HomeMy WebLinkAboutKeys to Housing Toolbox414. 4f1144-S1640,:a.ori,,,,
Crisis House
Laura answers the door with wet hair, a smiling seven year -old hanging onto her legs. This mom and her three
daughters live in a one -bedroom apartment in South San Diego. What they are lacking in space they more than make
up in love and energy. The girls giggle and play aboutthe apartment, which is cozy and clean.
Laura graduated from the El Cajon Crisis House's domestic violence program. She had been living with a boyfriend
who was physically and verbally abusive; Laura began to fear for her family's safety. "I knew ! had to get us out of
this, but I just didn't know how. I didn't make enough money to support three girls on my own," Laura remembers.
After one violent incident, Laura couldn'ttake it anymore. Desperate, she called 2-1-1 and explained her situation.
They connected her immediately with Crisis House. "They took us in and gave us somewhere safe to go. They also
gave us counseling and taught me time management and budgeting skills —it changed our lives," Laura said.
Today, life is safe for Laura's family. With rental assistance from the Crisis House, they are hying in an affordable
apartment. Laura has plenty of time to care for her girls and is also attending nursing school full time. She is grateful
for the Crisis House's support but states, "I can't wait to be able to do all this on my own. When I become a nurse I'll
make enough to take care of everybody."
This year, Laura and the girls took their first trip home to visit family. Laura's youngest looks at her with excitement.
"The girls love telling this story," Laura smiles, a story with a happy ending.
Table of Contents
We Can End Family Homelessness 2
Sale Diego Gruntmakers f omelassness king Group 5
Advisory Council of Elected Leaders 5
Keys to Housing Plannul;g Cdoup 6
Key Actions and Outcomes
Leadership, Policies & Advocacy
1. Policies are changed/created/implemented to increase stability and support families 8
2. A sustainable structure is created and ensures implementation of goals 10
Capacity, Data and Coordination of Services and Resources
3. Multiple pathways exist to access resources, centralize information, and increase
capacity and coordination of services and agencies 14
Permanent Affordable Housing
4. The number of affordable housing units in the region is increased 18
Increased Economic Security and Stability
5. Family members are fully employed and earn at sustainable income levels Increased Stability 22
6. Families increase financial stability and move to self-sufficiency 26
PE evenioc
7. Families are identified as at -risk and assisted prior to losing housing 28
8. The number of families at poverty level that enter homelessness is reduced 31
esoug ces for EA io f= l it He aiessness 34
AcloofOedgeuiontts 36
Knu to I- r,usbw: Ending Family Homelessness was established in May 2010 as an initiative of San Diego
Grantmakers Homelessness Working Group, a collaboration of private foundations, public government funders
and other key stakeholders. For more information, go to www.keystohousing.org, email info@keystohousing.org,
or contact San Diego Grantmakers at 858-875-3333.
1
e a nd Fa
child struggles to concentrate on homework in the
corner of a noisy and overcrowded apartment. A
mother and her two young children couch surfing
every evening. A family living in their car and "bathing"
in the sink at the local park bathroom.That is what family
homelessness looks like. For many San Diegans, these
families go unseen and their stories untold. Often homeless
for the first time due to loss of job, medical emergencies
or their landlord's foreclosure issues, homeless families look
very different than the pictures ofhomelessness that most
frequently come to mind.
The numbers are growing. Since 2008, our region has
accounted for an 83% increase in children reported
homeless by the annual school homeless count. Schools -
based homeless liaisons are serving children and their
families who often are living doubled up with another
family, in their cars, in shelters, or on the streets. The
children conic to school hungry, anxious, exhausted, and
unable to succeed in school. Children who are homeless
have lower academic achievement, exacerbated by frequent
moves and psychological distress.'
Chi/dren 47eceivn3 Yaaine/e55 5e1-✓%Ce5
— 5DC O7177S'ce Educ_ai;an
2006
V
o e essness
In 2010, community stakeholders began meeting in cross -
sector discussions, under the auspices of the San Diego
Grantrnakers Homelessness Working Group's Keys to
Housing: Ending Family Homelessness initiative to develop
a regional vision and strategies to combat this growing
concern. Regional approach is the key word. Family
homelessness exists in every corner of our county. It
affects and is affected by employment, income levels and
disparities, housing costs and inventory, healthcare access,
education, and food supply.
Solving and ending family homelessness is within our reach.
And it is less expensive to prevent family homelessness than
the cost of the status quo. But until we adopt a regional
vision to end family homelessness and agree to each take an
active role in solving We issue, we will not see sustainable
change on those outcomes we most value.
The Keys to Housing Advisory Council of elected leaders,
chaired by Todd Gloria, San Diego City Councilmernber
District 3, and the Steering Committee of broad -based
community stakeholders, met regularly over the past year to
develop a vision and explore effective strategies.The result?
A Toolbox of potential actions in five key areas to achieve
eight essential outcomes. Using the tools in these key areas,
we can accomplish the eight outcomes — and end family
homelessness by 2020.
' National Center en Family Homelessness, 2008, The Characteristics &Needs al Families Experiencing Homelessness, http//w wJamifyhomelessness.org/mediah47.pdf
2
Leadership , Policies & Advocacy
• Policies are changed/created/implemented to increase
stability and support families
• A sustainable structure is created and ensures
implementation of goals
parity, Data and Ccierbilla i =g =rvices
and Resources
• Multiple pathways exist to access resources, centralize
information and increase capacity and coordination of
services and agencies
Permanent Affordable Housing
• The number of affordable housing units in the region
is increased
iereased Economic Security and Stan
• Family members are fully employed and earn at
sustainable income levels
• Families increase financial stability and move to
self-sufficiency
mention
• Families are identified as at -risk and assisted prior to
losing housing
• The number of families in poverty that enter
homelessness is reduced
Homeless families look very similar to low-income
Families; there is often just one paycheck, one medical
bill, or one emergency that separates the two, as homeless
families tend to have fewer economic, social and housing
resources.' Solving the problems of family homelessness will
logically use some of the strategies for addressing poverty.
Strengthening our families to help them become more
economically secure and self-sufficient will require a critical
review and potentially significant changes to the policies,
programs and funding for our most vulnerable residents.
Nationally, about one percent ofAmericans will experience
homelessness over the course of a year; 50% are members
of homeless families.Across our community, our state, and
the nation, there is a shortage of resources to solve all the
issues we face. Collaborative and coordinated use of precious
resources is critical for implementing long-range strategies
with long-term results.
In 2009, the American Recovery and Reinvestment Act
served as a springboard for developing new community
strategies to end family homelessness. The $13 million of
Homeless Prevention and Rapid Re -housing temporary
program funds brought into our community during the
period October 2009 - March 2011 prevented 1,350 families
from becoming homeless, and secured housing for more
than 730 already homeless families. But when short-term
programs end, we can be left with the same problems if
we do not learn the lessons they offer and work to sustain
successful strategies.This Toolbox seeks to take the lessons
learned through the stimulus funding as an important
starting point for the future.
The timing is right to take on the issues of low-income
families who are at risk or experiencing family homelessness.
The Federal government's enactment of the HEARTH
Act, which redefines how resources for all homeless people
will be shared and prioritized, is a great catalyst for broader
collaboration. U.S. Department of Housing and Urban
Development (HUD) and the U.S- Interagency Council
on Homelessness are looking at how housing, employment,
transportation, and health and social services all intersect to
build stronger communities. San Diego County jurisdictions
must also develop new Housing Element plans for the
period 2013 — 2020, and will need to assess policies and
programs to meet the housing needs of their future residents.
State government is looking at opportunities to implement
an interagency council to parallel the national council
and coordinate efforts across California.The impact of the
recent major recession will continue to drain resources and
challenge our economy during this decade.
Keys to Hottstig Advisory Council and Steering Committee
have developed this as a Toolbox, rather than a mandated
plan, so that jurisdictions, provider agencies, community
groups, employers and the business community, housing
advocates, and other stakeholders can grab hold of those
strategies and action items that they can and will incorporate
into their own action plans and for which they will take on
National Alliance to End Homelessness. 2006: Sourcebook: What You Should Know About Family Homelessness. www.endhomelessness.orgiconleM/articleidetail/ME
3
responsibility.As a community, we will measure our progress
to our goals in eight overarching outcomes.We will report
back to each other on our progress and to the community
at -large each year, sharing responsibility for the results. In
2020, we will he able to assess the status of our community,
and recognize how far we have come to support and
stabilize vulnerable families, and in the process strengthen
our community.
This Toolbox to end family homelessness is based on best
practices from our community and around the country,
and the shared wisdom of the planning processes that
came before.The San Diego 10-Year Plan to End Chronic
Homelessness (PTECH), or Home Again project now
administered by United Way, outlined strategies that are
mirrored in the toolbox. Likewise, strategies from the HUD
Strategic Plan 2010-15, the U.S. Interagency Council on
This is Where Homeless Stu
Homelessness Plan, and the draft of the California Plan
for Family Homelessness were incorporated to build
on existing efforts, priorities and Funding streanns.The
Regional Continuum of Care Council (RCCC) as the
region's coordinating body for all types of homelessness
began planning chapters For a comprehensive Blueprint
prior to the launch plan to end chronic homelessness.
The toolbox is both a compilation of strategies recently
identified by diverse stakeholders during Keys meetings,
as well the lessons learned over the past two decades. It
is important to have the right tool for the each situation.
As no two cities or two agencies are identical, it is
the intention of the Keys to Housing initiative to offer
many tools, and request that stakeholder groups identify
which ones they may choose to use, so that a measure of
accountability across the county can be established.
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San Diego Unified: Homeless Students by ZIP code
4
Keys to Housing Advisory Council San Diego Grantnakers Homelessness
of Elected Leaders Working Group
Chair Chair
Todd Gloria, San Diego City Corincilnaevnber, 3rd District Mary Herron, The Parker Foundation
Chula Vista Alliance Healthcare Foundation
Steve Castaneda, Councilrnernber Arthur Roke
Coronado Corporation for Supportive Housing
Carrie Downey, Councibnernber Simonne Ruff
Encinitas HomeAgain
Maggie Houlihan, Corncilmeniher Brian Maienschein
Teresa Barth, Counrilrnemher Leichtag Family Foundation
Escondido Sharyn Goodson
Olga Diaz, Councilrnernber
La Mesa
Art Madrid, Mayor
Lemon Grove
George Gastil, Councilmenaber
National City
Rosalie Zarate, Couruilmernber
Mona Rios, Conncilmembet
Poway
Jim Cunningham, Counci.lmemher
San Diego
Marti Emerald, C uncilrnernber 7th District
Sherri Lightner, Councilrnernber 1st District
San Marcos
Kristal Jabara, Councilrnernber
Solana Beach
Lesa Heebner, Mayor
California State Assembly Dist 76
Toni Atkins, Assembly neernber
McCarthy Family Foundation
Tim McCarthy
Regional Task Force on the Homeless
Peter Callstrom
San Diego Housing Commission
Cissy Fisher & Kathi Houck
San Diego Social Venture Partners
Karen Brailean
Union Bank
Kathy Patoff
United Way of San Diego County
Carol Williams
U.S. Dept. HUD
Frank Riley
5
Keys to Housing Planning GO Mit ee
Chair
Mary Herron, The Parker Foundation
211 San Diego
John Ohanian & Gabe Kendall
Affordable Housing Advocates
Catherine A. Rodman
City of Chula Vista
Amanda Mills
City of El Cajon
Jamie Kasvikis
City of Oceanside
Margery Pierce & Angie Hanifin
City of Santee
Joyce Easley
Community Health Improvement Partners
Kristin Garrett & Clyde "Bud" Beck, MD
Community HousingWorks
Sue Reynolds & Patti Hamic-Christensen
Corporation for Supportive Housing
Simonne Ruff & Tricia Tasto Levien
County of San Diego HCD
Dolores Diaz
County of San Diego HHSA
Rene Santiago &YolandaVatdez
Family Health Centers
Fran Butler -Cohen
HomeAgain/United Way
Brian Maienschein & Lance Witmondt
HomeStart
Laura Mustari
Hospital Association of San Diego & Imperial Counties
Judith Yates
Housing Advocate
Hannah Cohen
Housing Opportunities Collaborative
Vino Pajanor
Interfaith Shelter Network
Rosemary Johnston
LeSar Consultants/Ending Homeless
in Downtown San Diego Campaign
Matthew Doherty
Manpower Inc.
Trevor Blair
North County Alliance for Regional Solutions
Donald Stump
ReBOOT
Ronne Fronlan
Regional Continuum of Care Council
Patricia Leslie
Regional Task Force on Homeless
Peter Callstrom & Anne Kerr
San Diego Association of Governments (SANDAG)
Susan Baldwin
San Diego County Apartment Association
Alan Pentico
San Diego County Bar Foundation
.Briana Wagner
San Diego County Office of Education
Michelle Lustig & Sophie Lor
San Diego Housing Commission
Cissy Fisher & Kathi Houck
San Diego Housing Federation
Susan Riggs Tinsky & Doris Payne -Camp
San Diego Regional Chamber of Commerce
Mike Nagy
San Diego Social Venture Partners
Karen Brailean
San Diego State University Institute of Public
Health
Sherry Patheal
San Diego Workforce Partnership
Jessica Mosier & Chuck Flacks
Service Employees International Union
Sherry Rednour
University of California Extension Division
Locke Epsten
US Dept. Housing & Urban Development (HUD)
Frank Riley & Myrna Pascual
US Dept. Veteran's Affairs
Clay King
6
HPRP
It's easy to see that Ron and Cody are related —they are both tall and lean with light blond hair and kind faces. The father
and son seem relaxed sitting next to the small pool in their El Cajon apartment complex.
"I went through some real hard stuff there for about a year," Ron reflects. "It was my mom, my heart, my job everything all at
once." Last year, when Ron's mother was diagnosed with Alzheimers disease, Ron and his teenaged son moved in to help her.
Soon after, Ron was diagnosed with a heart condition that left him unable to work. The same week as his scheduled surgery,
Ron's mom was moved into a nursing home and within a month her property was put on the market and sold.
Ron found himself with no job, no money and no place to ga. Out of options, he sent Codyto stay with his mom. Ron moved
from seedy trailers to drug houses, to motels that he paid for with credit cards he had no hope of returning payment on.
Lost without his son, Ron searched for ways to get Cody back. He called the Grossmont Resource Center to ask about help
with transportation to and from Cody's school, which wasn't accessible by any bus lines. The case manager he spoke with
connected Ron with the Homeless Prevention and Rapid Rehousing program and within two and a half weeks Cody and Ron
had a place of their own,
"I'm a Christian man and this was almost a miracle. We stayed there for a year while I got back on my feet and then we
were able to afford this place," Ron motions to a serene courtyard in the middle of their complex in this quiet suburban
neighborhood.
Today Ron has a good paying job with great benefits at the San Diego Zoo. He seems content with his situation and proud to
be able to provide for his son. "I always tell him, don't be like me. I partied until I was 41," smiling, Ron elbows his son. Cody
shakes his head and reminds his dad of his 3.2 GPA. After high school, Cody wants to join the navy, become a cryptologist and
see the world.
Ron shudders to imagine what would have happened without HPRP. "I needed help. We never would have been here. All this
never would have been possible without the help of that program."
UTC
mplemen
and support
ed
Lea ers
g (I/created/
crease stability
ovv-income families
olicies
trong leadership and political will are essential to
ending Family homelessness. Innovative public policies
Li are required to address the needs of low-income
families, coordinate appropriate use oFpublic resources,
and ensure that the region receives its Fair- share of state and
Federal resources. In addition, by working regionally these
policies can assure equitable distribution to match the needs
oFFamilies throughout the region.
The Keys to Housing initiative identifies best practices which
combine innovative methods with improved coordination
of services at the jurisdiction level to make changes in every
community. The next step is for jurisdictions to adopt the
practices and tools either as individual cities or a region as
a whole. Working together, our community can be on the
cutting edge For ending homelessness and ensuring stability
for Families.
Most would agree that the greatest barriers to maintaining
housing in San Diego are the high cost of housing and a
lack of adequate inventory of affordable housing. Many
cities have already increased capacity of affordable housing
through zoning and land use changes.Within the City of
Sari Diego redevelopment zones, more than 2,600 units of
affordable housing have been created since 2005.
During the Keys to Housing evaluation of the 2005 — 2010
Housing Elements, it became clear that some jurisdictions
were able to accomplish more than others.The best
practices that became evident Eton-( this comparison were:
• The use of numerous tools to increase the quantity
of affordable housing
• Indusionary housing ordinances with provision
to add housing units rather than in -lieu Fees at rates
inadequate to add units
' h tr p: t /www.h o m eb a sec c c or g /P C F s/C ATe n Yea ( P l a n /C r a f t CAAct i o n P I a n_ pdf
dvocacy
• Capacity within jurisdiction to allocate adequate staff
resources to affordable housing
• Density bonus and accessory dwelling units/conversion
of illegal units ordinances
• Identification of underutilized sites to meet Smart
Growth objectives
Numerous policies have been identified for potential
regionalization, including those focused on increasing
the inventory of affordable housing, enhancing resource
coordination, and developing economic security.
They include:
• the development of region -wide prioritization of needs
and services;
• pooling of Federal, state and local funding; agreement
across the region on allocation of resources such as
Community Development Block Grant funds for
vulnerable families;
• land banking and the development of a county -wide
Housing Trust Fund; and,
• standardization of ordinances including zoning and
linkage fees.
The U.S. Interagency Council on Homelessness's strategic
plan, Opening Doors: Federal Strategic Plan to Prevent and
End Homelessness 2010, calls For engagement of state and
local leaders along with citizens and the private sector to
promote collaborative leadership. California legislators
support the itnplcnrcnrrtion and funding of a scale
Interagency Council, as called for in the State Action Plan
for Califirnia Homeless Families.'
Through the implementation of the Keys to Housing tools,
San Diego region can take a leadership role with the state
Interagency Council, illustrate effective best practices for
access to affordable housing, coordinate resources, motivate
business to create sustainable wage jobs, and provide
appropriate resources to stabilize and strengthen Families.
Using these strengths to our advantage, it is time to develop
and implement policies that will achieve real improvement
for our region.
eadership/Policies and Advocacy
5
WwW
toolbox
What we will measure to track our progress over time:
• Number and impact of policies adopted for regionalization from Jurisdiction Consolidated Plans and annual action plans
• Number of new/revised policies included in 2013 Housing Elements and reported in annual reports to State HCD
• Memoranda of Understanding between jurisdictions adopted
1.2.
1.21
1.22
1.23
1.24
1.3
Action
Potential policies are identified as hest practices
regionallyand nationally
• Build local support and advocate for an optimal mix
of diverse housing and services options
• Convene regular opportunities for elected leaders, providers
and other stakeholders to learn about best practices that are
cost-effective
• Increase awareness to overcome opposition and address
public concerns
Best practice policies already enacted by individual
cities or County are adopted by other jurisdictions.
• Engage housing developers. funding agencies, affordable
housing advocates and others to review zoning and building
codes that provide barriers to affordable housing; review
recommendations
• Ensure that all new housing developments include a % for
affordable housing
• Encourage development of affordable housing along transit
lines in line with SB 375 and Sustainable San Diego policies
• Collaborate to address regulatory barriers hindering best
practices
Best practice policies identified front outside the region
are adopted bylocal jurisdictions
• Investigate shift to outcomes -based contracts focused on
housing and stability outcomes
Key policies for regional adoption are identified and
enacted by all jurisdictions
• Advocate for increased and targeted state and federal
resources including revision of federal funding formula,
establishing housing trust funds, establishing state
interagency council, and other critical policies
Time Frame
Yrs:1 -'S
Yrs 1 -.10.
Yrs 2 -10
Yrs 2 - 10
Proposed Partners
Jurisdictions, SANDAG
Jurisdiction staff .&
elected leaders
Jurisdiction staff &
elected leaders.
Jurisdiction staff & elected
leaders, SANDAG
9
Leadership, Policies & Advocacy
OUTCOME
Structure fo2• stain
s Created and Ensures
Implementation of Goals
The phrase "Collective Impact" is one catching fire
throughout the country. Coined by John Kania and
Mark Kramer in their Winter 2011 article in Stanford
Social Innovation Review', collective impact is not a new
concept; it speaks of highly engaged collaboration across all
sectors leading to system and endemic change with long-
range impact and community improvement.The Keys to
Housing initiative fits the collective impact model as it was
created through broad collaboration across all sectors in
San Diego County.
One of the five critical conditions of collective impact is
the need for a backbone support organization to provide
continuous communication between partners and to
coordinate multiple and mutually reinforcing activities
focused on a common agenda with shared measurement
systelns.This organization must be able to "plan, manage
and support the initiative through ongoing facilitation,
technology and communications support, data collection
and reporting, and handling the myriad logistical and
administrative details needed for the initiative to function
smoothly." The authors note the need for a highly
structured process for effective decision -making.
Over the course of the Keys to Housing planning process,
elected leaders and regional stakeholders reviewed best
practices across the country for sustaining efforts to end
family homelessness by 2020.These discussions led to the
design of this potential structure:
Kania, J., and Kramer. M: Winter 2011, Collective Impact, Stanford Social Innovation Review
10
POTENTIAL STRUCTURE FOR IMPLEMENTATION AND SUSTAINABILITY
ENDING HOMELESSNESS IN SAN DIEGO COUNTY
Elected Leaders from
each region
Presents Reports to
SANDAG
Executive Director
support staff
Pato&Evaluation
Committee.
REGIONAL PARENT ORGANIZATION
Not -for -profit
5czrst
Executive Committee
Leaders frrarc:
Business
Education - School. Districts
Health Care
Housing Development:
Law Enforcement
Legal Aid.
Philanthropy
PublicHousing
Public Social Services
Redevelopment
Social Service Agencies
Workforce or Labor
`Resource Coordination'
Doti mince•
Special PopuIattons
Comm ttee
Provider community
Advisory capacity.
Identifies regional
issues-& priorities
Government Agencies
Advisory capacity
Identifies regional
_'.issues -&priorities;'
develops strategies for
coordination
Public.Awareness
,Committee
Outcomes "&':Compiiance'-.
Committee_`
Keys recommends a 501c3 as the appropriate structure for
the San Diego region due to the non-profit ability to be
nimble, attract public and private resources, and potentially
serve as a fiscal agent for homeless funding.The Regional
Continuum of Care Council was established in l99-1 as
the region -wide volunteer, community -based collaborative
to engage and coordinate efforts of organizations serving
the homeless population. Currently the community is
evaluating a change in structure to align with the new
HUD priorities and policies, and to increase the capacity
of the region.The Keys to Housing Steering Committee and
Advisory Council have encouraged the RCCC consider
to becoming the backbone organization for all homeless
efforts, including as the structure for the coordination and
sustainability of activities and outcomes outlined in the
Keys to Housing: Ending Family Homelessness Toolbox,
Development of a Board of Directors with cross -sector
representation and leadership by elected officials, who
engage in implementation and on -going measurement
of accomplishments is critical to the achievement of the
eight outcomes. A report card focused on key indicators
for each of the eight outcomes will be published 'annually.
Participating jurisdictions and organizations will help track
progress towards goals. Communication across sectors will
ensure that the initiative continues to engage with city
councils, the County Board of Supervisors, SANDAG,
and to foster on --going public awareness about issues and
potential solutions related to family homelessness.
11
Leadership/Poke es anddvocacy
What we will measure to track our progress over time:
• A Governance Structure is created and funded
• Signed agreements between jurisdictions exist to authorize the Governance Structure
• A Regional report card is published annually
2.1
2.2.
2.3
2.31
2.32
2.33
2.34
2.4
2.41
2.42
2.43
2.5
2.51
2.52
Action
Steering Committee and: Advisory Council concur
on a recommendation for structure
A structure is defined and parties sign MOU or other
documents to formalize withaccountabilityand funding
Develop adequate iuniling to support and sustain the
e
implementation of a regional vision for ending family
homelessness
• Investigate opportunities to create a designated funding
stream
• Enlist business community to facilitate funding stream
through corporate sponsorship, events, cause marketing, etc.
• Seek and attain sufficient & diverse funding to maintain
operations
• Garner and provide a share of funding through annual
budgets and Ma's
Publish an annual report card of progress on goals; use
the report to increase public awareness and support to
prevent and end family homelessness
• Use data to create mechanisms for quality improvement
• Develop a comprehensive evaluation system that reflects
shared desired outcomes
• Distribute and communicate results of annual report card
for continuous improvement
Jurisdictions, agencies, and other stakeholders report
progress on their goals to the community
• Review progress towards goals and measure participation
by various sectors
• Engage a media partner to assist in annual reporting
of progress on goals
Time Frame
Year 1
Yrs 1-2
Yrs 2-10
Yrs 2-10
Yrs 2-10
toolbox
Proposed Partners
Steering Committee,
Advisory Council
Jurisdictions, philanthropy
and -foundations
Jurisdictions, govt agencies,
philanthropy and foundations,
business community
Governance structure entity,
jurisdictions, planning staff,.
government agencies
Jurisdictions, community
agencies, stakeholders
12
FOCUS
Crystal's daughter Christina is a little shy. She sits quietly in their El Cajon apartment, curiously looking around at the
strangers in her living room. Not yet two years old, Crystal tells us that potty training is in progress, and is quite a challenge.
Crystal and her husband met while working at Walmart. They learned they were pregnant right in the middle of the
economic crisis, and soon found themselves laid off. When disagreements with family landed them on the streets, they
didn't know what they would do. In love and determined to find a way to provide for the family, Crystal's husband took low -
paying maintenance jobs, trying to keep them afloat.
Living on the street, Crystal was scared. That's when they learned about the FOCUS program. "I went through the FOCUS
program and it's just changed my whole perspective," Crystal said. FOCUS provides long-term case management and
housing assistance to families in need; they are currently helping Crystal and her husband with transitional housing.
Now, Crystal works at Macy's in the shoe department and her husband makes a Living as a caretaker for the elderly.
Although Crystal isn't yet working fulltime, she's dedicated to creating a better life for her family."I'm going to Kaplan
University to get my associate's degree in business," Crystal said proudly. "That way, I'll be able to get a management
position." Christina holds on to her mom's neck and Crystal pats her back reassuringly. "Now, if we could only get the potty
training figured out."
acity, ata and
VO
Multiple pathways exist t
access resources, centralize
information and increase
capacity_ and coordination
s rvic q enc e ..
o wination of x esources
he current mantra_ Do more with less. Or at least:
Do well with less.The after effects of the economic
meltdown have forced everyone to look strategically at
how to meet growing needs with fewer resources. Families
who often become hornless, for the first time due to loss
ofjob, foreclosure, medical emergency or other economic
catastrophe, look very similar to other low-income working
families.
More than 90,000 area residents receive benefits or services
through County of San Diego Health & Human Services
Agency. Many more turn to nonprofit organizations to
help them fill the gaps to remain housed and fed. With so
many opportunities to "touch" the lives of these families,
the Keys to Ho11sing stakeholders focused on how to better
coordinate the network of community agencies to provide
an easier and more streamlined system for consumers to
navigate.Tying resources together across the region can be
challenging.
Through the Ki'y to Ncursinprocess community leaders
agreed on key strategies and tools to provide multiple,
linked pathways to resources and services.The first builds
on existing strong collaborations to serve as "front doors" to
services through a network of triage, assessment and referral.
Cross -training staff across agencies and linking homeless
prevention services to other family and community support
resources are strategies that will bring results.
'Based an HPAF data 20O9-2O13.
Keys envisions `Navigator' services at agencies currently
providing intensive case management.To serve more
families with reduced resources, Navigators can provide
short term assistance and guidance for those who can
find resources, complete applications, and follow-up with
agencies more independently. [t is estimated that more than
half of households at risk of or experiencing homelessness
for the first time could have their needs met through the
support and short term services of a Navigator rather than
longer -term intensive services.This means more resources
would be available for those families requiring more
extensive services to succeed.The Navigator model could
be piloted at sites already connected to a strong community
network.
Finding affordable housing is one of the most difficult
tasks a family faces. Since many affordable housing
complexes and rental assistance programs have waiting lists
several years long, it might take 1 on phone calls to find
appropriate and available housing.The development of a
new regional, database of publicly subsidized and private
affordable housing could greatly facilitate finding housing.
The database would include an online screening process
for preferences and eligibility, and the ability to apply to
niultiple waiting lists with the click of a mouse, saving
time and energy for both the consumer and the housing
provider.
Another key tool identified to improve the pathways to
resources is the sharing of data across agencies, allowing
them to streamline eligibility and application processes
14
for the household. Rather than submitting the same
information numerous times for various services, the
applicant could choose for information to be shared
between partner agencies. Agencies could better serve
clients by understanding the types of services they are
currently using, or benefits they have been unable to
receive and matching the needs.
Coordination of financial resources is also an important
tool in the toolbox. Currently, many government funding
streams can have little flexibility. The HEARTH Act seeks
Where Low -
to improve this, and other federal and state funds may
be motivated to leverage and coordinate as well. Keys
to Housing seeks to advocate for more flexible and less
categorical finding to better serve the needs of vulnerable
families.
These tools will all require the coordination of agencies
throughout the region to actualize maximum benefit. Each
goal is achievable, and would improve service to residents,
reduce costs and duplication, and improve community
outcomes.
es Receiving Mainstrearn Benefits Live
13
Capacity, Data and Coordination of Services and Resources
natio
What we will measure to track our progress over time:
• Use and growth of Database of Housing options
• Use and growth of centralized client/service database
• Extent of services linked together through community agencies, schools and 211
3.1
3.11
3.12
3.13
3.14
3.15
3.16
3.2
3.21
3.22
3.23
3.24
3.25
3.26
3.27
3.3
3.31
3.32
3.33
3.34
3.35
Action
Strengthen existing regional collaborations (North =Coastal,
North Inland, South, -East, _ North Ceiitral) to serve as front
doors'` tofull continuum of services designed to strengthen:
families
• Launch pilot program in South Bay and/or North County
• Inventory best practices for replication
• Coordinate existing mainstream resources and community based
organizations
• Cross -train staff regularly between organizations
• Identify funding opportunities
• Link homeless prevention services to other family and community
support initiatives
Strengthen current system of care to enhance
"front door to services and coordination of intake',
and services
• Inventory programs to assess barriers and restrictions
• Create "warm" client handoffs
• Employ technology to provide services without walls; incl. WebEx
interviews, electronic signatures, etc,
• Create opportunities for co-locatlen and storefront settings
• Build capacity of 211 to serve as a "front door" connected with
area providers
• Support RCCC to address challenges and fill gaps in services for
families/youth
• Link homeless prevention services to other family and community
support initiatives
Develop and cultivate a Navigator role to assist families to
advocate for themselves, moving away from intensive case
management for those appropriate
• Develop typology for range of services needed
• Incorporate Neighborhood Leaders and Promotoras models
• Leverage resources between agencies
• Develop opportunities for increased cooperation and coordination
between agencies
• Assure that "service without walls" maintains human assistance
i
Time Frame
Yrs1-5
Yrs1-5
Yrs2-4
olbox
Proposed Partners
Provider agencies,
HomeAgain;
Mainstream Resources
211, RCCC, provider agencies,
Family Resource Centers,
Mainstream Resources
Provider agencies,
Mainstream Resources
16
3.4
3.5
3.51
3.52
3.53
3.54
3.55
3.56
3.57
3.58
3.61
3.62
3.63
3.64
3,65
3.66
3.67
3.68
3.7
3.8
Action
Work closely with school homeless liaisons to identify and
support families SDCOE and homeless liaisons
A regional, comprehensive and real-time database of
subsidized and private affordable housing inventory is
established, maintained and used; include an eligibility
screening tool and centralized application and access to
waiting list
• Prototype developed with common language, agreed -on fields,
• Resources identified for development and operations
• Agency identified to take lead, assure works with HMIS, 211,
EMS and other systems
• Begin with inclusion of all rent -restricted properties
• Add privately owned, non -restricted properties
• Provide incentives to cities/ agencies/property owners to keep
updated
• Contracts mandate use/update
• Coordinate process of who monitors waiting lists
A program ,level and client level centralized database
anti/or data warehouse and procedures for sharing client
information is established to view assessments, referrals and
wait lists ta minimize duplication. of services
• Identify barriers to data sharing & develop solutions, including
blanket MOUs for sharing info
• Develop common language for data that is consumer friendly and
providers can agree to use/input
• One agency has central responsibility for database
• Agree to use same assessment tool/fields across agencies
• Identify common data pieces on client, program and jurisdiction
levels
• Data match or merge ongoing
• Build capacity for data navigators/TA to assist agencies with data
• Include non-traditional providers serving low-income/at-risk
Develop and implement a communications and outreach
strategy to increase awareness of issues, resources and
opportunities
Facilitate dissemination of data and evaluation to all partners;
meet regularly to enhance collaboration, coordination and
measurable outcomes
Time Frame
Yrs 1-10
Yrs1•-10
Yrs 2 -.,5..
Yrs 2-10
Yrs 1-10
Proposed Partners
SOCOE and homeless liaisons
RTFH, 211, SDHOC, Apartment
Association, PHAs, SOHF, HUD,
housing coordinators at area
provider agencies, redevelopment.
agencies; Housing Opportunities.
Collaborative
FiTFH,.providers,:
FABC providers,
Mainstream Resources
SD Grantmakers,
211, RCCC,
HomeAgale
Governance structure
RTFH, RCCC, Providers,
Jurisdictions
17
e anen
O UTC E
increase thenumber
Iforda ousin
f o dabkk housing tsiLts h th
"he foundation of a healthy community — education,
jobs, and economic prosperity — begins at home.
Healthy communities need housing that serves the
needs of all income levels. In a community with a high cost
of housing like San Diego, achieving the affordable housing
goals that support and shape economic growth can be a
daunting task.As of 2008, San Diego County had a deficit
of 90,500 housing units` at the very low and low-income
brackets.Affordable housing is the key to many other
critical factors. Research shows that the stability
of an affordable mortgage or rent has profound effects
on childhood development and school performance' and
can improve health outcomes for families and individuals.'
The benefits of affordable housing extend well beyond the
family into other parts of the community. In San Diego
County, 48% of households spend 35% or more of their
household income on rent'; these families have substantially
less disposable income to spend in the community. As a
community, San Diego carries a higher rental burden nearly
twice the national average of 26%.The development of
affordable housing increases employment, provides revenue
for local governments, and encourages the development
of retail, office and manufacturing space, and transit
enhancements.Without an adequate supply of affordable
housing, it is difficult to attract and retain workers. Stable
housing reduces the burden on other social sectors as well,
reducing healthcare, public safety and environmental costs.
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Suurces- Nacional Low lncnnuc liuusing Cvaliriou. Couter for I -lousing Policy. Vetenws Villagr of San Diego, Rc,ioual Task Porn' 611 i Clm Flomele,, Sail Diego
130
SCounty of San Diego Consortium, 2010 - 2015 consolidated Plan and 2010 Action Plan. May 2010. County of San Diego Department of Housing and Community Development, Section II page 15.
'Lobel!, Jeffrey. and Maya Brennan.2007. July Framing the Issues — the Positive Impacts of Affordable Housing on Education. Washington. DC: Center for Housing Policy.
atubell, Jeffrey. Rosalyn Crain, and Rebecca Cohen_ 2007, July Framing the Issues ---the Positive Impacts of Affordable Housing on Health_ Washington. DC: Center for Housing Policy,
'U.S. Census Bureau, 2009 American Community Survey
18
The income needed in the San Diego region to afford a
two -bedroom unit in 2009 was $56,720 annually, or S27
per hour10.At the current minimum wage in California
of$8 per hour, a household must maintain three minimum
wage jobs at 40 hours per week year-round to afford the rent.
The Regional Housing Needs Assessment currently
underway by SANDAG and area jurisdictions will allocate
the State Housing and Community Development's
determination of zoning for an additional 107,301 housing
units to accommodate the 2050 Regional Growth Forecast.
Our region will need to plan for 24,143 additional units
at Very Low Income category, 18,348 at Low Income
category, and 20,280 at Moderate Income category to meet
anticipated county -wide growth." It is hoped that the
upcoming Housing Element will reflect the regional vision
for ending family homelessness as a community value as
well as a response to State law requirements.
During the first years of recovery from this recession
the community will be hard pressed to build new units.
Strategies were identified to position jurisdictions to plan
more pro -actively for the recovery and for meeting the
needs of working -poor families. Jurisdictions are asked to
review these tools, and to commit to those most appropriate
for their circumstances.
The tools identified on the next pages can be used by
jurisdictions, housing and planning departments, HUD,
housing developers and organizations, as well as private
property owners to improve housing outcomes for all
San Diegans.
S;ns/e PaPent` & 2 K;dS
IIt350 Ineorie
Monthly Pent
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"SANDAG. Regional Comprehensive Plan 2009 Annual Performance Monitoring Report
"SANQAG. Regional Housing Needs Assessment IHHNAj allocation from CONCD. him) llwww.sandag.orgluploadslprojectidlprojectid_f 89_12244.pdf.
19
toolbox
What we will measure to track our progress over time:
• Creation, strengthening and use of policies and laws regarding development & affordability of units,
as reported on annual Housing Elements reports
• Number of units built, preserved, conserved, demolished, as reported on annual Housing Elements reports
• Number of rent -restricted, Affordable housing units by jurisdiction
• Number of people living with housing burden greater than or equal to 50% as measured by American demographic Survey
4.1
4.11
4.12
4,13
4.14
4.15
4.16
4.17
4,18
4.19
4.110
4.111
4.112
4.113
4.114
4.115
4.2
4.21
4.22
4.23
4.24
4.25
4.26
4.27
4.28
Action
Increase and conserve the number of units dedicated as affordable
housing -with rent restrictions
• Advocate for and leverage local, state and federal capital, operating
subsidies, and services resources to create new housing units
• identify and provide incentives for building of new units
• Acquire and convert distressed properties
• Align redevelopment agency plans with housing plans
• Increase °/° of redevelopment funds above 20%
• Establish policies to motivate rapid development of new units
• Provide variance in parking ratio restrictions
• Develop incentives in transit overlay zones
• Grant surplus lands to housing developers for very low income housing
projects
• Amend inclusionary zoning requirements to provide incentives to
developers
• Prioritize units far homeless families, TA youth, veterans
• Communicate and educate public and decision makers on benefits and
needs of affordable housing and reduce NIMBYism
• Advocate for extension of bond funding or other dedicated funding
source
• Develop a regional strategy tar a housing trust fund, land banking and
other funding strategies
• Advocate for homeless family priority in affordable housing
Preserve at -risk inventory of affordable rental housing
• identify affordable housing developers to purchase at -risk units
• Assist owners to sell to affordable housing providers
• Seek project -based subsidies and voucher
• Use CDBG/HOME funds
• Use Acquisition/Rehabilitation funds
• Seek designated HUD funds
• Identify funding for grants or loans to landlords for repairs in exchange for
affordability
• Encourage bond projects to include 55-year affordable units
Time Frame
Yrs1-10
Yrs 1 - 10
Proposed Partners
Jurisdictions, HUD, Housing & Planning
depts, Private owners, Non-profit housing
orgs, Redevelopment agencies:
Jurisdictions. HUD, Housing & Planning
depts, Private owners,
Non-profit housing orgs
20
4.3
4.31
4.32
4.33
4.34
4.35
4.4
4.41
4.42
4.43
4.44
4.45
4.46
4.47
4;5
4.51
4.52
4.53
4.54
4.55
4.61
4.62
4.63
4.64
4.65
4.66
4.7
4.71
4.8
4.81
4,82
4.83
ctt,on
Create opportunities to increase and retain naturally affordable/ private
market units without rent restrictions
• Develop effective shared housing and accessory units models and policies
• Review and revise anti -demolition and conversion ordinances
• Facilitate Rehab programs
• Establish replacement requirements for "naturally" affordable units
• Investigate and advocate for appropriateness of ordinances regarding occupancy
limits so as not to create barriers to self sufficiency based on square footage
Increase the number of vouchers in region, including those available
for families
• Regionally prioritize existing vouchers for homeless families
• Annually apply for all available vouchers
• Seek vouchers for family reunification j100 received 2010j
• Advocate for increased Sec 8, VASH, other voucher allocation
• Develop set -asides and ensure priority access to rental subsidies and project
based subsidies for homeless families
• Evaluate admission policies of PHAs to ensure that families who received
temporary housing assistance are prioritized for vouchers as appropriate; reduce
barriers to housing caused by local policies
• Investigate Federal policies related to time limits on Section 8 vouchers
Develop: programs for short-term rental assistance and services for
economically displaced families
• Develop strategies to house families with barriers to housing
• Develop shared housing or match programs where appropriate; offer rental
subsidies
• Provide intensive job -search activities and supportive services
• Identify and secure master leases to create units at affordable rates
• Prioritize units for homeless families, TA youth & veterans
Develop :programs .for short-term rental assistance and services for
economically displaced families
• Identify best practices at various levels of service
• Collect local data
• Provide incentives or funding to developers that provide higher levels of services
• Facilitate partnerships to provide enriched services and PSH as needed
• Encourage collaborative funding to increase the # of service enhanced/
supportive units
• Implement set -aide requirements for PSH within jurisdiction affordable housing programs
Preserve opportunities for development of affordable
housing through redevelopment agencies
• Preserve or increase redevelopment set aside funds
Transform systems to respond to crisis that prevent
homelessness and offer rapid return to stable housing.
• Determine optimal mix and array of housing needed to address the needs of various
homeless family types.
• Utilize temporary or interim housing when needed to move families off the street and into
stable housing as soon as possible.
• Develop screening tools to assess the optimal housing and residential services match for
families at risk.
Yrs1 -10
Yrs 1-10
Yrs 1-4
reposed Partners <`
Private owners, SD Apt. Association,
jurisdictions
Jurisdictions, housing authorities,
HUD
Jurisdictions, Providers,
Mainstream Resources
Affordables.heOng developers
add agencies; service providers,
jurisdictions
Affordable housingdevelopers
andngencies,service providers,
jurisdictions
21
Increase cono is
OUTGO E 5:
ily members ave fully
employed and moving toward
self-s fiici c wages
mployment is key to family economic stability and
self-sufficiency. And education and training are
paramount co being able to secure a sustainable wage
job in our comununity.Training the workforce to meet the
current and future needs of employers, having job -ready
workers with few barriers to employment, and nurturing
business and industry growth will lead to increased
household income and improved family self-sufficiency.
Currently, three in 10 working -age San Diego County
households do not earn enough to make ends meet." 50%
of these households are working full-time.
The Center on Policy Initiatives sets a self-sufficiency
household wage (essential expenses only) in 2010 dollars
of S64,957 for a family of two adults and two young
children. That compares to the 2009 Federal Poverty level
of $21,756. Families in poverty often live doubled up
or in other inadequate environments, and are without
health insurance.
Poverty also displays racial disparities with greater
proportion of Hispanic/Latino and Black/African American
households compared to White non -Hispanic and Asian
households. According to the Center for Policy Initiatives,
the median income for Hispanic households in 2009 was
73"/r% of the overall median, and for Black households was
80% of the overall median.
r r
fleyV
o s a,.
Center on Policy Initiatives, Making Ends Meet in San Dego County. 2010
" http //sdhj.com/news/2911/feb/21/pillars-community/?print
ecurity and a ility
Where will new jobs come 67otn?The San Diego Business
Journal's listed 16 cluster that offer the potential for
economic growth, and currently employ 25% of the
region's total workers.The dusters include biotech,
pharmaceuticals and biomedical products, communications,
environmental/Green technology, financial services,
recreational goods, and defense and transportation.While
tourism and hospitality are also an important cluster in
cur economy, the sector employs primarily low-income
workers, further exacerbating the gap between wages and
self-sufficiency.
Getting the workforce working will take collaboration and
cooperation from all sectors. High schools, community
colleges and four-year universities must be equipped to
educate and prepare a workforce for the 21st century.
Business must work hand in hand with the educational
and training sector to assure a prepared workforce. And
employers must commit to lifelong ]earning and internal
training opportunities to move people up from entry level
to sustainable wage employment.
While unemployment rates have hit an ail -time high in
recent years, a more important metric for our region will
be growth in jobs.The Workforce Index, published monthly
by the California Economic Development Department, will
be measured through 2020. At a low in 2008, growth in
jobs is beginning to rise.
GJot-d r ce Inc/
22
Increased Economic Security and Stability
What we will measure to track our progress over time:
• Increase in families applying for and receiving El7C
• Number of workers employed, as measured by monthly Workforce Index
• Number and distribution of families at various levels of income and poverty level
• Targeted families increase household income, as measured on RTFH database
5.1
5.11
5.12
5,13
5.14
5.15
5.16
5.17
5.18
5.21
5.22
5.23
5.24
5.25
5.26
5.27
5.28
5.29
5.210
5.211
Action
Build, stronger connections between training programs
and employers
• Engage employers in assessing needs for training future
employees
• Provide orientation/traning or toolkit for employers on how
to maximize internships/apprenticeships and integrate entry
level employees
• Assess fastest growing industries and develop specific training
• Increase linkage from training to employers through Connect,
8ioCom, Chamber, other employer groups
• Increase paid and unpaid internships for youth & adult workers
• Enhance post-HS pipeline to STEM industries
• Use Career Transitions Program as model
• Encourage paid internships
Assist' employers; to develop and maintain employment
opportunities-
• Identify specific opportunities in targeted growth industries:
"green' jobs, healthcare, hospitality
• Educate employers on available financial resources
• Facilitate layoff aversion strategies
• Facilitate increase in manufacturing
• Develop incentives to decrease outsourcing" look at Econ Dev
Councils, Enterprise Zone
• Collaborate with Imperial Cty, Mexico
• Advocate for improving corporate tax laws re foreign profits
• Encourage employers to provide tuition reimbursement funds
& promote internally
• Develop incentives/award program for employers for
community involvement or increase in workforce
• Cities to provide incentives and engage business community
to create jobs
• Promote scholarships for training
Time Frame
Yrs1-2
Yrs2-8
toolbox
Proposed Partners
EDC, Chambers of Commerce,
employers, WP training programs,
Community Colleges, Foundations
Workforce Partnership, EDO, EDC,
BiaCom, CONNECT, Philanthropy
23
5.3
5.31
5.32
5.33
5.34
5.35
5.35
5.37
5.38
5.4
5.41
5.42
5.43
5.44
5.45
5.46
5.47
5.4B
5.49
5.410
5.411
5.412
5.5
5.51
5.52
5.53
5.54
Provide :job ;ready individuals and linkages to jobs.
• Provide soft skills training
• Increase access to employment and training opportunities
• Increase registration of families served by homeless prevention resources
at career centers, ROP, Comm. College
• Assess capacity of career centers to increase client load /participation
• Increase awareness of career centers
• Assure career centers are client focused and meet needs of youth,
disabled, other populations
• Case managers link families to training as part of workload
• Expand employment soft skills training
Increase access tochild-care and transportationremove or reduce.`.:
other barriers to employment::'
• Work with mainstream resources, child care providers to increase capacity
for affordable care
• Train and license community based child care providers
• Work with transit systems to increase bus passes, etc.
• Create transportation co-ops
• Expand policy linking transit centers and access to employment
• Increase employment -based van pools and ride sharing
• Incorporate best practices of land use and transportation aligned with
SB375 initiatives
• Reduce 'last mile' barriers to employment, and child care
• Promote employment based transit circuits
• Build awareness of social inequity for low income families
• Advocate for best land use practices to facilitate access to housing
and transportation
• Identify the 50375 effort as a key initiative
Convene public and private educational organizations toassess and
structure programs to increase high school graduation rates, access
to ROP, vocational training and certificate programs, apprenticeship
and internships, and other educational and training opportunities
• Advocate for expansion of five-year high school plan to increase high
school graduation
• Develop content and training for growth sectors
• fCevelop and expand certification programs for soft skills and growth
sectors
• Publish results of meetings and planning recommendations
Yrs 2-10
Yrs 1 - 4
Yrs 1 - 2
Community Colleges, POP, training
agencies, Workforce Partnership,
Homeless providers, training agencies,
Community Colleges; high school
ROP programs,Workforce readiness
programs,FABC providers, teen centers
Child care providers
Mainstream Resources
Transit districts
Educational institutions, High Schools/
HOP, Business community, Community
colleges, UCSD/SDSU, Growth sector
leaders, Healthcare, CONNECT &
BioComm, Workforce Partnership
24
5.6
5.61
5.62
5.63
5.64
5.65
5.66
5.67
5.68
5.69
5.610
5.611
5.612
5.7
5.71
5.72
5.73
5.74
5.75
5.8
5.81
Action
Increase business opportunities, coop -type opportunities, and
incubation of new businesses/ entrepreneurial enterprises
• Research new jobs for future employment and training programs available
• Identify sector opportunities, communications, green jobs
• Partner with Innovation Institute
• Develop microenterprise lending programs
• Facilitate business coops
• Work with social enterprise model, CEO Works, non-profit sector
• Advocate to support efforts to maintain jabs and build sectors that hire at
self-sufficent wages
• Promote Child care co-ops and needs -based subsidy programs
• Investigate foundation support for micro -enterprise
• Acclimate new small business owners to 'class A' facilities; helping
families in transition acquire skills and business acumen
• Foster links with tech industry
• Identify underused office and business resources to incubate small
business activity
Increase, per capita wages of low paying jobs to self-sufficiency
income levels.
• Assist employers to increase internal internships from entry level to mid
level jobs
• Provide TA to manage Employer Training Panel funding
• Encourage employers to provide tuition reimbursement funds & promote
internally
• Link employers with skill upgrade training
• Work With comm colleges, universities, ROF to increase enrollment in
certificate programs
Build workforce through sustainable community efforts
• Work with SB375 efforts
Time Frame
Yrs 3-8
Yrs 4-10
Yrs 3-10
Microenterprise lenders,
SBA, banks, credit unions
CONNECT, BioComm,
Chambers of Commerce,
Evo Nexus and SCORE.
Business community
Community colleges, EDD,
Chamber of Commerce
ROP programs, Unions,
Human Resource.
Associations. Compensation
study groups, Center on
Policy Initiatives
SANDAG, EDD, Chamber
of Commerce, Business
Improvement Associations,
jurisdictions, Sustainable
San Diego, Housing
Federation
25
Increase
OTC:
amities crease i a ch stable
aged move to self-sufficiency (not
needirights-ing income supports)
oving fi-om poverty to middle income and self-
sufficiency is the dream for virtually all low-
income households. Maintaining a stable home
environment where children can flourish, successfully
complete high school and attain post -secondary education
and training that sustains stable employment is part of the
American dream.With 30% of our households not earning
an income sufficient to make ends meet, that dream may
not be realized for many. The difference between families
at poverty who are stable and those at risk of homelessness
may often be the availability of mainstream resources such
as CalFresh (food stamps), CalWorks child care supports,
health insurance, or short-term rental assistance such as
the Homeless Prevention & Rapid Rehousing Program
of2009-2012.Yet many low-income families do not qualify
for or cannot access mainstream resources.
Boosting our county's CalFresh enrollment is a goal of the
County of San Diego Housing & Human Services Agency.
Through coordination of resources and agencies, more
targeted at -risk families can avail themselves of resources
utilized by other low-income families. Strategies can be
engaged regionally to smooth structural barriers to access,
increase program capacity, and address eligibility barriers.
Further, with the lack of sufficient Section 8 housing
vouchers to meet demand, it is imperative that the San
Diego region develop local programs to provide time -
limited rental assistance for the most vulnerable families.
The tools identified for this outcome will increase
participation in mainstream resources, produce rental
assistance for those not likely to qualify or receive federal
housing subsidies, and reduce the length of stay in non-
permanent housing.These tools seek to increase the stability
for at -risk families so that they are better able and equipped
tability
to seek training, employment and self-sufficiency wages, and
gain the self-sufficiency that will improve their quality of life.
Two populations have been identified for targeted response:
transition -age youth (18 — 24) including those exiting
the foster care or juvenile justice system, parenting, or
unaccompanied youth; and military and veteran families
who are serving or have served our country yet experience
poverty, and have low education levels and little training for
civilian jobs.
Transitional housing programs throughout the country have
been instrumental for moving families from homelessness
to hope. While title HEARTH ACT of 2009 amends the
Continuum of Care policy to strengthen prevention and
rapid rehousing opportunities, it is believed an array of
housing including emergency, transitional, or interim
housing will continue to play a significant role in stabilizing
at -risk and homeless families.
Lack of affordable child care and public transportation
are significant barriers to employment_ Counseling and
behavioral health services for victims of domestic violence
and those with depression or other behavioral health issues are
critical components for success.These and other barriers to
employment must be addressed to meet the needs of workers.
Keys to Housing recommends a targeted approach to families
already receiving housing and employment assistance
determined ready to move forward, families in shelter and
transitional housing, arid transition -age youth and military/
veteran families. Advocacy to amend policies at the federal
and state level will be needed for long-term systemic change.
26
Increased Economic Security and Stability
toolbox
What we will measure to track our Progress over time:
• Participation in homeless services, as measured by RTFH
• Improvement of targeted families in housing status, education, employment and wages, as measured by RTFH database
• Length of stay in shelter, transitional and other non -permanent housing, as measured by RTFH and Regional Continuum
of Care Council reports
6.21
6.22
6.23
6.24
6.25
6.26
6.5
6.51
6.6
6,61
6.7
Action
Participation in mainstream resources is increased
• Begin with families receiving homeless assistance and increase outreach
and enrollment
• Utilize Services without Walls
Length of time for families in shelter, transitional and other
non -permanent housing topermanent housing is reduced
• Triage families at entry to shelter for needs, appropriate housing using common
assessment tools
• Assure that unsheltered families receive priority housing assistance;
• Move families in transitional housing to permanent housing as soon as feasible
• Move families from shelter to transitional ASAP
• Align housing strategies with Federal targets
• Analyze and use best practice tools proven to be most successful for families
Develop,programs and funding sources to provide long-term rental subsidies
for;those not likeiyto increase their earning potential to afford market -rate
housing'
Families members "Ready to Go" are identified and fast -tracked; provide
supportive services, i.e., employment supports, sub abuse treatment
Transition -age youth (18 —24) including those exiting the foster care,
juvenile justice systems, parenting and unaccompanied youth, are stably
housed and have access to services, i.e., education, employment, training,
child care and/or healthcare
• Work with community resources to enroll youth in mainstream resources
Military/veteran families are stably housed and have access to services,
i.e., education, employment, training, child care and/or healthcare
• Work with military, VA to enroll families in mainstream resources
Faith community is engaged to sponsor and support families, including
housing assistance
Time
Frame
Yrs 1 - 5
Yrs1-10
Yrs5-8
Yrs1-3
Yrs 2 - 10
Yrs 1 - 10
Yrs 1 - 10
Proposed Partners
Government agencies, 211,
community agencies•
RCCC providers
Housing authorities.
Mainstream Resources
Service Providers
Mainstream Resources,
community agencies,
SDCCE homeless liaisons
VA Discharge, contract providers,
child care agencies, Workforce
Partnership, job training
agencies, Mainstream Resources
Faith community
27
reventi on
U C E. IHI
Fan, e are identified at -ask
and assisted prior o losmg housing
The cost to rebuild family life after loss of home and the
majority of -household possessions is staggering. Natural
disasters such as wildfires, hurricanes, and floods make this
painfully clear. This devastation is also experienced daily by
the hundreds of people evicted from their homes because
they cannot pay the rent.
A recent study conducted for HUD' shows the high cost
of homeless programs for individuals and families who
primarily need permanent housing without supports or
those whose service needs can be met by mainstream
systems. The study of families in four communities
(Houston, Washington, DC, Kalamazoo, and Upstate South
Carolina) demonstrates the cost-effectiveness of providing
housing assistance support over homeless system supports.
For the four communities, the average cost per family
to the homeless services system ranges from $3,184 in
Kalamazoo, to $20,031 in Washington, D.C.
In almost all cases studied, the costs associated with
providing housing and services for literally homeless
families far exceeds the Fair Market Rent cost of an
apartment, even if the rent were fully subsidized.
The Homeless Prevention and Rapid Rehousing Program
(HPRP) is providing valuable lessons for the prevention
and rapid rehousing of those at risk and experiencing
homelessness. From October 2009 - March 2011 a total
of 2,086 families received HPRP assistance. The average
amount provided to each at risk (not yet homeless)
family in San Diego County for rental and other financial
assistance for that time period was $3,362; the average
financial assistance provided to literally homeless families
was $3,237 Homeless prevention and diversion are
substantially more cost effective than emergency shelter or
transitional housing, and have significantly better outcomes
for families.
The Keys to Housing stakeholders prioritized groups of
families at risk of homelessness for targeted assistance:
• Families receiving unlawful detainer and/or
eviction notices
• Families losing their housing due foreclosure
• TANF/CalWorks families
These highest risk families, often identified through
services provided by the San Diego County Office of
Education school -based homeless liaisons, would receive
legal assistance and landlord mediation services, referrals to
resources, enrollment in workforce training programs, and
emergency financial assistance.A coordinated strengths -
based case management system utilizing the Navigator
role would assist families to receive appropriate services to
prevent homeless episodes.
As low-income families will continue to be challenged by
the risks of homelessness even after the future economic
recovery, prevention efforts will be needed ongoing for our
most vulnerable populations.
"Spellman, 8.. Khadduri. J.. Sokol, 8, & Leopold. J,. Abt Associates. Inc., March 2o10, Costs Associated With First -Time Homelessness for Families & Individuals. www.huduserorg_
28
What we will measure to track our progress over time:
• Annual SDCOE count of children/families identified by housing category
• Households assisted with eviction prevention through Legal Aid Society for non-payment of rent
• Housing status of targeted families as reported in HTFH database
7.1.
7.11
7.12
7.13
7.14
7.15
7.16
7.17
7.2
7.21
7.22
7.23
7.24
7.25
7.26
7.27
7.28
7.29
7.210
7.211
7,212
7.3
7.31
7.32
Action
Families receiving unlawful detainer and/or eviction notices
receive legal assistance and referral to homeless prevention
resources
• Improve outreach and linkage to eviction prevention
• Provide legal assistance at courthouse/small claims court to assist
families
• Engage SD Mediation Center, volunteer lawyers
• Provide housing counseling assistance and education on landlord -
tenant law
• Work with HP families to assure they do not become homeless after
aid ends
• Educate commissioners and judges re resources and opportunities
for referral
• Develop/use emergency funds for financial assistance
Families losing:; their housing :due to foreclosure are identified
and assisted
• Educate new owners on obligations and responsibilities
• Educate families on rights and legal options, required notifications
• Assist with $ for deposits and moving expenses
• Encourage cities to require registration of foreclosed properties,
notices of default
• Encourage use of NSP $
• Outreach and educate landlords and provide letters of reference
• Educate tenants about their rights
• Outreach campaign to tenants to build awareness of posted notices
• Tenant education about rent when property is in default
• Encourage posting of foreclosures in public spaces (Housing
Authorities. Section 8 Offices, regional centers)
• Utilize website or database to notice defaulted or vacated properties
• Use social -networking resources in awareness campaign
leg: blog, Craig's list
TANF/CaIWorks families are prevented from becoming
homeless
• Assure high -risk families receive appropriate referrals to resources
• Develop set aside funds to increase access to prevention services
through mainstream resources
Time Frame
Yrs1 -10
Yrs 1 -10
toolbox
Proposed Partners
Legal Aid Society, volunteer lawyers, Office
of Public Defender, Housing Opportunities
Collaborative, free legal clinics, law students
Cities, County, PHAs, consumer advocacy agencies,
SDHOC, property management companies
PHAs, housing coordinators,
Mainstream Resources
29
7.4
7.41
7.42
7.43
7.44
7.5
7,51
7.52
7.53
7.6
7.61
7.62
7.63
7.64
7.65
7.66
Action
Coordinate emergency funding to provide resources.
for housing and utilities, food, healthcare and other
vital needs
• Prioritize target populations based on vulnerability
• Outreach through family's current service providers
• Coordinate funding through central clearing house
• Identify and assist with healthcare access and services for
uninsured
Develop effective landlord/tenant°collaboration, including;
education, mediation options, and waivers for rental
applications, deposits and move -in fees
• Work with landlords and jurisdictions/agencies to create
opportunities for master leasing
• Use existing landlord/tenant mediation processes to increase
education
• Provide guarantees for deposit waivers
Coordinate housing and services by; developing a
strengths -based case management approach responsive
to individuals/families to prevent fragmentation of
resources
• Triage families seeking services for immediate needs and link
with resources using common assessment tools
• Utilize Navigator case management model and more intensive
case management as needed to serve at -risk families and
prevent from homelessness;
• Develop funding and strategies for case management to
support stabilization of newly housed /re -housed families
• Assist to qualify at -risk for mainstream services including SSI,
mental health services;
• Outreach to at -risk communities: coordination with other
regional resources
• Develop volunteer mentor programs to support families
Time Frame
Yrs 1 -10
Yrs 1 - 3
Yrs 1-10.
Proposed Partners
HUD, RCCC providers,FEMA,
healthcare partners,
Mainstream Resources
Jurisdictions, Providers
. Landlords/property owners/ property'
management companies, San Diego
...County Apartment Association
Providers,
Case managers
Source: Regional Task Force to End Homelessness, HPRP Quarterly Reports
30
reventi on
TC
Reduce the number a
povertyt rot sneer horn
has been stated throughout this toolbox
narrative, homeless families look very similar to
other low-income families, and the combination
of the high cost of housing, lack of sufficient inventory
of affordable housing, and a low-income, service -based
economy creates challenges to adequately solving the
problems of our region.
By focusing on families living in poverty with the highest
levels of vulnerability, efforts can potentially stem the growing
crisis.The most vulnerable categories of families identified
through the Keys to Housing planning process include:
• Families with young children enrolled in Women,
Infants, Children (WIC) nutrition programs
• Families identified by Child Welfare Services as at -risk
of separation due to lack of stable housing
• Families with children enrolled in school free and
reduced -cost meal programs
• Families already homeless seeking shelter and
transitional housing
• Victims of domestic violence and their children
These strategies are aligned with those in Outcome 7:
Families are identified as at -risk and assisted prior to losing
housing, and Outcome 3: Coordination of resources.
Clearly, we do not currently have in our region, nor do
we anticipate generating sufficient resources to address
the needs of all vulnerable individuals and families.
Coordination and targeting of limited resources to those
most vulnerable are seen as the most productive strategies
by the Steering Committee, sub -committees, and the
Advisory Council.
The Regional Continuum of Care Council, for the 2010-
2011 Supportive Housing Program application to HUD,
set five-year and 10-year goals for program success.
They include:
San Diego Regional
Activity Continuum of Care
% Households retained
in Permanent Housing
% Moved from
Permanent Housing
% Employed at
Exit from SHP
# of Families
on Street
5-Year 10-Year
Goal Goal
80% 90%
65% 75%
36% 55%
100 0
The Keys to Housing initiative is aligned with current
community efforts to end all homelessness, and goals
for this outcome are consistent with these established
benchmarks and goals.
31
taZeilOKYA
toolbox
What we will measure to track our progress over time:
• Annual Point in Time Count
• Annual SD County Office of Education homelessness count by housing category as compared to children enrolled
in free and reduced lunch programs
• Families with housing burden equal to or greater than 50%
8.1
8.11
8.12
8.13
8.2
8.21
8.3..
8.31
8.32
8.4
8.41
8.42
8.43
8.44
8.45
8.46
8.47
8.5
8.51
8.52
8.53
Action
At -risk families with young children are identified atenrollment
in services.
• Support education of staff on available resources
• Provide referral info at WIC locations
• Assist to enroll in mainstream resources
Families identified by Child Welfare as appropriate receive
reunification housing vouchers
• Advocate for targeted vouchers in Family Reunification Voucher
program
Familiesidentified for Iioiiieless liaison servicestlirougli
enrollment school free, or reduced lunch are assisted
• School homeless liaisons provide info to families served
• Work with Legal Aid to assure access to public benefits and
assistance with other legal issues
Families seeking shelter and transitional housing are assisted
at "front door" and diverted to•more permanent housing
• Triage families using common assessment tools
• Develop service navigators throughout the region
• Families assessed through 211 are connected with appropriate
regional housing center or agencies
• Families receive most stable housing available
• Motel vouchers are used for short term placements
• Families are kept together
• Educate community (providers, families, advocates about HEARTH Act
Address specific needs of victims of domestic violence
• Assist to secure available resources
• Provide safe and confidential housing to facilitate transition and move
to self-sufficiency
• Early identification of families at risk for domestic violence
Time Frame
Yrs;:1 - 2
Yrs-1 -
Yrs:1 -10
Yrs:1-10
Yrs1-1f0
Proposed Partners
WIC agencies, pediatricians,
community clinics
Family Reunification Program
School homeless liaisons
211, RCCG providers, shelters,
transitional housing, HOC
DV agencies, 211, RCCC providers,
law enforcement,
faith congregations
32
The Most Vulnerable Homeless S de s Livin Shelters or Unsheltered
Fallbroct
Union
Esomantary
Va1lecifos
Elements ry
BortOoll Union ;
Elementary r
:cadufsaa a San Marcos
,'Untea - ,Unified 'i
Encinitas Union"
Elementary....
•.fdtscan StintsFe
s`- Elamentecyj Pbvcy
Unted
i�.5olataa Beach _W
„D llharUnlgn :.y
lemenIa s
Escondido
men
Unwn.Ele7ne;tta
Valtey Center-
Palitna Unified
,'gen Pasqua€_..
Unrots - :.
' Elementary
'Santee
Elementary
;, Cajon Valley
�......j Union
tccri-op &ove
,: Craps Vista
Elementary
- '" Sarr.Y,y1ro
..'�'. Eiss*dary
Ramona
City Unified
Elementay
Jamut-Duizura
Uri,on Elementary
San Diego Unified; Homeless Students
in Shelters and Unsheltered by ZIP code
�r nsan c�:e9.
Mountain Empire
Unified
33
onclusion
he tools identified in this Keys to Housin i toolbox can
he used in concert with other activities employed by
cities in our region, the County of San Diego, area
nonprofit agencies, the business community, and philanthropy
to effectively end family homelessness in San Diego County
by 2020.A regional vision for ending family homelessness
has been confirmed and documented through the planning
process leading up to the publication of this toolbox.
The next steps are dear:
Formalize a structure to assure the sustainability
1 of the effort and accountability of partners;
a
Gain the acceptance and adoption of specific tools from
the toolbox by a broad spectrum of stakeholders and
partners throughout the region;
4.
5.
Identify policies for regionalization;
Begin using the took and measure results annually; and
Communicate regularly among partners and to the
community, to identify best practices and recommend
ci'anaes.
The full toolbox, with links to best practices, research and
tools for action, can be found at www.keystohotising.org.
The svebsite provides strategies for government, community
agencies, businesses, and individuals ready to take action to
end family homelessness by 2020. Included on the website
will be tools chosen by community partners, the annual
report cards of progress towards the eight adopted outcomes,
and opportunities for community engagement for advocacy.
As a toolbox, new tools will continually be identified and
added. Please send comments, suggestions and success stories
to info@keystohousing.org.
34
esources
General Sites
HUD Homeless Resource Exchange
www.HUDHRE.info
Interagency Council On Homelessness
www.ICH.org
National Center on Family Homelessness
www.familyhomelessness.org
National Coalition for the Homeless
www.nationaIhomeless.org
Key I: Advocacy, Leadei•shi, Policy
Center for Policy Initiatives
www.CPl.org
Home Base
www.homebaseccc.org
Housing California
www.housingca.org
National Alliance to End Homelessness
www. endhomelessness.org
HUD Reducing Barriers in Our Community
www.huduser.org/publications/pdf/wnioc.pdf
Key : i iza, LA ff mehat i � p /
2-1-1 Referral Resource
www.211SanDiego.org
Homeless Management of Information
www.HMIS.info
Supportive Housing: Regional Continuum of Care Council
www.sdcounty.ca.gov/sdhcd/homeless/supportive_
housin g_program.html
Regional Task Force on the Homeless
www.RTFHSD.org
Also see: Agency & Jurisdiction Sites
3: ,APiovdabi, Housing
Corporation for Supportive Housing
www.csh.org
Fair Housing Council of San Diego
www.fhcsd.com
Housing Departments
www.sdcounty.ca.gov
www.sdh c.org
Key 4: Economic Security and Stability
California Department of Fair Employment & Housing
www.dfeh.ca.gov
Department of Labor, Women's Bureau
www.dol.gov/WB
National Association for the Education
of Homeless Children and Youth
www.naehcy.org
National Law Center on Children. Poverty& Homelessness
www.nrchp.org/hapia.cfm
Key 5: Prevention
tion
Housing Opportunities Collaborative
hocnetwork.square spa ce.com
National Law Center on Homelessness and Poverty
www.nlchp.org
National Coalition for Homeless Veterans
www.nchv.org
National Healthcare for the Homeless Council
www.nhchc.orglcouncil.html
National Alliance on Mental Illness
www.nami.org
Substance Abuse, Mental Health Center
www.homeless.samhsa.gov
35
c no le i e cents
'"'W he Keys to Housing: Ending Family Homelessness
g initiative owes its origins to the commitment and
9
dedication of the San Diego Grammakers Homelessness
Working Group.Their focus on the increasing number of
families homeless for the first time as part of their work
on all boiliclessness issues shone a light throughout the
community that has ignited many other efforts. Special
appreciation for her perseverance, time, energy and passion
to Mary Herron, trustee,The Parker Foundation, chair,
Homelessness Working Group, and board member, San
Diego Grantmakers. Under her leadership, all things were
possible. Her past experience as 8-year mayor of the City
of Coronado brought the initiative to the attention of
SANDAG from its Regional Housing Working Group to
its Executive Committee. And her contacts with elected
leaders, including with chair Todd Gloria, brought many
to the table that did not have family homelessness on their
priority list previously. Kudos also to Homelessness Working
Group members Karen Brailean and Tim McCarthy for
their extraordinary contributions.
Keys to Housing gained momentum and political will
thanks to the tireless efforts ofAdvisory Council Chair
Todd Gloria, San Diego City Councilmember District
3. His exhaustive understanding of the issues facing low-
income families, compassion for those most vulnerable,
and astute ability to engage his fellow elected leadership
brought approval of this toolbox to fruition at breakneck
speed. Great appreciation to his entire staff for these efforts,
particularly Policy Director Stephen Hill.
San Diego County has faced the issues of homelessness
for decades, and the group most focused throughout the
years has been the Regional Continuum of Care Council.
This dedicated, volunteer group of community advocates
and nonprofit providers has been moving the boulder up
the hill for many years. It has been a privilege to illuminate
their fine efforts, particularly those focused on the less -
seen families at risk of homelessness.The Keys to Housing
tools incorporates many of the strategies identified in
the RCCC's Blueprint documents created in 2004/05.
Special appreciation for the enormous time, teaching and
wisdom particularly by Patricia Leslie, RCCC facilitator;
Dolores Diaz, San Diego County Housing & Community
Development; and Cissv Fisher, San Diego Housing
Commission.
The Keys to Housing initiative has been privileged to have
the expertise of more than 45 members of the Planning
Group that formed a Steering Committee and five
subcommittees. Their work over the past year has been
exhaustive and inspirational. While there is not room to
call out each member's contributions, their inclusion in the
listing in the front of this toolbox document is testament
to their integral involvement. Additionally, the initiative
is indebted to those elected leaders from throughout
our region who came together often and consistently as
members of the Advisory Council over the past year, shared
ideas, engaged in thoughtful debate, and approved this
toolbox for adoption regionally. Special acknowledgement
to the staff of the many nonprofit organizations and
public agencies that contributed to the development
of the Keys toolbox.
Finally, colleagues across the country have informed,
inspired and improved the work of the Keys to Housing
initiative. Foremost they include Nan Roman, National
Alliance to End Homelessness; Bob Hohler, Melville
Charitable Trust and FundersTogether; David Wertheimer,
Bill & Melinda Gales Foundation; Bill Pitkin, Conrad
Hilton Foundation; Katherine Gale, Focus Strategies; and
Bridget DeJong and Stacey Murphy, HorneBase.
It was a great privilege and honor to have Barbara Mandel
serve as scribe and editor for the ideas, strategies and goals
of this illustrious effort, which will result in a healthier
community for all San Diegans.
San Diego Grantmalers Homeless Working Group
36
Solutions 4 Change
At 18 Dawn joined the army and spent the next decade serving her country any way she could. With a good job,
decent savings and a daughter who was her best friend, Dawn felt pretty good about her life. Then, she was called into
another kind of service.
"When my mother had a stroke, we moved in with her in Texas. My entire life became about caring for her —that's just
what you do in Asian families," Dawn said. "My savings were gone so quickly, paying all those medical bills," Dawn
shakes her head remembering. It soon became clear that Dawn's mother wouldn't be able to stay in her home, and
they would need to sell the house to pay for board and care. Dawn and her daughter would be homeless.
When a friend in California invited them out to the west coast, Dawn didn't see another option. "It felt like the end of
the world. Three days with motion sickness on a Greyhound bus," Dawn reflects. Shortly after arriving in San Diego,
Dawn found Solutions 4 Change. Solutions gave them a home while Dawn recovered emotionally from all they'd been
through and got her feet back on the ground.
Now, a year later, Dawn seems optimistic aboutthe future. With a job as a security guard she is nurturing another
savings account and is looking forward to saving enough to buy a car for herself and her daughter. Amber, now 18,
has adapted well to life in California. Dawn laughs as she recounts the first time Amber saw the Pacific Ocean, "It's
infinity!" she shouted. With the security of a stable home, Amber has completed her GED and is already working on
even bigger goals. She has enrolled in the Art Institute with plans for a career creating video games.
Dawn loves their peaceful life. "I just can't believe there's a program like this out there to help people. It's a community
there. They're just like family."
c/o San Diego Grantroakers
5060 Shoreham Pl., Suite 350
San Diego, CA 92122
858.875.3333
www. keys tohousing.org
in fo@keystoh ousing.org