.
VI. ActionSteps:TheNext12Months
InFiscalYear20172018,theRTFHwillspearheadaPhaseTwoplanningprocesstodevelopadetailed,
multiyearimplementationplanforaHomelessCrisisResponseSystem.However,thisdoesnotmean
systemandprogramdevelopmentworkwillcometoastop.Themanyinitiativesalreadyunderwaywill
continuetorollout,whilethecurrentinventoryofprogramswillcontinuetooperate.However,RTFHis
dedicatedtoensuringthattheseeffortsarealignedwiththisStrategicFrameworktomakethegreatest
possibleimpactonhomelessness.Belowisanoutlineofhighpriorityactionstepsforthenext12
monthstoguidemovementforwardwhileRTHFsimultaneouslydevelopsitsmorecomprehensive
implementationplan.
System Responsible
ActionStepsforFY20172018
Component Entity
Convenepublicandprivatesystemfundersinventory RTFHBoardof
fundingstreamsandidentifyimmediateopportunitiesfor Directors
alignment(adoptinghousingfocusedpolicy,jointRequests
forProposals,commonstandards,agreementtoprioritize
chronicallyhomelesspeople,etc.)
Evaluatemodelsforcreatingamorecoordinatedregional RTFH,FTEH
Leadership,
fundingstrategysuchasaFunderCollaborative(thiscould
Governance,
builduponexistingefforts)
Funding
Launchengagementandeducationeffortwithsmallercities RTFHAdHoc
andunincorporatedCountyareas.PresentStrategic Committeeforthe
Frameworkasastartingpointfordiscussion. CommunityPlan
andCommitteeon
Intergovernmental
Relations
ConveneCoordinatedEntrySystemredesignworkinggroup. RTFHto
SystemAccess:
Topprioritydesignissues: coordinatewith
Outreach,
representatives
Coordinated
fromstreet
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System Responsible
Component Entity
Entryand Refineprioritizationpolicysothatpeoplewith outreachand
Diversion longesthistoriesofunshelteredhomelessnessand Permanent
highestserviceneedsarefasttrackedforhousing. Supportive
Identifyprocessandpolicytocreateashorterand Housingproviders
moreuptodatelistofcurrentlyhomelesspeople (includingHHSA)
whoareprioritizedforarapidrehousingor
permanentsupportivehousingunit.
Identifystepstobetterintegrateoutreach,
CoordinatedEntryandpermanentsupportive
housingtomorequicklymovetoppriority
unshelteredchronicallyhomelesspeopleinto
housing.Simplifyworkflowtoreducepaperworkand
otherbarriersandshortenwaitingtimes.
Convenealltheexistingoutreachteamsforasummitto RTFH
discusswhattheyseeastheirroleandbrainstormimmediate
waystheycanstartbeingmorehousingfocused;identify
whattrainingorotherresourcestheyneedtoemploya
housingfocusedresponse.
Convenealearningsummitonhousingproblemsolvingand RTFH
diversionforallprovidersinthesystem.
WorkwithpublicandprivatefunderstointegrateRTFH RTFH
CommunityStandardsintoallfundingagreementsand
contracts.Conveneproviders(individuallyoringroups)to
Emergency identifywhattechnicalassistancetheyneedtoaligntothe
Responses: standards.
Shelter, Use2017CoCNoticeofFundingAvailabilityprocessto RTFH
Transitionaland continueassessingperformanceoftransitionalhousingand
InterimHousing reallocatefundsfromlowperformersasneeded.
RequireCoordinatedEntryparticipationasaconditionofCoC RTFH
fundingin2017forallprogramtypes,andsetadateforthese
programstobeginacceptingCoordinatedEntryreferrals.
Conveneworkgrouptorefinetargetingandaccessprocess RTFH,HHSA,
formajorpermanentsupportivehousinginitiativesto Permanent
maximizeuseoftheseresourcesforchronicallyhomeless Supportive
individualswithlongesthistoriesofbeingunsheltered.(See Housingproviders
SystemExits:
aboveunderCoordinatedEntry)
Housing
Approachbusinesscommunityforinvestmentinlargescale RTFHChairand
Interventions
rapidrehousinginitiative.Fundingcouldbescaledtomakea ViceChair;
majorimpactonsizeoffamilyhomelesspopulationanda Executive
measurableimpactonsingleadulthomelessness.San Committee
FranciscosHeadingHomeinitiativecanbeamodel
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System Responsible
Component Entity
(multimilliondollarinvestmentbytechsector;managedby
DepartmentofHomelessnessandSupportiveHousing).
Investindataanalysisneededbysystemleadershiptoinform FocusStrategies
planningandinvestmentdecisions.Including:projectlevel
andsystemlevelperformanceanalysis,costeffectiveness,
typologyofsingleadultandfamilyhomelessness,predictive
System
modelingandrightsizinganalysistodeterminewhatmixof
Infrastructure: housinginterventionsareneededtoeffectivelyend
Data, homelessnessintheregion.
Evaluation, Conveneandfacilitateongoingproviderlearning FocusStrategies
Training, collaborativefortwowaycommunicationaboutsystem tofacilitate.
Capacity changeandculturechangeasSanDiegoshomelesssystem
Building becomemoredatadriven,housingfocused,andperson
centered.Offeropportunitytoproviderstoshareconcerns
andtrainingneeds;provideinformationandengagein
problemsolving.
VII.Conclusion
Whiletheworkdetailedabovelaysoutanambitiousagenda,theseitemsaresimplythemostpressing
startingpoints.Itcanbetemptingtolookforquicksolutionstoavisiblygrowingproblem,butseeing
reductionsinthenumberofpeopleexperiencinghomelessnesswillrequireinvestinginsystemchanges
thatwillactuallysolvetheproblem.Buildingamajorsystemofcarethatservespeoplewithcomplex
needsusingbothpublicandprivatedollarsisahighlycomplexandchallengingtask.Leadershipand
funderswillneedtoshifthowtheydobusinessandsystemstakeholderswillneedtolearnanew
languageandsetofskills.ThisStrategicFrameworklaysoutapathtobeginaligninganarrayof
programsandinitiativesintoacohesive,streamlinedsystem.TheImplementationPlanthatwillcome
nextwillincludemeasurableobjectivesandcarefullycalibratedactionstepsdesignedtoachievethe
greatestpossiblereductioninhomelessnessgivenavailableresources.Successyearoveryearwillbe
measuredbychangesinthesizeofthehomelesspopulationandperformanceofthesystemcompared
toestablishedtargets.Thisworkisdifficultandalsoextremelyimportant.Diligentlyworkingtoward
thesechangeswillhaveanenormousimpactonthelivesofpeopleexperiencinghomelessnessandwill
significantlyimproveoverallcommunitywellbeing.

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AppendixA
SummaryofAvailableData

DuringPhaseIofourworkfortheRegionalTaskForceontheHomeless(RTFH),FocusStrategies
conductedapreliminaryreviewofavailabledatarelatedtothestateofhomelessnessinSanDiego
County.ThisdocumentprovidessomebasicinformationonSanDiegoshomelesspopulationdynamics
andhousinginventoryavailableforpeopleexperiencinghomelessness,aswellaslocalhomelessnessin
relationtonationaltrends.
Thesecondphaseofworkwillincludeadeepsetofanalysesoftheregionshomelesspopulation,the
performanceofexistingprograms,anddetailtheinterventionsneededatthescaleatwhichtheyare
neededtobeginturningtocurveonrisinghomelessnessinSanDiegoCounty.Thatdataandanalyses
willbeprovidedtowardtheendofPhaseII.
StateofHomelessnessinSanDiegoCounty
TheCityandCountyofSanDiegoranksasthefourthlargesthomelesspopulationintheUnitedStates
onlyprecededbyNewYorkCity;theCity/CountyofLosAngeles;andSeattle/KingCounty,Washington
basedonPointInTime(PIT)CountdatareportedbytheDepartmentofHousingandUrban
Development(HUD).In2017,9,116peoplewerehomelessonanygivennightinSanDiegoCountyof
which62%(3,495)wereunsheltered(livingoutside,inacarortent,orotherunshelteredlocations).
Thesefindingsrepresenta5%increaseinoverallhomelessnessanda13.8%increaseinunsheltered
homelessnessbetween2016and2017.
ThefollowinggraphshowsSanDiegoCountystotalnumberofpeopleexperiencinghomelessness,as
wellasthedistributionofpeoplewhowereshelteredandunshelteredfrom2015to2017.
TotalShelteredandUnshelteredHomelessPopulation
2015to2017
10,000
8,000 4,156 5,621

4,940
6,000
4,000 4,586
3,752 3,495
2,000
0
2015 2016 2017
ShelteredPopulation UnshelteredPopulation

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Thenextchartshowsthepercentagesofpeoplewhowereshelteredandunshelteredwithintheoverall
homelesspopulationduringtheyears2015to2017.
PercentofUnshelteredandShelteredPopulationinSan
DiegoCounty2015to2017
100%
48% 57% 62%
80%
60%
40% 52%
43%
38%
20%
0%
2015 2016 2017
ShelteredPopulation UnshelteredPopulation

HousingInventoryinSanDiegoCounty
The2017WeAllCountAnnualReport,SanDiegoCountysPITcountreport,alsoprovidesanoverview
oftheCountysinventoryofhousinginterventionstopeopleexperiencinghomelessness.TheHousing
InventoryCount(HIC)reportstheexistingquantityofthebedsandunitsforthispopulationacrossboth
temporaryinterventions(i.e.emergencyshelter,transitionalhousing)andpermanenthousingsolutions
(i.e.permanentsupportivehousing,rapidrehousing);aswellastheinventoryneededtoserveallpeople
experiencinghomelessnessinSanDiegoCounty,basedoninformationfromtheCountysHomeless
InformationManagementSystem(HMIS)database.
Currently,SanDiegoCountyhas9,240totalbedsacrossallinterventiontypesforpeopleexperiencing
homelessness,aslightdecreasefromlastyearstotal9,305beds.
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37

SanDiegoCountyBedInventory*
2017
12,000
10,000 9,108 9,305 9,240
8,000
6,000
4,000
2,000
0
2015 2016 2017
*Includesemergencyshelter,safehaven,transitionalhousing,permanentsupportivehousing,
rapidrehousing,andotherpermanenthousing

Thefollowingchartshowsthepercentdistributionofbedinventorybyinterventiontype.
2017HousingInventoryinSanDiegoCounty
5% 1%
8%
42%
25%
19%
PSH ES TH OtherPH RRH SafeHaven

Inaddition,the2017PITcountreportshowsthatSanDiegoCountyhadan90%utilizationrateacrossall
emergencyshelter;87%utilizationrateforPSH;82%fortransitionalhousing;32%forotherpermanent
housing;and100%forRRHandsafehavensduring2017.
Thefollowingchartprovidesutilizationratesacrossallprojecttypesfrom2015to2017.
Page26
38
AverageUtilizationRateAcrossAllProjectTypes
100%
82% 79% 82%
80%
60%
40%
20%
0%
2015 2016 2017

ChangesinHomelessnessasComparedtotheNation
Thesectionpresentsfluctuationsinhomelessnessyeartoyearbetween2014and2017inSanDiego
CountycomparedtonationaltrendsinhomelessnessasreportedbytheNationalAlliancetoEnd
Homelessness(NAEH)intheirTheStateofHomelessnessinAmerica2016report.2Ashomelessnesshas
declinednationally,falling2%from2014to2015,RTFHsWeAllCountreportsfrom2014and2015
showa2.8%increaseinhomelessnessinSanDiegoCounty.Homelessnessfellslightly(almost1%)
between2015and2016,butrosesignificantly(4.9%)from2016to2017.Similarly,astheunsheltered
populationhasdecreased1.2%nationally,SanDiegoCountysunshelteredpopulationrosenearly4.3%
from2014to2015,andcontinuedtorisesignificantlyoverthefollowingtwoyears.
Many,butnotall,largecommunitiesontheWestCoasthaveexperiencedsimilarincreasesin
homelessness,ashousingmarketscontinuetotightenandthecostoflivingsurges.Evenincommunities
wherehomelessnesshasnotincreasedsignificantly,homelessnessisbecominganincreasinglyvisible
issue,withmanycommunitieswitnessinganincreaseinencampmentsandotherhandbuiltstructures.
Thefollowingchartshowsthesetrendsinbothunshelteredandoverallhomelessnessonbothanational
andCountylevel.NAEHsmostrecentTheStateofHomelessnessinAmerica2016reportreflectsPIT
datafrom2014to2015fortheUnitedStates;changesinhomelessnessinSanDiegocamefromPITdata
fromRTFHs2014to2017WeAllCountreports.Whilemorecurrentnationaldataisnotyetavailable,
SanDiegocontinuestoshowincreasesinbothareas.
2
NAEHsTheStateofHomelessnessinAmerica2016report,http://endhomelessness.org/wp
content/uploads/2016/10/2016soh.pdf
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39
ChangeinOveralHomelessPopulation
UnitedStatesvs.SanDiegoCounty
18.9%
%ChangeinHomelessness
13.8%
4.9% 4.3%
2.8%
0.6% 1.2%
2.0%
OverallHomelessness UnshelteredHomelessness
UnitedStates(20142015) SanDiegoCounty(20142015)
SanDiegoCounty(20152016) SanDiegoCounty(20162017)

Additionally,SanDiegosawsignificantincreasesinitschronichomelesspopulationinrecentyears.
Whilechronichomelessnessfell1%between2014to2015nationally,theCountyschronichomeless
populationroseastaggering35.7%betweenthesameyears.Inthefollowingyears,SanDiegoCountys
chronichomelesspopulationdropped13.1%from2015to2016andthenroseonceagain62%from
2016to2017.Thefollowinggraphdisplaysthesedynamics.
ChangeinChronicHomelessness
UnitedStatesvs.SanDiegoCounty
62.0%
%ChangeinChronicHomelessness
35.7%
United States
SanDiegoCounty
(20142015)
(20152016)
SanDiegoCounty SanDiegoCounty
1.0%
(20142015) (20162017)
13.1%

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40
SanDiegoHousingMarket
StakeholdersinterviewedforthisStrategicFrameworknotedtheCountyshighcostoflivingandever
tighteninghousingmarket.Infact,aMay2017studybyrealestatecompanyZumper3foundthatSan
Diego,theeighthlargestmetropolitanareaintheUnitedStates,isalsothe12thmostexpensivecityfor
renters.Whilethenationalaveragemediancostforaonebedroomapartmentwasapproximately
$1,420betweenJanuaryandMay2017,theaveragemediancostforaonebedroomwasabout$1,720
inSanDiegoCountyand$1,800intheCityofSanDiegoaccordingtodata4publishedbyZillow,an
onlinerealestatedatabase.
AverageMedianOneBedroomApartmentCost
January May2017
$2,000 $1,809
$1,800 $1,722
$1,600 $1,421
$1,400
$1,200
$1,000
$800
$600
$400
$200
$0
UnitedStates SanDiegoCounty CityofSanDiego

Inadditiontoacostlyrentalmarket,SanDiegoCountyhadavacancyrateof3.7%forallrentalunits
duringthefirstquarterof2017downfrom5.4%fromthesametimelastyear(2016).5TheUnited
StatesCensusBureau6reportedasignificantlyhighernationalaveragevacancyrateof7%,andslightly
higher4.7%vacancyrateforstatesintheWest.
3
http://www.sandiegouniontribune.com/business/realestate/sdfisandiegorenters20170502story.html
4
Zillownationalrentaldata,https://www.zillow.com/research/data/#rentaldata
5
http://www.kpbs.org/news/2017/jun/26/sandiegoapartmentvacancyrateplunges/
6
https://www.census.gov/housing/hvs/data/rates.html
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41
AverageVacancyRatesin
Beginningof2017
8.0%
7.0%
7.0%
6.0%
5.0% 4.7%
4.0% 3.7%
3.0%
2.0%
1.0%
0.0%
UnitedStates "West" SanDiegoCounty**

**DatafromtheSanDiegoCountyApartmentAssociation
WithinthelargegeographicalexpanseofSanDiegoCounty,thecentralcityareareportedthelowest
vacancyrates(3.3%),withEastandSouthCountymatchingtheoverallCountyaverageof3.7%.North
Countyhadtheleasttightrentalmarketata5.1%vacancyrate.
ThefollowingtableprovidesabreakdownofvacancyratesforeachpartoftheCountytheCity,East
County,NorthCounty,andSouthCounty.
AverageVacancyRate
AreaofSanDiegoCounty
Q12017
CityofSanDiego 3.3%
EastCounty 3.7%
NorthCounty 5.1%
SouthCounty 3.7%
AllofSanDiegoCounty 3.7%
SanDiegohashighrentsandlowvacancyrateswhichmeanssuccessfullyaddressinghomelessnessis
morechallenging.Therearecommunitiesacrossthenationfacingsimilarlytightandexpensivehousing
marketsthathavereducedhomelessnessthroughstrategicactiontailoredtotheneedsofthe
populationexperiencinghomelessnesslocally.PhaseIIofSanDiegosCommunityPlanwillanalyzedata
toshowthetypesandscaleoftheinvestmentsthatareneeded,andmakerecommendationsabout
howbesttoachievethoseimprovementsandefficienciestoachievereductionsinhomelessness.
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42
AppendixB
ListofSystemDocumentsReviewed

RTFHDocuments
1. 2015WeAllCountResults,RTFH
2. 2017WeAllCountResults,RTFH
3. 2017HousingInventoryCount(HIC)
4. 2017PointinTimeCount(PIT)assubmittedinHDX
5. 2017NOFAScoringToolDevelopmentQ&A,RTFHMarch27,2017.
6. 2016ScoringCriteriaFeedbackQ&A,RTFHSeptember2016.
7. 2016SanDiegoCoCApplication,RFTHSeptember2016.
8. 2016ProjectListingsforCoCPriorityListings,RTFHSeptember2016.
9. ExecutiveSummary2016ContinuumofCareProgramNOFA,RTFHJuly2016.
10. 2016NOFASummaryandHighlights,RTFHJuly2016.
11. FY17RTFHAmendedandRestatedBylawsDraft,RTFH,January5,2017
12. FY17RTFHGovernanceCharterDraft,RTFH,January5,2017
13. RegionalTaskForcetoHomelessCommunityStandards,May2017
HousingFirstSanDiego(SDHC)
14. HousingFirstSanDiegoSDHCsHomelessnessActionPlan20142017,SanDiegoHousing
Commission.
15. HousingFirstSanDiegoNewsRelease:AwardDevelopmentFunds,SanDiegoHousing
Commission2014.
16. HousingFirstSanDiegoNewsRelease:Commitupto1,500FederalRentalHousingVouchers,
SanDiegoHousingCommission2014.
17. HousingFirstSanDiegoNewsRelease:RenovateHotelChurchill,SanDiegoHousingCommission
2014.
18. HousingFirstSanDiegoNewsRelease:DedicateSDHCOwnedHousingUnits25forHomeless
SanDiegans,SanDiegoHousingCommission.
19. HousingFirstSanDiegoNewsRelease:SanDiegoHousingCommissionandSDSUlaunch
unprecedentedpartnershiptoprovidehousingforstudentswhohavebeenimpactedby
homelessness,SanDiegoHousingCommissionDecember2015.
20. The1,000HomelessVeteransInitiativeofHousingFirst,ReporttotheCityCouncilandThe
HousingAuthorityoftheCityofSanDiego,SanDiegoHousingCommissionFebruary2016.
21. HousingFirstSanDiegoNewsRelease:HousingourHeroesLandlordBenefitsFactSheet,San
DiegoHousingCommission.
22. NOFARequestforApplications1,000HomelessVeteransInitiative,SanDiegoHousing
CommissionMarch2,2016.
23. InterimHousingToolkit,AGuidetoOperateanEffectiveProgram,SanDiegoHousing
Commission,May2017.

CityofSanDiegoConsolidatedPlan,ActionPlans,CAPER
24. FiscalYear20152019ConsolidatedPlanandFiscalYear2015ActionPlan,TheCityofSanDiego.
25. CityFiscalYear2018DraftAnnualActionPlan,includingAttachmentB:GranteeUnique
Appendices,TheCityofSanDiegoMarch2017.
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43
26. ConsolidatedAnnualPerformanceandEvaluationReport(CAPER)FY2016,including
attachmentsandSupplements,TheCityofSanDiego.
FairHousing
27. SanDiegoCountyRegionalAnalysisofImpedimentstoFairHousingChoice2,SanDiego
RegionalAllianceforFairHousingMay2015.
CityCouncilMeetingonHomelessness
28. UpdatesonRegionalEffortstoReduceHomelessness,SDHC,CityofSanDiego,SanDiego
CountyMarch20,2017.
29. UpdateonCitysEffortstoReduceHomelessnessPresentation,CityofSanDiegoMarch20,
2017.
30. EndingHomelessness:CountyPartnershipsPresentation,CountyofSanDiegoMarch20,2017.
31. DowntownPartnershipHomelessCountGraphic,SanDiegoDowntownPartnershipMarch20,
2017.
32. AmikasPresentationtoCityCouncil,AmikasHousingSolutionsMarch20,2017.
33. CSHLettertoCityCouncil,CorporationforSupportiveHousing(CSH)March20,2017.
34. NoticeofMotionandMotiontoDeclareSanDiegoMunicipalCode86.0137(f)Unconstitutional,
ColleenCusackMarch20,2017.
35. ComplementaryHomelessStrategiesfortheCityofSanDiegoMemototheMayorsOffice,
CouncilmemberChristopherWardMarch20,2017.
36. RequestforStatementofQualificationsNumber1008492617FSupportServicesAssessment
Centers.
37. ReporttotheCityCouncilandtheHousingauthorityoftheCityofSanDiegoThe1,000
HomelessVeteransInitiativeHOUSINGFIRSTSANDIEGO,theSanDiegoHousingCommissions
threeyearHomelessnessActionPlan(01417),SDHC,February9,2016.

MovingtoWorkAnnualPlansandReports
38. FY2018MovingtoWorkAnnualPlan,SanDiegoHousingCommissionApril15,2017.
39. FY2016MovingtoWorkReportDrafttoHUD,SanDiegoHousingCommissionSeptember27,
2016.
CountyofSanDiegoBehavioralHealthServices
40. WholePersonWellnessPowerPoint,CountyofSanDiegoHHSA.
41. FiveYearBehavioralHealthStrategicHousingPlan,CountyofSanDiegoHHSA.
42. ProjectOneforAllReferralProcess;CountyofSanDiego
NorthCounty
43. WinterShelterReport20152016,RTFHAugust2016.
44. Section8ExistingHousingAllowancesVoucherPaymentStandards,CityofOceansideOctober
1,2016.
EastCounty
45. Article:EastCountycreatestaskforcetodealwithhomeless,UnionTribuneNovember18,
2016.
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44
46. Article:GroupsmeettofindsolutionstoEastCountyhomelessness,UnionTribuneJanuary
24,2017.
47. EastCountyRegionalHomelessTaskForce,StrategicPlanfor20172018,TheChamberSan
DiegoeastCounty.
48. EastCountyHomelessTaskForceRequestfortheCityofElCajon20172018,EastCounty
HomelessTaskForce.
OtherDocuments
49. ProposedFiscalYear2016AffordableHousingFundAnnualPlan,SanDiegoHousingCommission
March16,2015.
50. 20152016FiscalYearAnnualReportandHighlights,SanDiegoHousingCommissionOctober
31,2016.
51. RepaymentAgreementByandBetweenTheRedevelopmentAgencyoftheCityofSanDiego
andtheCityofSanDiego,TheRedevelopmentAgencyoftheCityofSanDiegoandtheCityof
SanDiegoJune30,2010.
52. TOTBallotMeasureMaximizingtheAwareness,MonicaBall,UPLIFT.
53. OrganizationalAssessmentFinalReportfortheSanDiegoRTFH,RTFH,OrgCodeConsulting,
June1,2017.
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45
AppendixC
SystemInventory
ThisappendixpresentsasummaryofexistingeffortstoaddresshomelessnessthroughouttheSanDiego
Region.Itcapturesthemajorsystemcomponentscurrentlyinplaceorintheplanningphase,butisnot
intendedtobefullyencyclopedicofeveryprogramorprojectthataddresseshomelessness;nordoesit
capturethebroaderworkonaffordablehousingtakingplaceintheregion.
1. HomelessSystemPlanningandFundingEntities
Therearemanyexistingentitiesthatareworkingtodevelopandimplementplansandinitiativesto
addresshomeless,includingsomethatarecountywideandotherswithmorelocal(cityorregional)
focus.Thetablebelowsummarizesthemainplanningeffortscurrentlyongoinginthecommunity.
Planning/Funding Geographic
BriefDescription
EntitiesandInitiatives Coverage
RegionalTaskForceon Countywide RecentlymergedwithRCCC.Currentlyoversees
theHomeless(RTFH) developmentofthisCommunityPlan,CoCfundingand
policesgoverningCoCfundedprograms,datagathering
andanalysis,coordinatedentry.(Seesectionsbelowfor
additionaldetails)
SanDiegoCityCouncil CityofSan FormedinJune2017todevelopcoordinatedCitypolicy
SelectCommitteeon Diego ontheissueofhomelessness.SelectCommitteeconsists
Homelessness of4CityCouncilMembers:GeorgetteGomez,Lorie
Zapf,ChrisCate,andChrisWard(chairman).
CityandCountyofSan Countywide Onaregularbasis,principalsandseniorstafffromthe
DiegoLeadership City,SDHC,andCountymeettodiscussprogramsand
Collaborative policiesrelatedtohomelessness.
SanDiegoHousing CityofSan SHDCshomelessactionplanfor2014to2020.Key
Commission(SDHC) Diego initiativesinclude:investmentofSDHCfundstocreate
HOUSINGFIRSTSAN PSHandRRH;landlordoutreachandengagement
DIEGOActionPlan (HousingourHeroes).(Seesectionsbelowforadditional
details.)
CountyofSanDiego Countywide GuidesimplementationoftheCountysintegratedwork
IntegrativeServices onhousing,health,andsocialservices,withafocuson
AdvisoryCommittee MediCalbeneficiarieswhoarehomelessandhighusers
ofmultiplesystems.
CountyofSanDiego Countywide TheCountysBehavioralHealthServices(BHS),withTA
HHSAFiveYear fromtheCorporationforSupportiveHousing(CSH),has
BehavioralHealth developedafiveyearplantomaximizehousingoptions
StrategicHousingPlan forBHSclients,manyofwhomexperience
homelessness.Theplanincludesasignificantfocuson
strategiestoexpandthecommunityssupplyof
permanentsupportivehousing,aswellasother
interventions.
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46
Planning/Funding Geographic
BriefDescription
EntitiesandInitiatives Coverage
FundersTogetherto Countywide TheSanDiegochapterofFundersTogethertoEnd
EndHomelessness Homelessnesswasformedin2013andbringstogether
privatefoundationstopoolfundingforinvestmentsto
addresshomelessness,withaparticularfocusonsystem
changeefforts.
SanDiegoBusiness Countywide; Agroupofbusinessownersandleadershavebeen
Collaborative focuson meetingregularlytodiscussstrategiesforaddressing
DowntownSan homelessnessintheregion,andparticularlyinthe
Diego Downtowncore.
AllianceforRegional NorthCounty Collaborativecreatedin2006tocoordinateresponseto
Solutions homelessnessamongNorthCountycommunities.Brings
togetherrepresentativesfromcities,nonprofits,
businesscommunityandotherstakeholders.
EastCountyRegional EastCounty In2016,EastCountySanDiegobusinessowners,civic
HomelessTaskForce leadersandlawenforcementofficialscreatedatask
forcetodevelopregionalapproachtohomelessnessin
EastCounty.TheTaskForceiscoordinatedbytheEast
CountyChamberofCommerce.
ElCajonCollaborative, ElCajon Developsinitiativesandprojectstoaddress
HomelessServices homelessnessintheCityofElCajon,incoordination
WorkGroup withthelocalChamberofCommerce.
EncinitasAdvisory CityofEncinitas AdvisestheCityonitsresponsetohomelessnessin
Committeeon Encinitas.Instrumentalincreatingapilotprojecttofind
Homelessness permanenthousingfor25homelessveteransand
developamodeltocontinueservice.
SouthBayHomeless SouthCounty SouthBayHomelessAdvocacyCoalitionmeetsas
AdvocacyCoalition neededforinformationsharingandproblemsolving
aroundhomelessservicesandresourcesintheSouth
County.
DowntownSanDiego DowntownSan Faithbasedandcivicorganizationscollaboratingtohave
FellowshipofChurches Diego apositiveimpactondowntownSanDiego;withafocus
&Ministries onplanningtoaddresshomelessness.
BuiltforZero Countywide CoordinatedbyRTFH,BuiltforZeroisSanDiegos
implementationofanationalchangeefforttoend
veteranandchronichomelessness.
SanDiegoReEntry Countywide Agroupofmultidisciplinarystakeholdersworkingto
Roundtable developstrategiestopromotethesafeandsuccessful
returnofoffenderstothecommunity.Akeyfocusis
preventinghomelessnessamongthereentry
population.
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47
2. SystemAccess:CoordinatedEntryandHomelessOutreach
TheSanDiegoregionhasanumberofdifferentinitiativesinplacetoassisthomelesspeopletoaccess
neededservices,shelterandhousing.TheRTFHcoordinatestheregionalCoordinatedEntrySystem
(CES)fortheSanDiegoContinuumofCare(CoC).Anumberofdifferententitiesprovidearangeof
outreachactivitiesaswellasinformationandreferralservices.
Geographic
Project BriefDescription
Coverage
RTFHCoordinated Countywide PhaseOneoftheCESintegratesrapidrehousingand
EntrySystemPhase permanentsupportivehousingprogramsreceivingCoC
One fundingandsomeotherPSHprojects.Assessmentsare
conductedusinganowrongdoorapproachandhousing
navigationservicesareofferedthroughouttheCounty.
RTFHCoordinated Countywide InPhaseTwo,theRTFHwillintegrateCoCfunded
EntrySystemPhase transitionalhousing,ESGfundedshelters,andother
Two programsandprojects.KeygoalsofPhaseTwoareto
integratenonCoC/ESGfundedprojectsandtoexpandthe
availabilityofnavigationservices.
HomelessOutreach CityofSan SeveralcitiesinthecommunityhaveinvestedinHomeless
Teams Diego,Cityof OutreachTeams.TheCityofSanDiegoteamincludes
ChulaVista, policeofficersandCountyeligibilityworkerstoengage
Cityof homelessindividualsandmakeconnectionstoneeded
Oceanside services.
PsychiatricEmergency Countywide AmobileclinicalteamoperatedbytheCountyHHSA.
ResponseTeam Conductsoutreachandengagementwithhomeless
(PERT) individualswithmentalillness.
SerialInebriate CityofSan TheSerialInebriatesProgram(SIP)conductsoutreachand
Program(SIP) Diego engagementwithchronicallyhomelesspeoplewith
chronicalcoholaddictions,providinglinkagestocase
managementtreatmentandhousing.
ProjectOneforAll Countywide POFAprogramhasamobileoutreachcomponent(see
(POFA) belowunderhousingsectionformoreonPOFA)
PeopleAssistingthe DowntownSan PATHSanDiego'sConnectionsHousingisapartnership
Homeless(PATH) Diego whichbringsavarietyofagenciestogetherunderoneroof
tomeetthemanyneedsofthedowntownhomeless
population.
DowntownSanDiego DowntownSan Providessafetyandmaintenanceservicesinthe
PartnershipClean& Diego downtownarea,includingsomeoutreachtohomeless
SafeProgram people,makingconnectionstoservices.
SDHCOutreachPilot Countywide InFY1718SHDCwillprovidefundingtoRTFHtolauncha
pilotprojecttodevelopaplanforacoordinatedregional
homelessoutreachstrategy.
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48
Geographic
Coverage
Community Countywide TheCommunityInformationExchange(CIE)isoperated
InformationExchange by211SanDiegowiththegoaloffacilitatingcare
coordinationforindividualsaccessingsocialandhealth
servicesinthecommunity.TheCIEallowsfordata
sharingacrossproviders,sostaffhasaccesstovaluable
dataaroundhealth,housingstatus,andotherclient
datatoinformserviceplanningdecisions.
3. EmergencyResponse:ShelterandInterimHousing
A. BedInventory:EmergencyShelterandTransitionalHousing
EachyeartheRTFHcompilestheannualHousingInventoryCount(HIC),alistingofallbedsandunitsin
programsservinghomelesspeople.TheHICmustbesubmittedannuallytoHUDinordertoreceiveCoC
funding.ThebedslistedintheHICmustbededicatedtoservingonlypeopleexperiencinghomelessness,
soitdoesnotnecessarilyincludealltheprogramsinthecommunitythatmightservethispopulation.
However,itisagoodsourceofdataontheexistinginventoryofunits.
The2017HICliststwocategoriesofemergencyortimelimitedbeds:emergencyshelterandtransitional
housing(unitsallowingstaysofupto24months).Thetablebelowsummarizestheinventoryofshelter
andtransitionalhousingfordifferentpopulationtypesin2017.
Youth
Family Adult ChildOnly Veteran
ProgramType TotalBeds Beds(up
Beds OnlyBeds Beds Beds
toage24)
EmergencyShelter 646 665 18 1,329 10 0
TransitionalHousing 978 1,328 0 2,306 450 307
Total 1,624 1,993 18 3,635 460 307
*Veteranandyouthbedsareincludedinthetotalbedscolumn.
**Seasonalbedsarenotincludedinthistable
Asshowninthetable,SanDiegohas3,660totalbedsintheseprogramtypes.Thisincludes41separate
shelterprograms,70transitionalhousingprogramsand3SafeHavens.Theseprogramsareoperatedby
about30differentproviders,including:AlphaProject,BreadofLife,CasadeAmparo,CatholicCharities,
CenterforCommunitySolutions,CommunityResourceCenter,CrisisHouse,DoorsofChange,Generate
Hope,HomeStartInc.,InterfaithCommunityServices,InterfaithShelterNetworkofSanDiegoCounty,
MentalHealthSystem,NorthCountyLifeline,NorthCountySerenityHouse,NorthCountySolutionsfor
Change,OperationHope,PATHSanDiegoatConnectionsHousing,SalvationArmy,SanDiegoHousing
Commission,SanDiegoRescueMission,SanDiegoYouthServices,ServingSeniors,SouthBay
CommunityServices,St.VincentDePaulVillage,Townspeople,VeteransVillageofSanDiego,Volunteers
ofAmerica,WomensResourceCenter,andYWCA.
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49
B. NewProgramsandInitiatives
Severalnewprojectsandinitiativesareintheplanningprocesstoimprovetheoperationoftheshelter
systemandpilotnewmodelsforshelterandinterimhousing.
Geographic
Coverage
InterimHousing Countywide SDHCandLeSarDevelopmentConsultantshavedeveloped
Toolkit anInterimHousingToolkitforourcommunitythatoffersa
rangeofpracticalstrategiesandpoliciesforsheltersand
transitionalhousingtobecomemorehousingfocused.
ShelterPointPlanning Countywide MayorFaulconer,aspartofhiseffortstoreduce
andImplementation homelessnessisworkingtocreaterealtimeshelter
Collaborative vacancyupdateswithinHMIS.Acoordinationteamhas
beenformedwithstafffromtheCity,211SanDiego,
RTFH,andSDHCtodesignandimplementtheprogram.
AccessCenters CityofSan TheCityofSanDiegohasissuedaRequestforStatements
Diego ofQualification(RFSQ)inordertosolicitfeedbackfrom
serviceprovidersonthedevelopmentofafacilitywhere
individualscanaccesscoreservicesandbegintheprocess
ofsecuringpermanenthousing.
Recoveryand NorthCounty InterfaithCommunityServicesislaunchingaRecovery&
WellnessCenter WellnessCentertoprovidemedicaldetox,sobering,in
patient&outpatientAODrecovery,andrecuperativecare
forhomelessindividuals.Interfaithisworkingtoidentifya
locationinNorthCounty,andpilotthismodeltothenbe
replicatedelsewhere.
4: SystemExits:PermanentHousingInterventions
a. BedInventory:RapidReHousing,PermanentSupportiveHousing,OtherPermanentHousingand
SafeHavens
The2017HIClistsfourtypesofpermanenthousinginterventionsservingpeopleexperiencing
homelessness:rapidrehousing(shorttomediumtermrentsubsidieswithtimelimitedservices);
permanentsupportivehousing(longtermsubsidieswithintensiveservices);otherpermanenthousing
(longtermssubsidieswithlessintensiveservices)andsafehavens(permanentsupportivehousingwith
minimalservicerequirements).Thetablebelowsummarizestheinventoryofthesetypesofunitsin
2017,bypopulationtype.

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50
Youth
Family Adult ChildOnly Veteran Beds(up
ProgramType TotalBeds
Beds OnlyBeds Beds Beds* toage
24)*
RapidReHousing 441 265 0 706 424 0
Permanent 924 1,587 0 2,511 1,865 16
SupportiveHousing
OtherPermanent 373 274 0 647 116 8
Housing
SafeHavens 0 42 0 42 1 0
Total 1,738 2,168 0 3,906 2,406 24
*Veteranandyouthbedsareincludedinthetotalbedscolumn.
**Datadoesnotincludebedsunderdevelopment.
Asshowninthetable,SanDiegohas4,412totalbedsintheseprogramtypes.TheHIClists23rapidre
housingprograms,62permanentsupportivehousingprograms,21otherpermanenthousingprograms
andthreeSafeHaves.Theseareoperatedbyabout20differentproviders,including:AlphaProject,
CatholicCharities,CityofOceanside,CommunityHousingWorks,CommunityResearchFoundation,
CountyofSanDiego,EpiscopalCommunityServices,FatherJoesVillages,HomeStartInc.,Housing
AuthorityoftheCountyofSanDiego,InterfaithCommunityServices,MentalHealthSystem,North
CountySolutionsforChange,PATHSanDiegoatConnectionsHousing,SanDiegoHousingCommission,
SouthBayCommunityServices,St.VincentDePaulVillage,Townspeople,VeteranCommunityServices,
VeteransVillageofSanDiego,andVolunteersofAmerica.
b. NewProgramsandInitiatives
Anumberofnewprojectshaverecentlylaunchedorareintheplanningprocess.Thesenewinitiatives
areexpandingthesupplyofhousingforpeopleexperiencinghomelessnessandpilotingnewmodels.
Geographic
Coverage
HOUSINGFIRSTSAN CityofSan ThenextphaseofHOUSINGFIRSTSANDIEGO,beginningin
DIEGO.FY20172018 Diego July2017,includesadditionalfundsforthecreationor
ActionPlan. preservationof500permanenthousingunits,aswellas
expandedrapidrehousingresources.
ProjectOneforAll Countywide ProjectOneforAllisanextensiveeffortbytheCountyof
(POFA) SanDiegoanditspartnerstoprovidepermanentsupportive
housingwithintensivewraparoundservicestohomeless
individualswithseriousmentalillness.Housingresources
areprovidedbySDHCandCHCD.Itisdesignedtoserve
1,250chronicallyhomelessindividualsandtodatehas
housed375inpermanentorinterimhousing.
WholePerson Countywide WholePersonWellnesscoordinateshousing,health,
Wellness behavioralhealth,andsocialservicesinapatientcentered
mannertoimprovehealthandwellbeingthroughefficient
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51
andeffectiveuseofresources.SanDiegostargetpopulation
isMediCalbeneficiarieswhoarehomelessandarehigh
usersofmultiplesystems.
DrugMediCalWaiver Countywide TheDrugMediCalwaiverwouldexpandthenumberof
Program substanceusedisorderservicesthatcanbereimbursed
throughDrugMediCal,includingservicesthatcouldbe
deliveredinsupportivehousing.DHCSrequirescountiesto
optintothisprogram,andSanDiegoCountyiscurrently
developingaplanandwillbringforwardarecommendation
forwhethertooptintotheDrugMediCalwaiver.
BringingFamilies Countywide ApotentialnewprojecttobeimplementedbytheCountyof
Together(BFH) SanDiegoChildWelfareServicesusinganewsourceofState
FundingtoprovidehousingnavigationandRapidRehousing
forchildwelfareinvolvedfamilieswherehomelessnessisa
barriertoreunification.TheCountyexpectstolearnsoon
whetherfundinghasbeenawarded.
LandlordEngagement Countywide Effortstoexpandlandlordengagementandrecruitingare
Efforts takingplacethroughouttheCounty,includingSHDCs
expansionoftheHousingOurHeroesmodeltoserveall
populations.TheCountyofSanDiegoCHCDalsooperatesa
landlordincentiveandengagementprogramforitsVASH
participants.TheCityofOceansidehascreatedalandlord
incentiveandengagementprogramforVASHresidents
FatherJoesVillages CityofSan AtaSpecialMeetingoftheSanDiegoCityCouncilonMarch
FiveYearPlan Diego 20,2017,FatherJoesVillagesannouncedaplantocreatean
additional2,000unitsofaffordablehousingforthe
homelessoverthenext5years.
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AppendixD
StakeholderInterviewSummary
byFocusStrategiesonbehalfofRegionalTaskForceontheHomeless
AspartoftheinformationgatheringtoproducethisStrategicFrameworkforaSystemtoEffectivelyEnd
HomelessnessinSanDiegoCounty,FocusStrategieswascommissionedtoconduct45interviewswitha
varietyofcommunitystakeholdersincluding:localelectedofficialsandtheirstaff;CityandCounty
agencystaff;RTFHleadershipandstaff;individualsrepresentingnonprofitandfaithbasedprovider
organizations;advocates;businessleadersandotherbusinesscommunitymembers;formerandcurrent
SanDiegotechnicalassistanceproviders;funders;andothercommunitystakeholderwhohavebeen
involvedwitheffortstoreducehomelessnessinSanDiegoCounty.Thepurposeoftheseinterviewswas
tosolicitfeedbackaboutthecurrentstateofhomelessnesslocally,aswellasstrengthsandchallengesof
thecurrenthomelessresponsesystem;andopportunitiesthatcanbeleveragedtocreateamore
coordinatedregionalsystem.WealsoaskedforperspectivesabouttheupcomingImplementation
Planning(PhaseTwo).Thisappendixsummarizeswhatweheardfromstakeholdersonthesetopics.A
listofpeoplewhowereinterviewedisprovidedinAppendixF.
I. GeneralTopics
A. SystemLeadership,Governance,Collaboration
Leadership
PoliticalWillUnderNewLeadership:Throughoutourinterviewswithcommunitystakeholders,weheard
thattheleadershipandcommunityofSanDiegoCountyhashistoricallylackedthepoliticalwillneeded
tobringaboutsystemschangeandtrulyturnthetideonhomelessnesslocally.Recently,however,
severalelectedofficialsandothercommunityleadersinSanDiegohavesteppedupandstartedamore
open,publicdialoguearoundtheissue,stressingtheneedforlocalchange.Notably,CountySupervisor
RonRobertsandCityCouncilmemberChrisWardhavebeentappedtoserveastheChairandViceChair,
respectively,oftheRTFHGovernanceBoard.CouncilmanWardisalsochairingtherecentlyseatedCity
ofSanDiegoCityCouncilSelectCommitteeonHomelessness.SanDiegoMayorKevinFaulconerhasalso
broughthomelessnesstotheforefrontbypubliclysupportinginitiativesaimedatreducing
homelessness,suchastheSanDiegoHousingCommissionsHousingOurHeroesCampaign.
Stakeholdersnotedrecentattentiontohomelessnessbylocalleadership,aswellasanoverallincrease
inpoliticalwill,whichstakeholdersidentifiedasnecessaryingredientstoeffectivelyaddress
homelessnessintheSanDiegoregion.Severalstakeholdersexpressedthatthenewleadershipofthe
RTFHBoardhasbeenasignificantchangeintheleveloflocalinfluenceandcommitmenttoreducing
homelessness.ManyhopethatthejointCity/Countyleadershipwilleffectivelyunitecommunityefforts
toreducehomelessnessandbuilduponemerginginterestfromotherelectedofficialsthroughoutthe
County.Thislevelofleadershipconveningaroundtheissueiselevatingtheconversationandcreating
morespaceforaction,onestakeholdersaid.StakeholdersalsonotedthattheMayor,City,andCounty
havehistoricallytakenaveryhandsoffapproachtoaddressinghomelessness,despitethehomeless
populationcontinuallygrowingoverthepastseveralyears.Somefeelthisapproachisbeginningtoshift
asleadershipbecomesmoreengagedintheissue.
SanDiegoHousingCommission:ManystakeholdersnotedthattheCityrecentlyshiftingamajorityof
homelesseffortsandinitiativestotheSanDiegoHousingCommission(SDHC),theCityspublichousing
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authority,hasbeenapositivechange.ManyapplaudedSDHCspubliccommitmenttoreducing
homelessnessandthecreationofnewunitsforpeopleexperiencinghomelessnessthroughHOUSING
FIRSTSANDIEGO.
AppetiteforImmediateAction:Throughoutourinterviews,weheardthatleadersandthegeneral
communityinSanDiegoarehungryforimmediateactionandimmediatesolutionstotheissueof
increasinghomelessnessinSanDiegoCounty.Leadershiphaveproposedseveralshorttermsolutionsto
theissue,includingtinyhomevillages;tentcitiesorsafezonesforpeopleexperiencinghomelessness
tocampwithoutlegalrepercussions;andaCityintakecentertohelptransitionpeopleoutof
homelessness.Asonestakeholderputit,thereisastrongfeelingofurgency,butthisisanurgencyto
actfast.Leadershipexpressedfrustrationabouttherealityofthetimethatisneededforrealchangeto
occur,whichwillmeanshiftingexistingresources,scalingupnewinterventions,andcreatingan
effectivesystem.[Electedleadership]wantstostaythecourseforbestpracticesandprovenmodels,
buttheyreunderalotofpressure,saidonestakeholder.Theywanttobeabletoshowprogress.Alot
ofconstituentsdontcareaboutgivingpeoplehousingandcivillibertiestheyjustwanthomeless
peopletobegone.
Stakeholdersalsonotedthatthisdesireforquickactionandimmediatesolutionsexistsamongst
businessleaders,whofeelthatlocalgovernmenthasnoteffectivelyrespondedtotheissueandwantto
activelytakepartinsolutions.Whilebusinessleadersareeagerforsignificantactiontobetaken
immediately,manyotherstakeholdersareinfavorofpermanentsolutions.
CoordinationandLackofImplementation:Stakeholdersalsoexpressedthatdespiterecent
improvementsincoordinationamongstlocalleadershipandtheagenciestheyoversee,thereisstilla
longwaytogo.Peoplesaidthattoincreasecoordinationandoverallcommunityalignment,leadership
mustmaintainsharedsenseofaccountabilityandcommitmenttooneunifiedvisionandplanfor
reducinghomelessnesslocally.StakeholdersnotedthatRTFHneedstobetheumbrellaagencythat
unitesallpartiesandmoveseveryoneinasingledirection.
Additionally,stakeholdersidentifiedanoveralldiscontinuityinthevariouseffortsputforthtoreduce
homelessness.Onestakeholdersaidthatalthoughthereareavarietyofboardsandcommitteesthat
conveneregularlyanddevelopnumerousplansandinitiatives,thereseemstobealackoflocalfollow
throughandimplementationfromsystemleadership.Othersfeltthattherearetoomanypeopletrying
toleadtheeffortonreducinghomelessness,whichhaspreventedanyeffectivesystemwidechange
therearetoomanycooksinthekitchen,weneedjustoneleader.
B. SystemCulture
CoordinationandSystemsPlanning:Asmentionedintheprevioussection,manyfeelthatSanDiegohas
comealongwayintermsofagenciesworkingtogethercollaborativelyandcoordinatingefforts,
however,thereisstillmuchmorecoordinationneededtoachieveafunctional,effectivehomelesscrisis
responsesystem.Asonestakeholdersaidandmanyothersechoed,thecommunitydoesnothavea
cultureoftogethernessandagencieseffortstendtobeverysiloed.Althoughmanystakeholders
articulatedcommitmenttobecomingasystemandnotbeingsiloed,whenaskedaboutwhattheyare
willingtododifferently,manyindicatedstrongcommitmenttotheirspecificagencyanditsefforts.Its
hardtogetpeopletoputtheiragendasdownformany,itsverypersonal,onestakeholdersaid.
Additionally,agenciesthatarewillingtoengageincollaborationandcoordinateeffortswithotherstend
todosoonlyonaprojectbyprojectlevelandlackabroader,systemwideperspective.Stakeholders
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alsonotedthattheCountyisgeographicallyverylarge,whichoftenmakescoordinationdifficult.Some
feeltheprimaryfocusisonDowntown,excludingotherpartsoftheCountywherehomelessnessisalso
anissue.
AnotherconcernraisedprimarilybyproviderswasthattheCoCplanstoeliminatealargestockof
transitionalhousingwithoutcompletingnecessaryplanningorprojectingtheimpactofthesedecisions.
Providersfeeltherehasnotbeenstrongtransitionplanningtoaccountforthelagtimebetween
eliminatingtransitionalhousingandcreatingnewpermanenthousingunits.Somepointedtoeliminating
transitionalhousingasareasonforincreasinghomelessnessinrecentyears.
HousingFocus:Duringtheinterviews,severalstakeholdersexpressedthatmanyofSanDiegoslargest
provideragencieshavemadesignificantstridestowardsaHousingFirstorientedapproachtoaddressing
homelessness.However,someagenciesstillhaveroomtogrowtotrulybehousingfocusedandperson
centered.Manyprovideragenciesstillarefocusedontreatmentandrecovery,andmaintainabelief
thatpeopleneedservicestohelpthembecomehousingready.Itwasalsoapparentduringour
interviewsthatprovidersunderstandingofHousingFirstandhowitisimplementedonaprojectlevel
tendstovarybetweenagenciesforexample,someseemtobelievethatHousingFirstequatesto
increasingthesupplyofpermanentsupportivehousinginthecommunity.
CultureofSafety:SomestakeholdersnotedthattheCoC,theCity,andtheCountytendtobeveryrisk
adverse,whichhasresultedinanunwillingnesstomakeanymajorchangesintheirapproachto
reducinghomelessness.OnepersondescribedtheregionasreactivetowhatHUDwants,ratherthan
proactivelyworkingtoimplementbestpracticesandprovenmodels.Whileagenciesregularly
implementshortterminitiativesandpilotprograms,somefeelthecommunitysappetiteforlasting,
longtermchangehasbeensuppressedbytheirfearofrisk.
Providers/CoCRelations:SeveralproviderswithinthecommunityfeelblamedbytheCoCandgeneral
publicforthecommunitysincreasinghomelesspopulation.Longstandinglegacyproviderswhofailed
tomeetperformancebenchmarkssetbytheCoCfeeltheyareexpectedtogetoutofthewaywhile
newproviderscamein.Thehopewasthatnewproviderswould[perform]better,butthatdidnt
happen,oneprovidernoted.Somepointedtolocalmediacoveragethatpaintsprovidersasthereason
forlimitedprogress.Articlesgenerallycarryquotesdisparagingprovidersthatsthedynamicandits
beenpainful,onestakeholdernoted.
Inadditiontofeelingblamedforthestateofhomelessness,somefeelthattheCoCusesthreatstocut
providerfundingasawaytoincentivizeprogress,ratherthanattemptingtofindcommongroundand
helpingprovideragenciesreachtargets.Obviously,weneedtohitournumbers,butthereneedstobe
amiddlegroundtoo,onestakeholdersaid.Itsallaboutthesemanticsofhow[theCoC]approaches
theagenciestheyshouldntbesaying,[Providers]arescrewingup,butinstead,Youareoperatingon
oldrulesYouarenotbad,youjustneedtochange.
Additionally,someprovidersexpressedangerandfrustrationoverhowrecentchangeshavebeen
implementedattheCoClevelwithoutproviderinput.ProvidersexpressedmixedfeelingsabouttheCoC
movingtowardsperformancebasedcontractingandmonitoring,andmanydidnotfeeltheywere
consultedpriortotheCoCmakingsuchshifts.Althoughmostprovidersbelievethataperformance
basedsystemisapositivechange,theyalsoexpressedthattheCoCisnotallowingadequatetimefor
changestobemadeanddataqualitytoberefined.Othersbelievethatcommunitywideforumsand
inputsessionshostedbyRTFHdonottranslatetotheCoCtrulylisteningtoorconsideringprovider
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input.Generally,peoplefeltthesemeetingshaveservedasaplatformforRTFHtoshareinformation
andtellpeopleaboutupcomingchanges.Someofthecommittees[comprisedofproviders]domore
specificwork,butthatworkdoesntseemtotranslateup,onepersonalsonoted.
ProviderscommonlysaidthatRTFHleadershiphastakenafirmstanceontransitionalhousing(TH)with
verylittleroomforflexibility.SeveralmentionedthatalthoughHUDseesaplaceforTHwithinthe
system,theCoCdoesnotseemtosharethisview.BecauseofthisattitudetowardsTHandproviders
beliefthatthisapproachhasnotbeenexecutedstrategically(mentionedintheprevioussection),many
providersseemedtoberesentfultowardstheCoConthisissue.
C. Expectations/ConcernsaboutCommunityPlanningProcess
SkepticismAroundAnotherPlan:Duringourinterviews,weheardsomeskepticismfromstakeholders
aboutdevelopingyetanothercommunityplan.Itsoftenstatedthattherehavebeenabout6plansto
endhomelessnessinSanDiegoandattheendofeachone,thereweremorehomelesspeoplethan
when[theplan]started,onestakeholdersaid.Inthepast,theseplanshaveoutlinedstrategiesfor
reducinghomelessness,yetleadershiphasgenerallylackedthefollowthroughandcommitmentto
implementthestrategies.Asaresult,stakeholderssaidthereisalotoffatiguearoundtheseefforts
andmanycommunitymembersarereluctanttobelievethatanotherplantoendhomelessnesswill
bringaboutrealchangeespeciallyonewithafiveyeartimeline.Manystakeholdersfeelactionmust
betakenimmediatelyandfiveyearsistoolongtowaitforchange.
Stakeholderssaidthatsystemschangeeffortsinthepastfailedtoincorporatetheinputoftheprovider
communityandprovidershopethatduringthisplanningprocess,theproviderswillbemoreofa
partnerandperceivedlessasabarrier.Someprovidersfeeltheyhavelosttheabilitytohaveanyinput
intotheRTFHsplanningprocessesandotherdecisionmaking,notingthatopportunitiesforcoming
togetherasanentireprovidercommunityaretoofew(i.e.RTFHsFullMembershipMeetingsonlyoccur
twiceannually).Othersnotedthattheyareunsureofthecommunitysappetiteforchangeandwarned
thatitmaytakemoretimethandesiredtomakerealshiftsinthinkingandapproach(i.e.adopting
HousingFirst).Whenyoucomeintomakechange,dontjudge[thesystem]onthenewparadigm
whenwerestillintheoldparadigm.
OptimismAroundPlan:Ontheotherhand,somestakeholdersareexcitedaboutthiscommunityplan
andplanningprocess.SomesaidtheyweregladthatRTFHisbringinginoutsiders(FocusStrategies)
whocanprovideaneutralanalysisofSanDiegoCountyshomelessresponsesystem.Manysaidthey
arelookingforwardtoseeingwhatcanbedonetoreducehomelessnesslocally.Wewelcomeaplan,so
that,asaprovidercommunity,wecanknowwherewearegoing,identifyavailableresources,andknow
ofanygaps,oneprovidersaid.AnotherstakeholdernotedthattheRegionalTaskForceisbestgroup
tomakethisplanbecausetheyhavethemostpoliticalsway.

ResistancetotheIdeaofEndingHomelessness:Somestakeholdersexpressedageneraldistaste
amongstproviders,thebusinesscommunity,andothercommunitymembersfortheideaofending
homelessnessinSanDiegoCounty.Somefeelthisphrasehasbecomeclich,empty,andunrealistic
andwarnedtobecarefulnottooverpromiseendinghomelessnessbecausethisconceptdoesnotfeel
credibleanymoretomanymembersofthecommunity.Manysaidtheypreferredtheideaofreducing
homelessnessorimprovingthesituation,whileonestakeholdersaidthebusinesscommunityrefersto
reachingfunctionalzeroasbecomingbestinclassasacity.
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CommunicationandInvolvement:Multiplestakeholdersindicatedtheyarelookingforwardtoincreased
communicationandcommunityengagementeffortsfromRTFHthroughthisplanningprocess.Members
fromallsegmentsofthecommunity(businesscommunity,providers,publicofficials)areeagertoknow
howtobestbeinvolvedanddosomethingnow.StakeholderssaidtheRTFHneedsaclearplan,but
moreimportantly,clearbenchmarks.Thisseemslikeabigmountaintoclimb,sothereneedstobe
measurablegoals,saidoneprovider.ItsuptotheTaskForce[RTFH]tocommunicateandmake
progressvisible.
OtherConcernsandNeeds:Duringourinterviews,severalstakeholderssaidthattheyworryaboutSan
DiegoscurrenthousingmarketandsaidtheRTFHwillneedtodeterminestrategiesfornavigatingthis
obstaclebetter.Otherssaidtheywereunsureaboutwhethermembersfromthebusinesscommunity
willbuyintotheplanningprocessandHousingFirst,astheyareseekingamoreimmediatefixto
homelessness.
Stakeholdersalsonotedthattheplanabsolutelyhastoincorporateall18municipalitiesandhave
serviceprovidersonboardforittobesuccessful.Topulltogetherexistingeffortsinotherpartsofthe
County(i.e.East,North,andSouthCounty),theplanandRTFHneedtobeabletoacknowledgethat
othercitiesandorganizationsworkisgoodandvaluable,butthattheirworkneedstobeapartof
largersystemefforttoreducehomelessness,onestakeholdersaid.
II. SystemComponents
A. CoordinatedEntry
CommunityOpinionandProviderParticipation:Ingeneral,weheardmixedopinionsaboutCoordinated
Entry(CE)inSanDiegoCountysomebelievethesystemisworkingwellandjustneedsmore
resources,whileothersfeelitissimplynotfunctioningasitshould.Weheardfrommanythat
CoordinatedEntryisstillinitsinfancyandneedsfurtherrefinementandcommunitybuyin.
Whileseverallarge,wellknownprovidersareparticipatinginCE,therearestillmanyproviderswho
havechosennottoparticipateand/orareresistanttodoingso.Stakeholders(primarilyproviders)said
thatwhilestaffareattemptingtouseCEandenteringdataintoHMIS,somedonthavefaithinthe
systemandfeeltheycoulddoabetterjobhousingpeopleontheirown.Additionally,somenotedthat
largecommunityprojects,suchasProjectOneforAll,VASHandSSVFarenotyetfullyconnectedtoCE,
sotheCoCisunabletoreferpeoplewhoarehomelessandmeetprogrameligibilityrequirementsinto
crucialprograms.AnotherissuetheCoChasfacedisdefiningCEparticipation,especiallywithproviders
whodonotreceiveHUDCoCfundsorotherpublicfunding.Stakeholdersalsosaidthatseveralkey
players,suchastheVA,publicbenefitsadministrators,andCountyBehavioralHealth,shouldbeatthe
table,butarenotornotfully,whichhasultimatelylimitedthereachofCE.
SideDoors:WhilemanyproviderseithercurrentlytakeclientsfromCEorplantosoon,manyarestill
actingassidedoorstothesystembyhousingpeopleoutsideoftheCEprocessandnotenteringthese
clientsintoHMIS.SomeproviderswhoreceivefundingfromRTFHnotedthatcontractstendtohave
insane[client]parametersandenduprulingalotofpeople[experiencinghomelessness]outbasedon
residencyandincome.Subsequently,[providerstaff]endupdemoralizedanddecidetofindpeopleby
themselves,whichcreatessidedoorstothesystem.SomeprovidersfeeltheCEsystemisbrokenand
havedecidedtoworkaroundittohouseclientstheyperceiveasmostinneed.Someindicatedthat
providersprefertobesidedoorssothattheycanengageincherrypicking.
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Screening/VISPDAT:Throughoutourinterviews,weheardafewprovidersexpressconcernsaboutthe
effectivenessoftheCoCsscreeningtool,theVISPDAT.Somefeelthatthetoolisunabletoaccurately
capturecertainelementsofvulnerabilityanddoesnotmatchclientstointerventionsthatare
appropriatefortheiractuallevelofneedorassistindeterminingwhetherclientsmeeteligibilitycriteria
forspecificprograms.Somenotedthattheexistingstockofpermanentsupportivehousinglargelyuses
servicefundingsourcesthatareveryrestrictiveintermsofwhocanbeserved(e.g.MHSAfunds)and
theVISPDATdoesnotprovidetheinformationneededtomatchclientstotheseprograms.
Diversion:WealsoheardduringourinterviewsthattheexistingCEsystemlacksacoordinatedapproach
todiversion.Althoughsomefundingandsystemresourceshavegonetowardscreatingdiversion
programminginSanDiego,afewstakeholderssaiddiversioneffortstendtobeinconsistentbetween
providersandneedtobestreamlinedtoachievebetteroutcomes.Severalpeoplewerehopefulabout
SDHCsplanstofundshelterdiversionthatutilizesaprogressiveengagementmodelandconnectsthose
whocannotbesuccessfullydivertedtootherlighttouchsystemresources(i.e.RRH).
WorkflowDifficulties:Finally,providersexpressedfrustrationoverseveralpartsoftheCEsystemthat
coulduseimprovement.Forexample,manyproviderssaidthatwiththecurrentCEsystem,theyoften
losetrackofpeoplebetweenintake/assessmentandhousingnavigationorplacement.Severalblamed
thisonCEsinabilitytomatchandassignclientstoprojectvacanciesquicklyenough.Oneprovideralso
notedthattheexistingCEsystemiscompletelymanualandmoreautomationisneededinthe
matchingandreferralprocess.
B. ShelterandInterimHousing
EmergencyShelter:Locally,publicconversationandmediainteresthavefocusedontheperceivedneed
formoreemergencyshelterbedsinDowntownandthroughouttheCounty.Duringourinterviews,we
heardmixedopinionsontheneedformoreshelter.Manybelievetherearenotenoughshelterbeds
withinthecommunitycomparedtothehomelesspopulation.Othersseeincreasingshelterbedsasa
criticalstrategyandtoolformovingpeoplefromthestreettopermanenthousing(i.e.bridgehousing).
Throughoutourinterviews,stakeholdersalsospokeaboutthecommunitysneedforacentralized,low
barrierintakeornavigationcenter,thatwouldprovidecomprehensiveservicesandshelterbedswhile
peoplefindpermanenthousingsolutions.
Ontheotherhand,otherswereconcernedthatfocusingonemergencyshelterismerelyadistraction
fromthecommunityspressingneedforagreatersupplyofpermanent,affordablehousing.Wealso
heardthatemergencyshelterswithinthecommunityneedtolowertheirbarrierstoentryandshifttheir
focustowardshousingandawayfromtreatmentandsobriety.
TransitionalHousing:Aspreviouslymentioned,manyprovidersspoketotheeffectsofdefunding
transitionalhousingprogramswithinthecommunityinrecentyears.Manyfeelthesechangeswerenot
completedinacalculated,strategicfashionultimatelycreatingamajorgapinavailablehousing
interventions.Itsfoolishtochainsawourexistingstockoftransitionalhousinguntilwecandevelopa
sufficientstockofaffordableandpermanenthousing,oneprovidersaid.Someevenpointedtothis
decisionbytheCoCasacauseforincreasinghomelessnessinSanDiego.Cuttingtransitionalhousing
hasledtomorepeopleonthestreetsbecause[theCoC]didntfindareplacementforthattransitional
housing.
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C. PermanentHousing
InsufficientAffordableHousing:Thecommunitysharesauniversalrecognitionoftheoveralllackof
affordablehousingandneedformorepermanenthousingunitsforpeopleexperiencinghomelessness
inSanDiego.Manyfeelincreasingthehousingstockneedstobeacentralfocusofthecommunitys
effortstoreducehomelessness.ManystakeholdersalsonotedthatamajorityofthecommunitysSingle
RoomOccupancy(SRO)unitshavebeendemolishedorconvertedtononaffordablehousinginrecent
yearsreducingtheinventoryofunitsavailableforpeoplewiththelowestincomes.
PermanentSupportiveHousing:Generally,stakeholderssupportedincreasingthecommunityssupplyof
permanentsupportivehousing(PSH).SomesaidtheCoCislessinterestedincreatingnewPSHunitsand
veryfocusedonrecenteffortstodevelopnewrapidrehousingprograms.Unfortunately,theCoCbeen
prettyenamoredwithRRH,onestakeholdersaid.[RRH]canbeeffectiveforsome,butdoesntcome
withthecertaintythatPSHunitshave.Nevertheless,manyareoptimisticaboutcommunityeffortsto
begindevelopingnewPSH.
Furthermore,somebelievethatthelevelofneedforPSHhasbeenoveremphasized,orisbeing
promotedmostadamantlybytheadvocatesandproviderswhodonotbuildoroperatePSH.People
pushingPSHarenotresponsibleforbuildingitanddonothaveaconceptofhowmuchittakestobuild
andrunit,onestakeholdernoted.
ManystakeholdersrecognizedandapplaudedthesuccessoftheSDHCincreatingandfundingseveral
newPSHprograms,suchasHousingOurHeroes.Therewasaconsensus,however,thatcommunityPSH
effortshaveprimarilyfocusedonservingVeteransandhaveinadequatelyconsideredotherpopulations.
RapidRehousing:Inrecentyears,theCoChassignificantlyshifteditsfocusonincreasingnumberof
rapidrehousing(RRH)programswithinthecommunity,andseveralpubliclyandprivatelyfunded
programshaveopened.WhileproviderswhooperateRRHhaveseensomesuccess,otherstakeholders
questionedwhetherRRHasitcurrentlyexistscanbeeffectiveinreducinghomelessness.Some
suggestedincreasingtrainingaroundoperatingRRHprograms,whileotherssaidthecommunitysRRH
programsmayneedtobebroughtintoalignmentsothattheyoperateusingsimilarpoliciesand
practices.
ThereisageneralsensethatwhileRRHmaybeaneffectiveintervention,thecommunityshousing
marketsignificantlylimitsthescaleoftheseprojectsandcomplicateshowprovidersoperateRRH
programs.Providerscommonlyspoketostrugglingwithalimitedflowofvacantunitsandvouchers,
comparedtothenumberofpeoplewhoneedtobehoused.Onestakeholdernotedthatafewmajor
providersincludingSDHC,AlphaProject,andFatherJoeshaveincreasedtheirlandlordengagement
efforts,howeverthesystemstillhasdifficultyrecruitingandmaintaininglandlords.Somecommunity
membersareworkingoncreatingaflexiblefundingpoolforlandlordinsuranceandincentivesto
addressthisissueandreduceriskforlandlordswhochoosetorenttopeopleexperiencing
homelessness.Providershavestruggledtoidentifyasufficientstockofaffordable,safeunitsfortheir
clientswithintheprivatemarket.Wevefoundthatslumlordsarewillingtotakevouchers,butnoone
elsewill,oneprovidersaid.

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D. GeneralSystemGaps/Needs
HousingFirst:Whileweheardthatsomeofthecommunitysmainproviders(FatherJoes,AlphaProject,
InterfaithCommunityServices)haveadoptedaHousingFirstapproachandmanyareoptimisticthat
smallerprovidersaresoontofollow,stakeholdersvoicedmixedresponsesaboutthephilosophyandits
practices.Someproviderswereskepticalabouthoweffectiveand/orappropriateitisforallpopulations.
HousingFirstiswellintentioned,butshouldntbetheonlyyardstickweuse,saidoneprovider.Others
expressedthattheywereonboardwiththephilosophy,butneedtimetoadapttheirprogrammodels
tomatchHousingFirstprinciples.Meanwhile,someorganizationsarestillgrapplingtounderstand
exactlywhatHousingFirstdoesanddoesnotmean;oneprovidersaiditcansometimesfeellikeafree
forall.
Somestakeholdersexpressedconcernovercertainproviderswithinthecommunitywhohavevocally
opposedHousingFirst.Thereareafeworganizationsthatmaintainasizablesupplyoftransitional
housingandarecommittedtotreatmentorientedapproachestoservingpeopleexperiencing
homelessness.Theseorganizationshavegainedvocalsupportfromlocalelectedofficials,includingU.S.
CongressmanDarrellIssa,aswellassomemediacoveragearoundtheircampaignforHUDtomove
awayfromHousingFirstasacorestrategy.
Outreach:Severalstakeholderswespoketostronglybelievethatthecommunityneedsmoreoutreach
resourcestoreachthepeoplewhoarehardesttoengageandhavelivedoutsidethelongest.Many
believecurrentoutreacheffortsarefragmentedintheirapproachandgeographicalscope.Currently,
thecommunitysmainoutreacheffortistheSanDiegoPoliceDepartmentsHomelessOutreachTeam
(HOT),whichprimarilytargetsDowntown,PacificBeach,andOceanBeach.HOTisviewedastreatment
andenforcementoriented,butnotveryhousingfocused.Otherproviderswhooperateoutreach
programsallseemtoholdadifferentideaofhowitfunctionsandwhatpurposeitservesweheard
thatsomeoutreachprogramswithinthecommunitywaitforpeople[experiencinghomelessness]to
cometothem,ratherthanmeetingthemwheretheyare.Stakeholdersalsofeelthatinadditionaltoa
generalincreaseinoutreacheffortsandgeographicalreach,theCoCneedstoconnectmorehousing
andshelterbedsandresourcestooutreachanddevelopperformancetargetsfortheseprograms.
PreventionandDiversion:Throughouttheinterviews,weheardaboutthecommunitysgapin
preventionanddiversionservices.Stakeholderscommonlycitedtheneedformoreresourcesand
fundingtogotowardsincreasingandrefiningpreventionanddiversionstrategiesthatwillkeeppeople
fromfallingintohomelessness,withaspecificneedforfamilyreunificationandeffortstargetedto
peopleexitingthecriminaljusticesystem.
Provider/CommunityParticipationandAccountability:Althoughsomeprovidershavebeenresistantto
theCoCimposingperformancetargetsandexpectations,othersfelttheCoCneedstofindbetterways
toholdprovidersaccountabletomeetingperformancemetrics.SomesaidthattheCoCmustdevelop
strategiestogetallprovidersfromallpartsoftheCountytothetableandparticipatingintheCoC,
whichsomefeltmayrequirethehelpofCountyleadership.TheCityofSanDiegoandNorthCountyare
seenasinalignmentwithRTFHsefforts,whilemanyEastandSouthCountycommunityleadersand
providersareperceivedasnotbeingatthetable.Somenotedthatgroupswithinthesepartsofthe
County(i.e.theCityofChulaVista,EastCountyRegionalHomelessTaskForce)haveengagedintheir
ownplansandstrategiestoreducehomelessnesslocally.Theproblemisthatcitiesareveryfocusedon
theirownpopulation,onestakeholdersaid.Thereisabiasaroundkeepingresourcesforthemselves.
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HousingNavigation:Stakeholdersgenerallyagreedthatthecommunitylackssufficienthousing
navigationservices.Housingnavigationthatdoesexistwassaidtobeunderstaffedandseemstohave
difficultyprovidingexpectedfunctions(i.e.matching,locatingpeople,gettingclientsdocready).
Whilesomeprovidershavetheirownhousingnavigators,stakeholdersagreedthatthereneedstobe
morecommunitybasedhousingnavigatorsunderRTFH.
MovingOnProgramming:SomeproviderswhohaveexperiencewithPSHandotherpermanenthousing
programssaidthecommunitycouldbenefitfromalargescaleMovingOninitiativetohelpstablePSH
tenantswhonolongerneedthatlevelofservicestomoveontoaprivatemarketunitwithrental
assistanceandothersupportiveservices.ThiswouldfreeupexistingPSHunitsandpromoteamorefluid
flowofclientsthroughthesystem.Somealsomentionedthatasignificantamountofpeoplewith
Section8vouchersmoveonfromthislevelofassistance,creatingspaceforthepeoplemostinneedof
rentalassistance.SDHCwillsoonlaunchasmall25personMovingOnprogram.
PopulationSpecificResources:Duringourinterviews,weheardstakeholderspointoutgapsinservices
andresourcesforcertainsegmentsofthehomelesspopulation.Areasthatstakeholdersfeltcouldbe
improvedincludedreentryandrealignmentprogrammingforformerinmates;mentalhealthservices
forpeoplewithbehavioralhealthandsubstanceabuseissues;andhousinginterventionsthat
specificallytargetyouth.
FaithBasedProgramsandResources:SomesaidthattheCoCneedstobetterleveragetheresourcesof
thelocalfaithcommunity,engagingandbringingthefaithcommunityintoalignmentwiththelarger
systemworkingtoendhomelessness.Stakeholderssaidthefaithcommunityisahiddenresourcethat
[theCoC]hasntyettappedinto.
III. SystemInfrastructure
A. DataandEvaluation
HMIS:Throughouttheinterviews,weheardstakeholdersacknowledgethatRTFHhasrecently
undergonemajorchangesintermsofdatacapacityandHMIS,whilethegreatercommunityhascome
aroundcompletelyintermsofsharingdataandanopenHMISsystem.AlthoughRTFHhastakenstepsto
increaseitsdatacapacityandmanyprogramsintheCountyarenowsupportingdatacollectionvia
HMIS,somefeelHMISdoesnotproducethedatapointsneededfortheCoCandCEsystemtooperate
well.Asaresult,manyprovidersentertheirdataintoseparatedatasystemsspecifictotheiragencies
andstaffspendtheirtimedoubleenteringdata.Othersrecognizedaneedforincreasedresourcesand
capacitytoenableproviderstaff,especiallythosefromsmallerprovideragencies,todorealtimedata
entry.Additionally,weheardthatprovidersweregenerallyinfavorofRTFHsnewopenHMISsystem,
howeverafewwereconcernedthatmovingtoanopensystemmayviolateclientprivacyandhopedthe
RTFHwilldevelopstrategiestoaddressthis.
WealsoheardthatsomeprovidersfeeltheHMISsystemisnotveryuserfriendly.Oneprovidersaid,It
seemslikewe[thecommunity]donthavetheresourcestomake[HMIS]whatisneedstobe[HMIS
software]needstobeintuitiveandIdontseewhyitsnot.
RTFHDataDashboards:SeveralcommunitystakeholderspointedtotheRTFHsdatadashboardsas
helpfultoolsforunderstandinghomelessnessinSanDiegoCounty.Afew,however,suggestedthe
dashboardscouldbeimprovedbyreportinghoweffectivethesystemisinhelpingpeopleendtheir
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homelessness(i.e.howmanypeopleendedtheirhomelessnessonamonthlyand/oryearlybasis);how
manypeoplearenewtothesystem;aswellaswherepeopleexitedto,howmanyreturnedto
homelessness,andwhattheirlengthsofstaywithinprogramswas.
C. ProviderCapacity;CapacityBuildingNeeds
IncreasingHousingFocus:WerepeatedlyheardthatadoptingatrueHousingFirstapproachhasbeen
challengingforproviders.Accordingtoonestakeholder,manyprovidersstilloperateunderapull
yourselfupbyyourbootstrapsphilosophy,whileothershaveclungontotreatmentbased,sobriety
andrecoveryfocusedmodelsthataredesignedtogetclientshousingready.Stakeholdersexpressed
thatprovidersneedtobebroughtalongandprovidedtrainingtoshifttheirideologytowardsagreater
housingfocus.Somesaidthiswilltaketrainingprovidersondiversion,motivationalinterviewing,
traumainformedcare,housingnavigation,housingsearchandplacement,andothercomponentsof
HousingFirst.Providersneedtounderstandthathousingpeopleisadifficult,yetpossibleundertaking.
HMIS:ProviderssaidtheyneedbettertrainingonthepurposeofHMISandhowtouseit,aswellas
greaterstaffingcapacitytoenterHMISinrealtime.AsmentionedintheprevioussectionDataand
Evaluation,someproviderscurrentlydonotenterdataintoHMIS,ordonotuseHMISastheirprimary
datasystem.Thedomesticviolence(DV)providersystemhasremainedoutsideofcoordinatedentry
andHMIS,duetoconcernsaboutclientconfidentialityandsafety.
ImprovedPerformanceOutcomes:Duringourinterviews,weheardthatmanyprovidershavenotfully
comeonboardwithorgraspedtheideaofmeetingperformancemetrics.Somesaidthisisbecausethe
nonprofitinfrastructureandcapacityformeetingthesetargetssimplydoesntexist.Somesuggested
thattheCoCneedstodoabetterjobofhelpingtheseagenciesalongbyprovidingtrainingandother
capacitybuildingresources.
ChangeManagement:Wealsoheardthatmanyprovidersareafraidofdoingthingsdifferentlyandare
unsureofwhatlargescalesystemwidechangewillmeanfortheiragency.Ontheotherhand,other
providersareeagerandinsomecase,desperateforguidanceandspecific,immediately
implementablestrategiestobeginreducinghomelessness.
D.FundingOpportunities
PrivateFunding:Finally,weheardfromsomestakeholdersthattheybelievetherearesignificantprivate
fundingopportunitieswithinthecommunityforhomelessnessiftheCoCcanshowthattheyare
implementingbestpracticesandachievingrealresults.Inparticular,businesscommunitymemberswho
arebigdonorstohomelesseffortswanttofindwaystobeinvolvedandputtheirdollarstothebestuse.
PublicFunding:StakeholdersalsonotedthattheybelievetheCoCcouldleverageconsiderableresources
onceallpublicagenciesarebroughtintoalignment.ThesepublicagenciesincludetheCityofSanDiego
andCounty,theregionssixpublichousingauthorities,andtheVA.
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AppendixE
CommunityMeetingInput
ByFocusStrategiesonbehalfofRegionalTaskForceontheHomeless
TheRTFHandpartneragencieshostedanumberofcommunityforumsandmeetingsaspartofthe
developmentoftheStrategicFramework(PhaseOneoftheCommunityPlan).Atcommunitymeetings
thatoccurredtowardsthebeginningoftheprocess,stakeholderswereprovidedanintroductiontothe
RTFHandFocusStrategiesapproachtocreatingaStrategicFrameworkforeffectivelyending
homelessnessinSanDiegoCounty,aswellasageneralreviewoftimelinesandactionstepsinvolved
withtheprocess.Towardstheendoftheprocess,FocusStrategiespresentedaninitialdraftofthe
StrategicFrameworkandnextstepsforimplementation,andofferedanopportunityforcommunity
feedbackandquestions.Acomprehensivelistofthesemeetings,aswellastheirdatesandlocationsis
providedasAppendixF.
Adiversearrayofcommunitystakeholdersattendedthesemeetings,representingthefollowingsectors:
Nonprofithomelesshousingandserviceproviders
ElectedofficialsandstafffromtheCountyofSanDiego
ElectedofficialsandstafffromtheCityofSanDiegoandothercitiesintheregion
TheDepartmentofVeteransAffairs(VA)
Publichousingauthorities
Universityrepresentatives
Philanthropy
Businesscommunityrepresentatives,includinglargeandsmallbusinessowners
Homelessadvocates
Communitymembers
Peoplewithlivedexperienceofhomelessness
Eachcommunitymeetingprovidedanopportunityforstakeholderstoprovideinput,askquestions,and
expressconcernsrelatedtobothphasesoftheCommunityPlan:TheStrategicFramework(PhaseOne)
andtheImplementationPlan(PhaseTwo,whichwillbegininJuly2017).Participantsalsosharedtheir
viewsonthestateofhomelessnessinSanDiegoCounty.Weheardadiversityoffeedbackinresponse
toRTFHandFocusStrategiescurrentwork,whichissummarizedinthefollowingsections.
FeedbackRegardingPhaseOne:StrategicFramework
ThefollowingsectionsummarizestheinputweheardduringthesemeetingsrelatedtotheStrategic
Framework(PhaseIoftheFocusStrategieswork):

Smallbusinessandcommunitymemberengagement:Duringthemeetings,somestakeholders
encouragedFocusStrategiestoexpandthestakeholderintervieweegrouptoincludespecific
sectionsofthecommunityanditsmembers(includingresidentsandsmallbusinessowners)
whoaredisparatelyimpactedbychronichomelessness.Thisimpactsparentsandtheirkids
whowanttouseapark,smallbusinessownerswhohavetodirectlydealwith[chronic
homelessness],onestakeholdersaid.Weneedtohelpthepeopleexperiencinghomelessness,
butalsoneedtodirectourfocusbackonthepeopledirectlyimpactedbytheissue.

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LackofProviderBuyin:Atthesemeetings,somestakeholdersexpressedconcernaboutthe
levelofproviderbuyinaroundtheStrategicFrameworkandupcomingImplementationPlan
(PhaseTwo).Onestakeholdersaidthatalthoughprovideragencieswillgenerallyfallinlinewith
whattheirfundingsourcesrequireofthem,theymaynotphilosophicallybeboughtinto
HousingFirstandotherbestpracticesforreducinghomelessness.Otherswereconcernedabout
pushbackfromproviderswhoarepassionateabouthelpingcertainpopulationsexperiencing
homelessness,andmaybeunwillingtodepartfromtheircoremissionofexclusivelyserving
thesepeople.

Learningcollaboratives:AninitialdraftoftheStrategicFramework,whichwaspresentedtoa
varietyofcommunityleadersandstakeholdersoninJune2017,outlinesFocusStrategies
recommendationtohostaseriesoflearningcollaborativesaimedathearingtheconcernsof
providersandotherstakeholders,aswellasbringingthemuptospeedonstrategicplanning
workandindustrybestpractices.Somestakeholderswereconcernedthatcreatingnew
learningcollaborativesmayderailtheworkofalearningcollaborativethatalreadyexists
withinthecommunity.FocusStrategiesplanstoworkwiththeRTFHtoaddressthisconcern
and,ifpossible,alignthepurposeandeffortsofthesegroups.

Outreach:AlsofollowingapresentationoftheinitialdraftoftheStrategicFramework,some
stakeholderssaidthattheFrameworkandImplementationPlanshouldcalloutthecommunitys
needformoreeffectivestreetoutreach.Outreachisminisculeintermsofwhatweneed,one
stakeholdersaid.Otherstakeholdersfeltthatincreasedoutreachmaynotbeneededasmuchas
amoretiered,strategicapproachtooutreach.Othersmentionedtheneedformoreskilled,
housingfocusedoutreachworkersandincreasedcoordinationamongsttheagenciescurrently
providingoutreachservices.Currently,thereisamismatchinoutreach,onestakeholdersaid.
Manyoutreachprovidersarenotveryhousingfocusedandaremoreenforcementfocused,
whilebehavioralhealthoutreachisprobablymoreinlinewithwhatisneeded.

DiversionandLighttouchRapidReHousing:FollowinginitialpresentationsabouttheStrategic
Framework,somestakeholdersquestionedwhetherconcreteactionitemsforimplementing
diversionandlighttouchrapidrehousing(RRH)wouldbeprovided,whichwereboth
mentionedduringthepresentationasstrategiestoreducehomelessnessinSanDiegothatcould
beginwhilethegreaterImplementationPlanisbeingdeveloped.Onestakeholderexpressed
thatthecommunityiseagertobegivenactionablestepstowardsreducinghomelessness,but
manyfeelthattheyarenotsurewhattodoorhowtodoit.

InadditiontoadesireforspecificstrategiesforimplementingdiversionandlighttouchRRH,
severalstakeholdershopedtheStrategicFrameworkwouldincludeneartermwaystobegin
addressinghomelessness.Specifically,onestakeholderquestionedwhethertheframework
wouldoutlinethehumanandcapitalinvestmentneededtoimplementstrategies,suchasRRH
anddiversion,whilethebroaderImplementationPlanisdeveloped.

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FeedbackRegardingtheImplementationPlan(PhaseTwo)
Thefollowingsectionssummarizetheinputweheardduringthesemeetingsregardingthe
ImplementationPlancomponentoftheCommunityPlan(PhaseII)thatFocusStrategieswilldevelop
overthecomingyear(July2017throughJune2018)fortheRTFH:
ProgramPerformanceTargetsandMeasurement:Whilemanyexpressedtheneedtodevelop
performancemeasuresandmonitorprogramperformance,somestakeholdersalsovoicedthat
providerswillneedtobesupportedtohelpthemreachthesetargets.Weareaskingproviders
tochangetheirwayofdoingbusiness,onestakeholdersaid.Weneedtohelpthemalongby
providingassistanceinthechangemanagementprocessandopportunitiesforcapacitybuilding.
Weneedtoleveltheplayingfield,orelsewewillendupwithasystemfullofdisparities.
StakeholdersalsosaidthatFocusStrategies,RTFH,andfunderswillneedtoconsiderhowto
addressandadaptperformancemonitoringforprogramsservingspecialpopulations,suchas
domesticviolenceshelters,youthprograms,andresidentialtreatmentprograms.

Demographic/SubpopulationAnalyses:Duringcommunitymeetingswhereplansforthe
ImplementationPlanwerepresented,stakeholdersaskedwhethercertainsubpopulations
withinthehomelesscommunity(i.e.Veterans,individualswithmentalillnessand/orsubstance
abuse,families,youth)wouldbeevaluatedseparatelyorgivenspecialconsiderationduring
FocusStrategiesSWAPanalysis.Otherstakeholderswonderedwhethertheanalysiswould
provideademographicbreakdownofpeopleexperiencinghomelessnessbyprogramtype
throughoutSanDiego.

Asmentionedpreviously,somewereconcernedthatcomparingprogramsthatservepeoplein
differentsidesoftheVISPDATwouldproduceunfairormisrepresentativeresults.For
example,onestakeholderworriedthatanemergencyshelterthathasbeenchargedwith
servinghighneeds,highbarrierhouseholdswouldbestackedagainstashelterservingpeople
whoarelikelyabletoselfresolvetheirhomelessness.Someworriedthatasaresultof
comparingunlikeprogramsandthepopulationstheyserve,thoseprogramsthatservehigher
needspopulationswouldbeunfairlydefundedorotherwisepenalized.

Misrepresentationsofvulnerabilityindata:Whilemanystakeholdersexpressedtheneedfora
moredatadrivensysteminSanDiegoCounty,somewereconcernedthatastrictlydatafocused
systemleavesoutsomenuancestriggeredbyhumanbehaviorandvulnerability.One
stakeholdersaidthat,forexample,theVISPDATscoringdoesnotreflectthatahousehold
sleepingoutdoorshasanewbornbabyand,therefore,ahighneedhouseholdmaynotbe
appropriatelyprioritized.Iunderstandthatwearetryingtoincreaseefficiencyinan
environmentwhereboththeeconomyandhousingcrisisareworsening,butwealsoneedtobe
awarethatvulnerabilityisahumanthingandnotadatathing.Therearesomethingsthat
numbersjustdontshow.

Scatteredsiteversusbuiltunitcomparison:SomestakeholdersquestionedwhetherFocus
StrategiesanalysesofSanDiegoshomelesscrisisresponsesystemwouldlookatthe
effectivenessandefficiencyofscattersiteversusbuiltunithousinginterventions,andmake
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recommendationsregardingwhatmodelsbestsuittheSanDiegoregion.

RegionalFocus:Throughoutthemeetings,stakeholdersprovidedthefeedbackthatFocus
StrategiesandtheRTFHmustconsidertheentireregioninitsanalysisandrecommendations.
Manycommunitymembersfeelthateffortsandinitiativeshaveprimarilybeenfocusedon
homelessnessintheDowntowncore,howeverhomelessnessisalsoaprobleminotherpartsof
theregion,includingNorth,East,andSouthCounty.Somenotedthatcitiesandotherpartsof
theCountyoutsideofDowntown(forexample,ChulaVistaandotherpartsofSouthCounty)
havebegundevelopingandimplementingtheirownregionalplanstoreducehomelessness;
however,itisessentialthatregionaleffortscometogethertoaffectthegreatestchange.We
needcoordinatedstrategiestodeployacrosstheregion,onestakeholdersaid.

OtherFeedbackandConcerns
EndingHomelessness:FollowingseveralofFocusStrategiespresentationsontheStrategic
Framework,weheardsomedistasteforthesemanticsandconnotationofending
homelessness.Manyprovidersandothercommunitymembersdonotbelievethat
homelessnesscaneverbecompletelyendedandthereforeexpressedastrongoppositionto
usingthisterm.Onestakeholderalsonoted,Peopledontconnectwithendinghomelessness
becausetheyarentseeinganyprogresstheywanttoseethe[PointinTime]numbersgoing
down.

CommunitywideDesireforImmediateSolutions:Throughoutthecommunitymeetings,
stakeholdersreiteratedtheirdesireforquickandimmediatesolutionstoincreasing
homelessnessinSanDiego.Forexample,wheninformedaboutSanDiegoCountysneedfor
significantincreasesinpermanentsupportivehousing(PSH)supply,severalstakeholders
wonderedwhatcouldbedoneintheinterimforpeoplewhoarechronicallyhomelessor
otherwiseinneedofPSH,whilepermanentunitsarebeingdeveloped.Someexpressedadesire
tocreateadesignatedtentcity,tinyhomevillage,orothersafezoneforsuchpeopletolive,
whileothersstronglyfeelthecommunityneedsadditionalemergencyshelterbeds.Howdo
youaddress5600peoplelivingonthestreetinashortperiodoftime?Thisisoneofthebiggest
challenges,onestakeholdersaid.

Stakeholderssaidthisgrowingsenseofurgencyanddesiretoidentifyandexecuteimmediate
strategiesforaddressinghomelessnessprimarilyexistsamongelectedofficials.Stakeholders
alsonotedagrowingsenseofunrestandfrustrationamongresidentsandbusinessownerswho
regularlyseeand/orinteractwithpeopleexperiencinghomelessnessintheirneighborhoodsand
businessdistrictsdaily.Whilemanyarticulatedastrongcommitmenttoimplementingbest
practicesandprovenmodelsforreducinghomelessness,somestakeholdersexpressedan
equallystrongdesiretoimplementstrategiesimmediatelyandbeginmakingprogressonthe
issueassoonaspossible.Thecommunityssenseofgoodwillandunderstandingisgoingto
expirewhentheydontstartseeingresults,onestakeholdernoted.

ReasonsforHomelessnessinSanDiegoCounty:Throughoutthemeetings,wehearda
commonlyheldbeliefthatothercitiesexporthomelesspeopletoSanDiego.Otherssaidthat
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therecentlyinitiatedCaliforniaProposition47,whichreducedmisdemeanorpenaltiesforlow
levelcriminaloffenses,hasledtoincreasedhomelessnessinSanDiegoCounty.

HighCostofLivingandLackofAffordableHousing:FocusStrategiesheardfromavarietyof
stakeholdersaboutthecommunitysseverelackofaffordablehousingandeverincreasingcost
oflivinginSanDiegoCounty.Manyfeelthatthisisamajorobstacletoreducinghomelessness
andkeepingpeoplehousedintheregion.

CultureinSanDiego:Duringthemeetings,stakeholdersmentionedacultureofsafety
amongstelectedofficialsandcommunityleaders,whichhasresultedinlimitedabilitytobring
aboutsystemschangeandalackofcompetitivenessintheCoCapplicationprocess.Somealso
saidthereisaninitiativecultureinSanDiegoCounty,inwhichlocalleaderspushaplethoraof
initiativesandpilotprograms.However,theseinitiativesoftenlackspecificityandtheabilityto
affectrealchange.Somesuggestedthatalthoughtheseinitiativesappeartobeeffective,
leadersoftencomeupwiththeirownprogramoutcomestocreatethisimageofsuccess.
Stakeholderssaidthatelectedofficialsandothercommunityleadersneedtobeginworking
boldlytowardstruechange,ratherthancontinuallydevelopingsafepilotprogramand
initiatives.

NeedforIncreasedCapacityatRTFH:Weheardfromstakeholdersthatforastrategicplanto
successfullyreducehomelessnessinSanDiego,theRegionalTaskForceontheHomeless(RTFH)
mustincreasetheirorganizationalcapacity.Somesuggestedaneedforadditionaldeputylevel
andhighlevelstafftoassistthenewExecutiveDirector.Keystakeholdersalsomentionedthe
needformoreorganized,streamlinedprocessesthroughouttheorganization.Thestaffing
neededtohelpushersystemwidechangeiscurrentlynotthere,butitneedstobetoimplement
thisplanefficiently,onestakeholdernoted.
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AppendixF
ListofStakeholdersInterviewedandCommunityInputMeetings

StakeholdersInterviewed
Name Title Organization Dateof
Interview
Alexiou,Dimitrios President/CEO HospitalAssociationofSan May30
Diego&ImperialCounties
Anglea,Greg ExecutiveDirector InterfaithCommunityServices April17
andARSBoardPresident
Ball,Monica BoardMember UPLIFTSanDiego May26
Beason,Carole Lieutenant SanDiegoPoliceDepartment June16
HomelessOutreachTeam
Bower,Susan AssistantDirector HHSAIntegrativeServices MAY24
Brown,Christine ReentryServicesManager SanDiegoSheriff'sDepartment June16
Carr,Jessyca SocialServiceCoordinator SalvationArmy June6
Case,Mary ExecutiveDirector CrisisHouse May25
Chamberlain, Chief,SocialWorkService VASanDiegoHealthcareSystem June5
Jessica
Davenport,Beth ChiefOperatingOfficer TheCenter May25
Denhart,Amy Director FundersTogethertoEnd May23
HomelessnessSanDiego
Diaz,Dolores ExecutiveDirector RegionalTaskForceonthe April14
Homeless
Estrella,David Director IntegrativeServices,HHSA May8
CountyofSanDiego
Faulconer,Kevin MayorofSanDiego CityofSanDiego June6
Franke,Cara ProgramCoordinator, VASanDiegoHealthcareSystem June5
HealthcareforHomeless
Veterans

Gaspar,Kristin CountySupervisor,District3 CountyofSanDiego June8
Gentry,Rick President&CEO SanDiegoHousingCommission June9
Gioia,Stephanie SeniorPolicyAdvisoryto CountyBoardofSupervisors, April19
SupervisorRonRoberts District4
Herrera,Jonathan DirectorofPublicSafety& CityofSanDiego June5
NeighborhoodServices,
MayorFaulconer'sOffice
Ison,Pamela ChiefofPolicyfor ThirdCouncilDistrict,CityofSan April21
CouncilmemberChrisWard Diego
Johnson,Herb President&CEO RescueMission May25
Kuntz,Kris SeniorAssociate LeSarDevelopmentConsultants June2
Lewis,Carol CollaborativeCoordinator ElCajonCollaborative June26
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StakeholdersInterviewed
Name Title Organization Dateof
Interview
Lund,Eric President/CEO EastCountyChamberof June1
Commerce

Lyons,Gene CommunityVolunteer May31
Macchione,Nick HHSADirector CountyofSanDiego,HHSA May8
MaduliWilliams, CommunityDevelopment CityofSanDiego June2
Stephen Manager
McElroy,Bob President&CEO AlphaProject June5
Ohanian,John President&CEO 211SanDiego May25
Palmer,Rebecca DirectorofPrograms CommunityResourceCenter June22
S.
Peterman,Melissa VicePresidentofHomeless SanDiegoHousingCommission April21
HousingInnovations
Reynolds,Sue ExecutiveDirector CommunityHousingWorks June12
Roberts,JoelJon President&CEO PATH June6
Roberts,Ron CountySupervisor,District4 CountyofSanDiego May8
Ruff,Simonne ExecutiveDirector SanDiegoCSH June22
Sasaki,Nancy ExecutiveDirector AllianceHealthcareFoundation June26
Seidler,Peter ManagingPartnerand SeidlerEquityPartners May23
Founder
Shea,Dan BusinessOwner May23
Shilling,Chris CESProjectCoordinator RegionalTaskForceonthe May30
Homeless
Simpson,Andre ExecutiveVicePresident& VeteransVillageofSanDiego June6
ChiefOperatingOfficer
Spangler,Jill Associate, AbtAssociates April12
Steiner,Julie Associate AbtAssociates April12
Theissen,Thomas FormerRTFHPresident RegionalTaskForceonthe June22
Homeless
Thrush,Dorothy PublicSafetyGroup,Chief CountyofSanDiego June1
AdministrativeOffice
Vargas,Deacon President&CEO FatherJoe'sVillages June13
Jim
Walters,Jon AssociateDirector AssociationforCommunity May30
HousingSolutions(TACHS)
Ward,Chris Councilmember,District3 CityofSanDiego May22
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ListofCommunityMeetings
MeetingName/Group Location MeetingDateandTime

SanDiegoCountyHealthServicesComplex,
RTFHAdHocCommittee Thursday,Feb.16
3851RosecransStreet,SanDiego,CA92110,
ontheCommunityPlan 12:00to2:30
ExecutiveConferenceRoom
RTFHAdHocCommittee CountyAdministrationCenter Thursday,May18
ontheCommunityPlan 1600PacificCoastHighway 1pmto3pm
RTFHGovernanceBoard CountyAdministrationCenter Thursday,May18
Meeting 1600PacificCoastHighway 3pmto5pm
CommunityInput
MeetingHostedby NorthCountyLifeline200Michigan Tuesday,May23
AllianceforRegional Avenue,Vista,CA 10amto11:30am
Solutions
CommunityInput RegionalTaskForceontheHomeless(RTFH) Thursday,June1
MeetingHostedbyRTFH Office4699MurphyCanyonRoad 3pmto4pm
RTFHFullMembership CountyAdministrationCenter Thursday,June15
Meeting 1600PacificCoastHighway 10amto12pm
RTFHAdHocCommittee CountyAdministrationCenter Thursday,June15
ontheCommunityPlan 1600PacificCoastHighway 1pmto3pm
RTFHGovernanceBoard CountyAdministrationCenter Thursday,June15
Meeting 1600PacificCoastHighway 3pmto5pm
CityCouncilSelect
Wednesday,June21
Committeeon CityAdministrationBuilding202CStreet
2pmto5pm
Homelessness
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8/14/2017
National Alliance to
End Homelessness
NATIONAL CONFERENCE JULY 17TH-JULY 19TH
WASHINGTON D.C.
Overview of the conference
Workshops presented on best practices

Provided opportunities to connect and learn from colleagues
nationwide
Organized a day on the hill to advocate for:
Increased funding for HUD Housing programs FY2018,
Protection of Medicaid funding,
Funding for Affordable housing to preserve and increase capacity,
To preserve and fully fund US Interagency Council on Homelessness
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8/14/2017
Organizations in attendance
Funders Together to End Homelessness

Father Joes Villages
Catholic Charities
Interfaith Community Services
San Diego Housing Commission
County of San Diego
BFT Equity Partners
Veterans Village of San Diego
LeSar Development
Dr. Ben Carson keynote address highlights
Expressed clear support of Housing First strategies;

A man will not beat addiction from a gutter, he will not get
psychiatric help underneath a bridge, and he will not find a steady
job without a steady address
Cited the need for data-driven decision-making when considering
other housing strategies
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What are we doing well?

We have a diverse Governance Board of leaders in the community.
We have landlord engagement groups who are looking for housing.
Our Coordinated Entry System is built into our HMIS
Collaboration between organizations has tremendously improved
We have a Veteran By-Name List (not functional right now but at least we have it)
We have recognized the Importance of creating a regional homeless crisis response
system (rather than a series of programs and initiatives )- reflected in the Community
Plan
Hiring Focus Strategies to create a community and implementation plan for San Diego
Merging of RTFH and CoC
Involvement in CoC from both public and private funders
Key Learnings for Consideration

COORDINATED ENTRY SYSTEM
We are not the only community struggling with CES!
In CoCs where major changes have occurred in homelessness:
1) CES is a driving force, leading (not policing)
2) CES administers a 'flexible fund' (back rent, upfront rent payments, transportation)
3) Youth who are referred to RRH programs have dedicated 'mobile advocates' who
cooperate with the youth and landlord(s) to problem-solve and provide support.
Simplify: Access, Assessment, Prioritization and Referral (Look into HUDs new
guidance and CES toolkit)
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PROGRAMS AND SERVICES
Improve support to shelters to better equip them to provide diversion, fully implement
housing first principles and support clients in gathering documents. Shelters are an
important component of the crisis response system.
Our CoC must build a strong partnership with faith-based shelters. Their values are the
same as ours:
High value on relationships
All people should be helped
Practice hospitality and charity
Work for peace and justice
Dont make shelters so comfortable with many services and amenities that people
want to return often (or never leave) and that are better than one can provide for
him/her self in their own. Is your shelter a process or a destination?

PROGRAMS AND SERVICES
Incorporate more diversion (it's a conversation not an assessment)
Implement shared housing/roommate matching initiative
Weave employment or income generation throughout every RRH program, just as
you weave housing into it.
Recognize that for projects that are targeting highly vulnerable people, the staff to
client ratio is low:
Youth 1 to 10 - 12
Adults with 0 Income in a RRH program - 1 staff to 12
Include Critical Time Intervention and eviction prevention into programs
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Community/Systems
San Diego RTFH should consider a ballot measure for homelessness in Nov 2018
Addressing encampments:
Speakers advocated for having an organized approach with a dedicated team to work
with residents of encampments. San Francisco has a team of 4 that work for 4 weeks in
one encampment with the goal of move-out/close encampment in week 4 .
DC Mayor created Know your rights cards; described what is/not acceptable with
encampments and sleeping outside. Also emphasized the importance of balancing work
on the streets/encampments with housing and being responsive to the public on their
concerns, public safety and health.
Develop a coordinated outreach effort
Work to ensure that Landlord engagement efforts are available in all of San Diego
Community/Systems
Begin talking about race in our community
WOMEN should be considered their own category ( like youth and chronic) instead
of being lumped with men. Need to consider their unique needs.
Publish project level data to the public with names of agencies attached. Often, this
is the way an agency determines that their data is not in the HMIS system accurately.
Improve educational opportunities for the board and provide opportunities to
engage more in discussion and debates around the issues.
Offer more cross-training to bring DV and housing and mental health providers
together. This collaborative approach appears to eliminate the 'silo' approach to DV
wherein only those providers see themselves as advocates for this special
population.
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Community/Systems
Systemic planning for youth in homelessness is needed. The most critical piece
(along with trauma-informed services) is a path to employment and independence.
Establish criminal justice partnerships to end homelessness
Progressive Engagement: ..providing the lightest touch needed for stabilization.
Developing a move on strategy for persons living in PSH (this is the most expensive
intervention and should be reserved for those who need it the most). Strategies
target those who no longer need services but just need an affordable unit or housing
choice voucher.
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Regional Task Force On The Homeless Board Meeting Packet

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Regional Task Force On The Homeless Board Meeting Packet

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GovernanceBoardMeeting

ProgramType Family AdultOnly ChildOnly TotalBeds Veteran YouthBeds

8,000 4,156 5,621

PSH ES TH OtherPH RRH SafeHaven

MeetingName/Group Location MeetingDateandTime

Overview of the conference

Workshops presented on best practices

Funders Together to End Homelessness

Dr. Ben Carson keynote address highlights

Expressed clear support of Housing First strategies;

What are we doing well?

Key Learnings for Consideration

Key Learnings for Consideration

Key Learnings for Consideration

Include Critical Time Intervention and eviction prevention into programs

Key Learnings for Consideration

Key Learnings for Consideration

Key Learnings for Consideration

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