santa maria/santa barbara county continuum of...
TRANSCRIPT
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Regular Board Meeting
February 6, 2020
Santa Maria/Santa Barbara County Continuum of Care
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Public Comment
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Approval of the Agenda
Item III.A.
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Approval of Minutes from
December 5th Meeting
Item IV.A
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Homeless Assistance Program Staffing
Item V.A.
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Deputy DirectorHomeless Assistance
Program ManagerHousing Specialist Sr. Housing Specialist Sr.
EDP Systems Analyst I
HMIS Administrator
Housing Specialist I
Grants Administration
Department Business
Specialist II
Computer Systems
Specialist I
Dinah Lockhart Kimberlee Albers Jett Black-Maertz Lucille Boss Kanika Mahajan Miriam Moreno Roc Lowry Rudy Razo
CoC, ESG HHAP, CES HMIS, CES ESG, CCP, General Shelter HEAP, CESH HMIS
Homeless Programs
Oversight
Assist with County
Wide Strategy and Plan
Grant Program
Administration,
Compliance and
Monitoring
Grant Program
Administration,
Compliance and
Monitoring
HUD Reporting LSA, Sys
PM, APR
ESG, CCP, GF
Reimbursement
Processing
Grant Program
Administration,
Compliance and
Monitoring
HMIS End User Training
and Support
Fiscal Oversight
Collaborate with
Stakeholders/
Communtiy
Engagement
CoC Lead Agency
Responsibilites
Assist with Facilitation
of Phase II Homeless
Plan
HMIS Capacity Building
Implementation
Homeless Grants
Administrative Support
Quarterly
Reimbursement
Processing, Cost Reports
HMIS System Admin and
Data Quality Review
Board and County
Leadership
Communication
CoC Lead Agency
Responsibilites 2020 PIT Count
Coordinated Entry
System Oversight
HMIS and CES System
Configuration
Community Corrections
Partnership Reporitng
and Referral Tracking
Homeless Coordinating
and Financing Council
Office Hours
HMIS Program Set Up
and Security Audits
Staff and Consultant
Supervision
Technical Assistance,
Compliance,
Monitoring to
Providers
Youth Homelessness,
Action Board,
Demonstration Project,
and Strategies
Housing and Data
Analysis
Homelessness
Prevention and
Reducing Inflow
Advocate
Community Dashboards
and HAP Website
HIAPC Support and
Participation - County
Work Plan
Agendas, Notifications,
Minutes at CoC
Meetings
Agendas, Notifications,
Minutes at CoC CES
Meetings
Captial Project Support
from Ted Teyber
HMIS Shelter and Skan
Point Implementation
Homeless Grant
Programs Management CoC Grants Reporting
HHAP Invoice
Processing and Grants
Reporting
State HMIS HEAP
Reporting, Data
Integration
All Reporting Review
and Submission
CoC and UW CEO
Invoice Processing,
Maintain Veteran and
FUP Master Lists
Homeless Assistance Program Staffing
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Homeless Assistance Program Staffing
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Strategy Champions Update
Item V.A.
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Updates
• The Following Strategies were combined to avoid redundant efforts:• #5 (increase the rate at which individuals and families in permanent housing
retain their housing or exit to other permanent housing), and #6 (Strategies to reduce returns to homelessness)
• #7 (to increase access to employment, volunteerism, and community service) and #8 (promote partnerships and access to employment opportunities with private employers and private employment organizations)
• #9 (increase non-employment cash income (mainstream benefits)) and #10 (increase access to other cash income/ SSDI and SSI)
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Strategy Champions
HCD Staff
4. Strategies to increase the rate at
which individuals and families in
emergency shelter, transitional housing,
and rapid rehousing exit to permanent
housing
SVP and Karen Nielson, Partners in
Housing Solutions Glenn Bacheller,
Social Venture Partners (SVP)
2. Strategies to address individuals and
families at risk of becoming homeless
Glenn Bacheller, Social Venture Partners
(SVP)
Research conducted on prevention/diversion
methods and best practices.
HCD staff (Roc and Jett) are participating in a
nation wide Community of Practive to reduce
inflow.
3. Strategies to re-house families with
children within 30 days of becoming
homeless
Sylvia Barnard, Good Samaritan Shelter
Jett Black-
Maertz
and Roc
Lowery
Kanika
Mahajan
Strategy Champion Notes and Progress
1. Strategies to increase Homeless
Management Information System
(HMIS) bed coverages to 85%
Dinah Lockhart, County of Santa Barbara HMIS Capacity Building Grant approved by County BOSRudy
Razo
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Strategy Champions
HCD Staff
Kristine Schwarz, New Beginnings
Counseling Center, Wayne Mellinger
Sara Grasso, SB County Department of
Behavioral Wellness and Emily Allen,
Home For Good Santa Barbara County
5. Strategies to increase the rate at
which individuals and families in
permanent housing retain their housing
or exit to other permanent housing
6.Strategies to reduce returns to
homelessness
7. Strategies to increase access to
employment, volunteerism, and
community service 8. Strategies to
promote partnerships and access to
employment opportunities with private
employers and private employment
Dominique Samario, City of Goleta
Frank Quezada, Housing Authority of the
City of Santa Barbara and Edwin Weaver,
Fighting Back SMV
9. Strategies to increase non-
employment cash income (mainstream
benefits) 10. Strategies to increase
access to other cash income/ SSDI and
SSI
Noel Lossing, Department of Social
Services and Jasmine Gaytan, DSS
Department Business Specialist
supporting the Medi-Cal program
Strategy Champion Notes and Progress
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Elected Leaders Forum to Address Homelessness Presentation
February 5, 2020
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Item V.C.
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Objectives
1. Provide overview of current homeless system including persons served, housing resources, funding, and system performance
2. Provide observations of current system, gaps, and recommendations
3. Receive feedback on proposed guiding principles
4. Receive feedback on proposed goals
5. Receive feedback on proposed action plan governance structure
6. Receive feedback on proposed new housing intervention targets
7. Receive feedback on proposed action strategies
8. Other questions/feedback
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Introduction and Background
• Homelessness is traumatic for those who experience it and has significant impact on one’s overall well-being.
• Homelessness significantly impacts community: law enforcement, healthcare, business, tourism, and neighborhoods.
• Homelessness is a top concern among diverse stakeholders across the region including the general public.
• Efforts to address homelessness have been building.• Bringing Our Community Home: 10 Year Plan to End Chronic Homelessness (2006)
• Enhanced governance structure of the Continuum of Care (CoC)
• Fully implemented a Coordinated Entry System (CES)
• Expanded formal and informal cross-sector collaboration within the system of care
• Network of partners – County, Cities, governmental agencies, homeless services providers, faith-based providers, healthcare, and others are more engaged and working together than ever before
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Introduction and Background – Phase I Plan
Collaborative engagement process that identified needs and set 5 overarching goals:
1. Increase Access to Safe, Affordable Housing
2. Use Best Practices to Deliver Tailored Supportive Services to Meet Individual Needs
3. Build a Collective Action Plan; Improve Data Sharing
4. Strengthen Support System Available to Help Residents Obtain and Maintain Housing
5. Build Provider Capacity to Address the Needs of Specific Populations
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Persons Served Annually in Homeless Programs
3,623total persons
accessed homeless services
349Veterans
153 were housed permanently
1,289chronically homeless
200 youth (18-24)2,877
total households
2,626single adult households
250 families with
children
1,027mental
health issue
960 substance
use
2,407 had health insurance
October 1, 2018 to September 30, 2019
HouseholdsSub-Populations (Adults 18+)
Note: Data includes all programs that entered data into HMIS, including permanent housing programs such as RRH and PSH, so data is not entirely representative of just those in homeless living situations as it includes some in permanent housing settings.
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Santa Barbara Homeless Housing Interventions
Emergency Shelter: Low-barrier, safe place for people to stay while awaiting housing placement. Focused on housing but generally has some support services – healthcare, linkages to mainstream services, some employment, etc.
Transitional Housing: Temporary housing with more support services and longer length of stay –up to 2 years. Focused on addressing challenges –employment, mental health, substance use, etc… prior to permanent housing. Generally higher barrier programs with rules and sobriety requirements.
Rapid Re-Housing: Permanent housing model that uses the private rental market and provides time-limited rental assistance with wraparound case management to promote housing stability and taking over of the rent. Targeted to mid-level acuity households who will be self-sufficient in time and most likely be employed.
Permanent Supportive Housing: Subsidized housing with intensive services – targeted to those most in need, with significant challenges, who are disabled. Single site and scattered site.
Other Permanent Housing: Affordable housing dedicated to homeless households. Minimal services provided.
Temporary Housing Permanent Housing
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Homeless Housing Inventory Trends
408 408 443531 542 572
318 311 328 293 273 217
59 54 108166 213 127
510648
774840 890
962
0
200
400
600
800
1000
1200
2014 2015 2016 2017 2018 2019
Emergency Shelter Transitional Housing RRH PSH/PH
Source: County of Santa Barbara Continuum of Care Housing Inventory Chart, 2014-2019
# of beds/ slots
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Regional Funding for Homelessness
TOTAL ANNUAL FUNDING THROUGH THE COUNTY OF
SANTA BARBARA:
$16,014,684 2018-19
County General FundsFederal Funds (CDBG, ESG, HHS)
State Funds (AB109, MHSA, CalWORKS)
With increased state funding and more forthcoming it is critical to align
funding priorities for impact.
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Homeless Prevention
3%
Outreach to Unsheltered Households
15%
Health & Supportive
Services16%Shelter &
Housing51%
System Coordination
4%
Other (i.e. capital
improvem…
Dedicated Annual Funding for Homeless Programs and Services
$1,158,434
$6,030,785
$6,218,812
Note: Does not include all dollars being spent to address impacts of homelessness such as law enforcement, healthcare, public works, and other public agencies that incur expenses for managing the problem. Figures only include dedicated funds for providing housing and services to homeless households.
Region TOTAL: $39,456,699
(includes public and private funding)
$20,119,090
$1,446,877 $4,482,701
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System Performance Measures
HUD has 7 core System Performance Measures that all communities are measured by.
Includes all programs reporting homeless services in HMIS not just those that are HUD or publicly funded.
HMIS data and System Performance Measures determined by HUD are more now frequently connected to funding decisions.
0%
10%
20%
30%
2015 2016 2017 2018 2019
RETURNS TO HOMELESSNESS
6 months 12 months 24 months
17181337 1260 1269 1224
0
500
1000
1500
2000
2015 2016 2017 2018 2019
FIRST TIME HOMELESS
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System Performance Measures
0%
10%
20%
30%
40%
2015 2016 2017 2018 2019
EXIT FROM STREET OUTREACH TO PERMANENT HOUSING
0%
10%
20%
30%
40%
2015 2016 2017 2018 2019
EXIT FROM ES, TH and RRH TO PERMANENT HOUSING
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Homeless System Data: Observations • Housing affordability continues to significantly impact households across the
County and remains a key factor contributing to homelessness.
• The local PIT count remains stable while counts across California have been increasing significantly.
• Along with steadily increasing funding from HUD CoC program, new state funding is providing unprecedented resources that require coordination and alignment for maximum impact.
• Although Housing Inventory resources have increased, demand for shelter and housing opportunities far exceed availability, limiting new placements.
• Street outreach programs and their effectiveness have increased over the past two years, including improved results in connecting people to shelter and housing.
• Lack of participation in HMIS impacts the ability to provide the community, funders and stakeholders with a comprehensive view of the homeless response system.
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Homeless System Data: Recommendations• More services tailored to meet the unique needs of specific populations.
• Chronic and unsheltered counts are rising.• Many individuals need expanded and enhanced services. Over 10% of those who exit to permanent housing fall back into
homelessness within six months, that number rises to 25% within two years.
• More affordable housing and better matching of housing interventions to household types.• The largest unmet need is additional Rapid Re-Housing. Families in the region primarily need RRH and individuals with
disabilities primarily need PSH.• 23% of households need long-term rental assistance/affordable housing but likely do not require intensive services.
• 70% of households successfully exiting from RRH is notable, though 20% returns to homelessness within two years supports the need for longer-term rental assistance.
• More efforts targeting youth, veteran and family populations.• Though the percentage of homeless youth declined slightly from 2018-2019, this population rose steadily in the
preceding five years.
• The total number of veterans experiencing homelessness has remained steady even with increase in veteran housing resources. Many veterans are unsheltered.
• Families living in shelters has increased steadily.
• More homeless prevention and shelter diversion resources.• 14% of people entered emergency shelter from a housed situation highlighting the need to have diversion activities at
the front door of the shelter system.
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Action Plan Purpose and Process
Use Data to Identify Specific
Homeless Intervention
Needs
Planning
Action
Set Goals, Strategies,
Priorities, and Action Steps
Ensure Collective Buy In
for Regional Impact
Adopt Common Vision and
Guiding Principles
Determine Action Plan Governance Model and
Measurement
Process: Review of progress to date, diverse community engagement, data-driven, review of best-practices, and
conversations with key stakeholders
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Key Themes from Community Engagement
Increase Access to Affordable
Housing
Deliver Tailored Supportive
Services
Collective Action; Improve
Communications
Maximize Funding & Resources
Develop & Expand
Partnerships
Build Service Provider Capacity
Create Culture of Best Practices
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Regional Vision and Guiding Principles
Vision: Create a regional a unified strategic response and a flexible, responsive system of care that is driven by data, guided by best practices and seeks to prevent homelessness
when possible or otherwise ensures that homelessness is rare, brief, and one-time for anyone in Santa Barbara County. It is through collaboration, connection, and commitment that we
realize this vision.
Grounded in community with
regular and ongoing
communication
Respond with urgency
Work collaboratively
and create culture of
togetherness
Incorporate those with lived
experience at all levels of planning,
policy, and implementation
Embrace best practices and be housing focused
Use objective data to drive
decision making
Promote cross-sector
collaboration and response
Support homeless services
providers and value
contributionCommitment to
ongoing performance
management and process
improvement
Transparency and
accountability at all levels of
decision making
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Commit to Goals: Immediate, Short-Term, Longer Term
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• Prioritize ending/dramatically reducing homelessness for specific populations.• Immediate: End homelessness among Veterans. Reduce street homelessness among youth.
• Short-term: Prevent and end homelessness for families.
• Longer term: Reduce homelessness for all other populations, including chronic.
• Increase housing inventory (units and beds) dedicated to homelessness and affordability.• Immediate: Add South County Crisis Respite Navigation Center. Reach Full Capacity (Bed
Utilization) at Existing Shelters.
• Short-term: Submit and Develop Housing Projects for No Place Like Home and Dedicated State Funding
• Longer term: New Housing Projects in Every Supervisorial District and Municipal Jurisdiction
• Reduce the number of people who become homeless for the first time by creating a culture of diversion and prevention across the homeless response system.
• Improve overall homeless system performance.• Increase participation, decrease length of time of homeless, increase homeless placements,
and limit returns to homelessness.
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What does End Veteran Homelessness mean?
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1. All veterans are identified.
2. The community can provide immediate shelter to any Veteran in need.
3. A housing resource for all identified veterans.
4. Resources in place should a Veteran become homeless.
Note: Map indicates communities that have ended veteran or chronic homelessness or both. Dark blue states have ended veteran homelessness. Other blue states have at least one city that has ended all homelessness (Source: USICH) .
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Overview of Key Stakeholders
County of Santa
Barbara and impacted
departments
Cities within Santa
Barbara County and
impacted departments
Community, neighbors,
general public
Continuum of Care
Healthcare partners –
Health Plan, Hospitals, and Clinics
Faith Based organizations
and community
Current or formerly homeless persons
Homeless Services
Providers
Local, state, and federal
elected leaders
Business and Private
Philanthropy
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Action Plan Leadership and Governance Structure
Local Elected Leaders
Homeless Interagency
Policy Council
Continuum of Care
Responsibility: Leadership, political will, commitment, education, advocacy, and increasing community-wide buy in
Responsibility: Ownership and overall oversite of the Action Plan, planning how strategies are going to be implemented,
funding, working with stakeholders, and measuring and regularly reporting progress
Responsibility: Implementation of various strategies, Coordinated Entry, HMIS, federal and state funding decisions,
promoting best practices, providing training opportunities, system and project level monitoring and evaluation
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Housing & Shelter Gaps Analysis
New Permanent Housing Total Need Amount In System Available Annually
New Housing Needed
Rapid Re-Housing 1,215 162 1,053 slots/vouchersPermanent Supportive Housing
898 63 835 units
Long-Term Subsidy/Rental Asst.
631 100531 units/vouchers
New Temporary Housing Total Need Amount in System Available Annually
Total People Still Needing a Bed
Total Beds NeededAt current turnover rate
Shelter and TH Beds 2,780 1603 1,177 563 beds
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Rapid Re-Housing and Long-Term Subsidies utilize existing units in the rental market. New PSH units would be a combination of existing units in the market and new construction.
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Temporary Beds Needed by Region
Region Number of New Beds Needed
SOUTH COUNTYGoleta, IV, Montecito, Carpinteria, Summerland, City of Santa Barbara 369
MID-COUNTYLompoc, Santa Ynez Valley 61
NORTH COUNTYSanta Maria, Orcutt, Guadalupe 133
TOTAL 563
Based on % of unsheltered PIT numbers
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CoC Program Competition
• In 2019, HUD made available approximately $2.3 billion for the CoC Program.
• The CoC Program is designed to promote a community-wide commitment to the goals of: • Ending homelessness; • To provide funding for efforts by nonprofit providers, States, and local
governments to quickly re-house homeless individuals, families, persons fleeing domestic violence, and youth while minimizing the trauma and dislocation caused by homelessness;
• To promote access to and effective utilization of mainstream programs by homeless individuals and families; and
• To optimize self-sufficiency among those experiencing homelessness.
• Typically, the CoC Program Competition NOFA is released in early summer with an application due date at the end of September.
35Item VI.A.
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2020 CoC Program Competition APR Date Range
•For the 2019 CoC Program Competition, the CoCBoard voted to use 1/1/18-12/31/18 for the APR date range.
•To avoid overlapping dates, it is recommended that the 2020 CoC Program Competition date range for APR review should be 1/1/19-12/31/19
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Homeless Housing, Assistance and Prevention (HHAP)
One-time flexible block grants intended to expand and develop local capacity
to address their immediate homeless challenges informed by a best practices framework
focused on moving homeless individuals and families into permanent housing
and supporting the efforts of those individuals and families to maintain their permanent housing.
Item VI.B.
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Santa Maria/Santa Barbara County Continuum of Care HHAP Funding Application
Eligible Activity Request Amount
Rental assistance and rapid rehousing $700,000 Incentives for Landlords $299,154 Support for Crisis Respite Navigation Center $700,000 Administrative Costs $148,676 System Support Costs $106,197 Youth Set Aside* $169,915
Total CoC HHAP Application $2,123,942
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County of Santa Barbara HHAP Funding Application Eligible Activity Request Amount
Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing $574,145 Support for Crisis Respite Navigation Center $1,000,000
Administrative Costs $137,738
System Support Costs $98,384
Youth Set Aside* $157,414
Total County HHAP Application $1,967,681
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Detail of Combined Youth Set Aside (both CoC and County Allocations)
Eligible Activity Request Amount
Rental assistance and rapid rehousing $218,220
Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing
$109,110
Total HHAP Dedicated to Youth Homelessness $327,330
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Proposed Activity Measurable Goal
Rental assistance and rapid rehousing (RRH) and Incentives to Landlords
Permanently place at least 50 adult households and at least 16 youth households, and secure at least 100 adult units dedicated to RRH households.
Outreach and coordination to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing
Improve housing retention by assisting at least 100 vulnerable adults in accessing permanent housing and promote housing stability in supportive housing through outreach and coordination.
New navigation center(s) and emergency shelter(s) based on demonstrated need
Lower returns to homelessness after permanent housing placement by developing 30-40 respite care beds with supportive services.
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HEAP State Annual Report
Item VI.C.
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HEAP State Report Overview
• Annual Report, year one, covered 12/20/2018 through 9/30/2019.
• HCD executed the first agreements 3/1/2019
• Many programs were ramping up for a portion of this time.
• Total funds expended during reporting period: Approximately $1.1 million
Project Type Amount Expended
Capital $485,000
Services $460,000
Rental Assistance $20,000
Other – Vehicle Purchase $50,000
Administration $80,000
TOTAL $1,095,000
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Capital Projects: Highlights
• FBSMV Purchased a Residential Home to provide PSH for four transitional aged youth (TAY)• Conducted rehabilitation on structure - currently ongoing
• GSS Purchased two modulars to be used as navigation centers
• Other: FBSMV Purchased a van to transport TAY
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Services: Performance Highlights
• 350 Persons Served
• 108 Households Without Children Served
• 92 Households With Children Served
• Over 5000 Instances of Service Delivered
• 76 Persons Exiting to a Permanent Housing Destination
• 41% of persons served where 12 and under
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Veterans Housing an Homelessness Prevention Program (VHHP) letter for
Ventura
Item VII.A.
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Veterans Homeless and Housing Program
Ventura Veterans Home
• Ventura Veterans Home (VVH) is a new construction project that includes 120 housing units for veterans and their families and two manager’s units. The project’s mission is to create a community that will enrich the lives of veterans from Ventura, Santa Barbara, and San Luis Obispo Counties and their families who may have a disability, experienced homelessness or economic challenges which have made it difficult to afford quality housing.
• The project will have sixty (60) permanent supportive housing units, sixty (60) general affordable units for low-income veterans, and two (2) managers units.
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2020 General Meeting
Item VII.B.
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Proposed 2020 General Meeting Date
• The CoC General meeting is a Governance Charter requirement.
• Each board member is elected to a 2 year term. These seats are staggered, with a certain number turning over each year.
• The board the general membership of the CoC are invited to attend the meeting to vote for vacant board seats.
• Typically, the meeting takes place before a regular CoC board meeting so the new members can participate in the regular meeting.
• The proposed date for the 2020 General CoC meeting and election is June 4th, 2020.
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Seats up for Election
Category First Name Last Name Agency Election Date
Public Sector George ChapjianCounty of Santa Barbara -Community Services Dept.
3/12/2018
Education Dolores DanielSanta Barbara County Education
Office3/12/2018
Mental Health Alice Gleghorn Dept, of Behavioral Wellness 7/25/2018
Healthcare Amelia Grover Dignity Health 3/12/2018
Law Enforcement Fr. Jon Hedges SB County Sherriff, UCSBPD 3/12/2018
Unaccompanied Youth Valerie KissellYMCA Youth and Family Svcs/Noah's Anchorage
3/12/2018
Member-At-Large (Elected Official in 2020)
Chuck Madson Family Service Agency 3/12/2018
Victims Services Megan Riker-Rheinschild Victim Witness 7/25/2018
Public Sector Rosie Rojo City of Santa Maria 7/25/2018
LGBT+ Colette Schabram Pacific Pride Foundation 3/12/2018
Youth Services Edwin Weaver Fighting Back Santa Maria Valley 3/12/2018
Faith-Based Erin Wilson Unitarian Society of Santa Barbara 3/12/2018
Elected Official VACANT
Youth or Formerly Homeless Youth VACANT
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Elected Official Seats
• In 2019 the CoC board voted to convert the Member-at-Large seat to an Elected Official seat and to add an additional Elected Official Seat.
• Local jurisdictional counsel interpreted a California law to mean that if an elected official was elected to the CoC board, they would have the resign their position a government official.
Recommended modifications to the Governance Charter:
•Eliminate 1 Elected Official Seat•Revert the other Elected Official Seat back to a
Member-at-Large seat.
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Staff Report
Item VII.C.
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Calendar and Upcoming Events
Item VII.D.