HomeMy WebLinkAboutHomeless Strategy.Attach 1.County Initiative
San Bernardino County
Vision
Purpose
The purpose of the San Bernardino County Homeless Partnership is to end chronic
homelessness and reduce the instance of episodic homelessness in the County of San
Bernardino. This will be accomplished through collaborative partnerships with federal,
state, and local governments, social service agencies and community and faith-based
organizations.
Vision
The San Bernardino County Homeless Partnership believes that everyone deserves a
home. To this end, the 10-Year Strategy to End Homelessness was developed as a
blueprint for ending homelessness county-wide.
Guiding Principal
Solving the community wide challenges associated with ending homelessness requires
visionary leadership from County and city elected officials with a commitment to the
strategy and recommendations in the 10-Year Strategy to End Homelessness.
Thank you
to the many people and organizations who have participated in preparing
this plan and who have committed their leadership expertise and guidance
to the success of this plan’s development.
San Bernardino County Office of Homeless Services (OHS)
website: http://www.sbcounty.gov/ohs/
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness
10-Year Strategy to End Homelessness
Table of Contents
A. Executive Summary............................................................................................1
B. Introduction ..........................................................................................................4
C. Community Planning Process..............................................................................7
D. Determining the Number of Persons to be Served...............................................7
E. The “Hidden” Costs of Homelessness and Cost Benefit Analysis ......................10
F. Action Steps
1. Homeless Prevention.................................................................................13
2. Community Integration Strategies ..............................................................16
3. Outreach and Engagement System for Chronically
Homeless Persons....................................................................................20
4. Centralized Assessment and Regional Referral and
Service Delivery System............................................................................22
5. Income and Support Services ....................................................................23
6. Shorten Homelessness..............................................................................25
7. Permanent Housing...................................................................................26
8. Homeless Management Information System .............................................32
9. Community Issues .....................................................................................33
10. Funding the Strategy..................................................................................38
11. Measuring Performance.............................................................................39
G. Priorities .............................................................................................................41
Appendices:
Appendix A: Guiding Principles .........................................................................42
Appendix B: 10-Year Strategy Participants ........................................................45
Appendix C: The Hidden Costs of Homelessness (Partial List) .........................50
Appendix D: Grantees of Homeless Prevention and Rapid
Re-Housing Program ...................................................................51
Appendix E: Recovery Act Investments in HUD Programs................................53
Appendix F: Recovery Act Requirements..........................................................55
Appendix G: Resource Grids .............................................................................57
Appendix H: Glossary........................................................................................62
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 1
A. Executive Summary
San Bernardino County 5th District Supervisor, Josie Gonzales stepped forward to lead the effort
in developing a 10-Year Strategy to End Chronic Homelessness, bringing together other
members of the Board of Supervisors, county government, city mayors, and a host of other
community partners to support the mission. This plan is a call to action by the County of San
Bernardino’s Homeless Partnership 10-Year Planning Committee. Beginning in March 2008, the
San Bernardino County Homeless Partnership 10-Year Planning Committee met to develop a
strategy to end homelessness in San Bernardino County. The intent was to achieve consensus
on how to end homelessness in San Bernardino County. The report that follows exemplifies the
spirit of cooperation and the honest exchange of ideas to arrive at policy recommendations that
the Homeless Partnership 10-Year Planning Committee believes should be adopted to begin
the process of ending homelessness.
The 2007 San Bernardino County Homeless Census identified 7,331 persons either living on
the streets or in facilities that serve homeless persons. This count represents a significant
increase (39%) of homeless persons since the 2003 Homeless Census.
Although the problem of homelessness is multi-faceted, the inability of extremely low-income
households to afford housing is an overriding concern. The United States Department of
Housing and Urban Development (HUD) defines housing affordability as a household spending
no more than 30% of its monthly income on rent and utilities. Accordingly, households with
annual incomes of $25,000 should be spending no more than $625 a month for housing
expenses, but units leasing at this rate cannot be found in San Bernardino County where the
proposed Fair Market Rents for even an efficiency unit has been set by HUD at $867 per month.
There is a growing sense of awareness that there are substantial public and private “hidden”
costs associated with homelessness. A number of recent studies and cost benefit analyses
have been completed to calculate the costs of maintaining the status quo versus establishing a
new service-delivery model. These studies reveal that “managing” homelessness has kept
persons in a state of homelessness over the course of months and years by providing them on-
going basic emergency resources such as food, clothing, health care and emergency shelter
without adequate resources to obtain and maintain affordable housing.
As a result, as noted in these studies, homeless persons become frequent and lengthy users of
hospital emergency services, emergency shelters, emergency assistance centers, and
correctional facilities because they lack a permanent housing environment which would better
care for their daily needs. Some of the “hidden” and “persistent” costs of homelessness to local
jurisdictions are the result of on-going interventions by:
• Emergency health care providers
• Paramedics
• Law enforcement
• Emergency psychiatric responders
• Temporary motel voucher providers
• Emergency shelter providers (particularly winter shelter providers) with little or no case
management.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 2
Local stakeholders agree that the frequent use of local public resources by chronic homeless
persons is not only costly but is also ineffective in ending homelessness. For example, a
homeless person’s immediate health care need may be met by a visit to the emergency room,
but the homeless experience persists which further compromises that person’s health. As
several studies note, tens of thousands of dollars (and in some cases hundreds of thousands of
dollars) are often spent on each chronic homeless person annually, while at the end of the year
most of them, if not all, remain homeless.
Once a household becomes homeless it generally costs thousands of dollars to help it regain
housing. The longer a household remains on the streets, the less likely it will retain such
resources as clothing, education, employment, food, health care, etc. Households often turn to
drop-in centers and/or shelters and this experience tends to have adverse affects on children
and parents the longer they use these services.
It is less expensive to provide permanent supportive housing to chronic homeless persons than
to continue to provide costly services while they live on the streets year-after-year. Permanent
supportive housing allows for the stable and monitored provision of services while helping
chronic homeless persons maintain housing. Service provision often results in chronic homeless
persons receiving a source(s) of income to pay a portion of the rent. Reliance on costly local
public services is reduced because they are better able to take care of their health. Finally, by
being stably housed, the likelihood of being arrested for quality-of-life related criminal activities
is reduced.
Local stakeholders believe that the overall quality of life for residents of communities including
homeless persons can be significantly improved as the negative impacts of individuals living
and sleeping on the streets are reduced by discouraging “managing” homelessness through
emergency resources and encouraging “ending” homelessness by providing the resources
necessary for persons to obtain and maintain affordable housing.
To address the problem of chronic homelessness, and ideally end it, the San Bernardino County
Homeless Partnership 10-Year Planning Committee has developed 25 specific
recommendations. These recommendations are organized under the following headings:
• Homeless Prevention
• Community Integration Strategies
• Outreach and Engagement System for Chronically Homeless Persons
• Centralized Assessment and Regional Referral and Service Delivery System
• Income and Support Services
• Shorten Homelessness
• Permanent Housing
• Homeless Management Information System (HMIS)
• Measuring Performance
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 3
Resources to implement the recommendations included in this report are inadequate to the task
at hand, but a number of federal, state and local funds have been identified and, if managed
strategically, can begin to fund programs and establish housing resources that over time will
show an impact. Coordination and cooperation among the various County and municipal levels
of government is needed to meet the challenges of ending chronic homelessness.
The San Bernardino County Office of Homeless Services (OHS) initiated a planning process in
March 2008 to develop a strategy to end homelessness in San Bernardino County. Utilizing the
committee structure of the San Bernardino County Homeless Partnership 10-Year Planning
Committee, OHS convened a number of meetings staffed by members of the OHS team. The
intent was to achieve consensus on the Planning Strategy for ending homelessness. The report
that follows exemplifies a spirit of cooperation and the honest exchange of ideas to arrive at
policy recommendations that the committee believes should be adopted.
OHS initially understood its mandate as planning to end chronic homelessness, but as it delved
into the topic a consensus emerged that the plan should focus on both chronic and non-chronic
homeless populations. As the housing crisis deepened and news of foreclosures and families
being pushed into homelessness increased, OHS felt that to limit its work to only the chronic
population could create new gaps in the already challenged Continuum of Care. Accordingly,
this report includes recommendations to end homelessness within the chronic, episodic, and at-
risk populations.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 4
B. Introduction: The Persistent Problem of Homelessness
The problem of homelessness has persisted across the United States for decades and what is
true nationally, is equally true in San Bernardino County. Over the past two decades resources
to address the problem of homelessness have been made available by the United States
Department of Housing and Urban Development (HUD) and other Federal and State agencies.
HUD has encouraged communities to develop a “Continuum of Care” to assist a broad range of
homeless populations. By a Continuum of Care, HUD has in mind the establishment of diverse
programs, services, and housing options that are well integrated and capable of responding
flexibly to address the needs of homeless individuals and families, and reduce the incidence of
homelessness in Continuum of Care communities by assisting homeless individuals and
families to move to self-sufficiency and permanent housing.
A complete Continuum of Care consists of emergency shelters, transitional housing, and
permanent (supportive) housing, plus supportive social services being in place to assist
homeless persons navigate through the system and remain stably housed. Among the critical
services that a community needs to have in place are the following:
• Outreach
• Case management
• Mental health services
• Medical services
• Recovery services
Many communities throughout San Bernardino County have gone much further and have a
broader array of services that includes: legal services, transportation, child care, education, job
search and training assistance and dental care. The most comprehensive continua have also
put into place homeless prevention services, recognizing that the costs of avoiding
homelessness in the first place are far less than rehabilitating a person after a long period of
living on the streets. The 10-Year Planning Committee conducted its work with a common
understanding that there are large gaps in the Continuum of Care in San Bernardino County
and efforts should be undertaken to improve its overall functioning.
Thus, despite the fact that substantial federal assistance has helped large numbers of
individuals and families, a considerable number of homeless persons have remained homeless,
some for long periods of time. Even when a household is assisted and moves into a stable
housing situation, it is often replaced by another household made newly homeless. The rising
unemployment rate and credit pressures on families in San Bernardino County have pushed
many homeowners into homelessness. Fortunately, families tend to have shorter episodes of
homelessness when compared to individuals with either a substance abuse or mental health
disorder. The needs in San Bernardino County far surpass the available resources that San
Bernardino County and not-for-profit providers administer.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 5
In 2001, President Bush challenged the 100 largest cities to face up to the problem of chronic
homelessness. In 2003, the U.S. Conference of Mayors extended the Bush Administration’s
challenge and encouraged most jurisdictions to complete 10-Year Strategies to End
Homelessness. In June 2003, the Mayors Conference unanimously passed a resolution that
“strongly encourages cities to create and implement strategic plans to end homelessness
(including chronic homelessness) in 10 years.” In March 2005, the National Governors
Association extended its support by encouraging state governments to coordinate efforts with
federal and local government including 10-year planning efforts in order to end chronic
homelessness.
There are approximately 300 cities, counties, and states that have now completed or are
completing 10-Year Strategies to End Homelessness. Some of the 300 jurisdictions have
already begun implementing plans and are reporting positive results.1 The recommendations in
this report are based upon significant input from committee members who considered proven
practices from other jurisdictions.
New Solutions
The United States Interagency Council on Homelessness (USICH) has encouraged the
increasing number of jurisdictions that have completed (or are completing) 10-year Strategies to
recommend courses of action that end and not manage or maintain homelessness. A typical
example of managing and maintaining homelessness involves moving homeless people from
food and meal programs to emergency shelters and back to food and meal programs day after
day, week after week, month after month, and—for an increasing number of homeless
persons—year after year. Managing and maintaining homelessness also involves moving
homeless people in and out of motels, winter shelters, and correctional institutions which also
perpetuates an ongoing cycle of homelessness.
Planning to end homelessness involves a different approach to homelessness which is
delineated in the recommendations provided in this report. This approach involves focusing new
and existing tools and resources on three (3) sub-populations of homeless persons. The
approach encompasses all homeless and those at risk of becoming homeless within the
County. The three (3) sub-populations include:
• Chronic homeless persons
• Episodic homeless persons
• Persons at risk of becoming homeless
1 “Evidence that Chronic Homelessness is yielding to planful partnerships, strategic solutions, and
innovative ideas at USICH Second Annual National Summit on Innovation for Jurisdictional Leaders,” U.
S. Interagency Council on Homelessness e-newsletter, March 15, 2007.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 6
• Chronic Homeless Persons
HUD defines chronic homeless persons as individuals who are homeless for one (1) year or
more, or four (4) times in three (3) years, and have a mental illness or other disability and/or
substance abuse problem.2 They are often the most visible and the hardest to reach of all
homeless persons.
Organizations and individuals throughout San Bernardino County provide emergency
assistance to chronically homeless individuals that often result in managing and maintaining the
chronic homeless experience. National and local studies have demonstrated that many people
remain homeless year after year after hundreds of thousands of dollars are spent on emergency
assistance.3
Conversely, fewer resources such as the Assertive Community Treatment (ACT) Program and
permanent supportive housing are provided to chronic homeless persons to help end the
homeless experience. Thus, ACT, permanent supportive housing, and other effective tools and
resources are recommended in this document.
• Episodic Homeless Persons
Episodic homeless persons are individuals or families who are homeless for a short period of
time – days, weeks, or months – not a year or more. The Institute for Urban Research and
Development estimates that 60% of persons who are homeless in San Bernardino County on a
given day, are not homeless one year later.
Comparatively speaking, episodic homeless persons are no longer homeless for extended
periods of time because of the services provided by local government, non-profit organizations,
faith based organizations, community service groups, businesses, and volunteers. Thus, there
are several recommendations that underline the need to support existing non-residential and
residential homeless services such as case management based shelters and transitional
housing programs.
2 Chronic homelessness is fully defined by HUD as “A person who is an unaccompanied homeless
individual with a disabling condition who has either been continuously homeless for a year or more OR
has had at least four (4) episodes of homelessness in the past three (3) years. In order to be considered
chronically homeless, a person must have been sleeping in a place not meant for human habitation (e.g.,
living on the streets) and/or in an emergency homeless shelter.” A disabling condition is defined as “a
diagnosable substance use disorder, serious mental illness, developmental disability, or chronic physical
illness or disability, including the co-occurrence of two or more of these conditions.” A disabling condition
limits an individual’s ability to work or perform one or more activities of daily living. An episode of
homelessness is a separate, distinct, and sustained stay on the streets and/or in an emergency homeless
shelter. A chronically homeless person must be unaccompanied and disabled during each episode.”
3 See “Costs of Serving Homeless Individuals in Nine Cities,” The Lewin Group, November 19, 2004;
“The Do-It-Yourself Cost-Study Guide: Assessing Public Costs Before and After”.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 7
• Persons At Risk of Becoming Homeless
Persons at risk of becoming homeless have limited income and often have to choose between
paying their rent or mortgage and other daily living costs which often put them at risk of
becoming homeless.4 The Institute for Urban Research and Development estimates that a large
majority of households at risk of becoming homeless and who eventually become homeless do
not seek and/or receive resources until the day(s) immediately before or after they become
homeless. Once a household becomes homeless it generally costs thousands of dollars or more
to help these households gain housing once again.
The recommendations in this report concerning homelessness will help households before they
become homeless and may cost less in resources to keep them housed. Residents have been
asking if homelessness can actually end in their communities. If implemented, the
recommendations concerning homeless prevention will end homelessness for a large majority
of persons who may become homeless and thus break the cycle of continuous homelessness.
C. Community Planning Process
The San Bernardino County Office of Homeless Services (OHS) initiated a planning process in
March 2008 to develop a strategy to end homelessness in San Bernardino County. Utilizing the
committee structure of the San Bernardino County Homeless Partnership 10-Year Planning
Committee, OHS convened a number of meetings staffed by members of the OHS team. The
intent was to achieve consensus on the Planning Strategy for ending homelessness. The report
that follows exemplifies a spirit of cooperation and the honest exchange of ideas to arrive at
policy recommendations that the committee believes should be adopted. A list of the
participants at these meetings is included in Appendix B.
OHS initially understood its mandate as planning to end chronic homelessness, but as it delved
into the topic a consensus emerged that the plan should focus on both chronic, episodic, and at-
risk homeless populations. As the housing crisis deepened and news of foreclosures and
families being pushed into homelessness increased, OHS felt that to limit its work to only the
chronic population could create new gaps in the already challenged Continuum of Care.
Accordingly, this report includes recommendations to end homelessness within the chronic,
episodic, and at-risk populations.
D. Determining the Number of Persons to be Served
• Persons Living on the Streets or in Facilities
The 2007 San Bernardino County Homeless Census identified 7,331 persons either living on
the streets or in facilities that serve homeless persons.5 This count represents a significant
increase (39%) of homeless persons since the 2003 Homeless Census.
4 “Permanent Supportive Housing: A guide for State and Local Jurisdictions,” Martha R. Burt, November,
2004.
5 The homeless count was conducted in the early morning hours of February 27th and 28th, 2007.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 8
Persons who met HUD’s definition of homelessness were included in the count. According to
HUD a person is considered homeless when residing in one of the following places:6
• In places not meant for human habitation, such as:
− Cars
− Parks
− Sidewalks
− Abandoned buildings
• In an emergency shelter
• In transitional housing.
Year of Study # of
Homeless persons
% of
increase
2003 Homeless Census 5,270 -
2007 Homeless Census 7,331 39%
Of the 7,331 homeless persons counted in 2007, 6,111 were living on the streets and 1,220
were living in emergency shelters, transitional housing, domestic violence facilities, and places
in which homeless persons were able to use vouchers.
HUD does not consider persons who are “doubled up” to be homeless. Rather, for HUD this
population may be considered “at-risk” and are thereby excluded from the homeless count. It
should be noted that the Department of Education uses a different definition of homelessness
which includes doubled-up households as being homeless.7
6 This definition differs from that used by the U.S. Office of Education that includes persons in doubled-up
conditions as homeless. To HUD, these households are in an “at risk” situation, but are not literally
homeless.
7 McKinney-Vento Act Sec. 725(2); 42 USC 11435(2).
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 9
• Persons At Risk of Becoming Homeless
According to the U. S. Census Bureau’s 2007 American Community Survey8, 12% or 240,000 of
San Bernardino County’s 2,000,000 residents were living below the poverty level.9
Table 1: Scope of Problem - Poverty notes that 25% of female household families10 had
incomes below the poverty level. In addition, 16% of related children under age 18, 10% of all
families, and 8% of residents 65 years of age and older were living below the poverty level.
Table 1:
Scope of Problem: Poverty
Poverty Rates, San Bernardino County, 2007
0%
5%
10%
15%
20%
25%
30%
Persons 65 and older All Families Related Children Under
18 years
Female Household
families
Populations
Source: American Community Survey, 2007
Moreover, the 2007 American Community Survey reports that approximately 12% or 71,094 of
the 592,449 households living in San Bernardino County had an annual household income of
less than $25,000. Roughly half of these households or 63,822 had an annual household
income of less than $15,000 and nearly 25% (n= 32,958) had annual household incomes of less
than $10,000.
8 As noted by the U. S. Census Bureau, the American Community Survey is a nationwide survey
designed to provide communities a fresh look at how they are changing. It will replace the decennial long
form in future censuses and is a critical element in the Census Bureau's reengineered 2010 census.
9 Following the Office of Management and Budget's (OMB's) Directive 14, the U. S. Census Bureau uses
a set of money income thresholds that vary by family size and composition to detect who is poor. If the
total income for a family or unrelated individual falls below the relevant poverty threshold, then the family
or unrelated individual is classified as being "below the poverty level."
10 Defined by the U. S. Census Bureau as “A female maintaining a household with no husband of the
householder present.”
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 10
E. The Hidden Costs of Homelessness and Cost Benefit Analysis
Homelessness is a persistent problem that impacts cities and communities, including San
Bernardino County. In order to overcome this problem, a new approach is needed—one that
seeks to end homelessness and not just manage the problem. The strategy outlined in this
report proposes a series of action steps (Section F) that when implemented will begin to end
homelessness throughout San Bernardino County. Local stakeholders believe that it is
important to understand the hidden costs of homelessness so that communities may appreciate
how ending homelessness is not simply a question of doing the right thing, but it is also the
economical thing to do.
• Background Information
There is a growing sense of awareness that there are substantial public and private “hidden”
costs associated with homelessness. A number of recent studies and cost benefit analyses
have been completed to calculate the costs of maintaining the status quo versus establishing a
new service-delivery model.11 These studies reveal that “managing” homelessness has kept
persons in a state of homelessness over the course of months and years by providing them
ongoing basic emergency resources such as food, clothing, health care and emergency shelter
without adequate resources to obtain and maintain sustainable affordable housing.
As a result, as noted in these studies, homeless persons become frequent and lengthy users of
hospital emergency services, emergency shelters, emergency assistance centers, and
correctional facilities because of a lack of a permanent housing environment which would help
better care for daily needs. Some of the “hidden” and “persistent” costs of homelessness to local
jurisdictions are the result of ongoing interventions by:
• Emergency health care providers
• Paramedics
• Law enforcement
• Emergency psychiatric responders
• Temporary motel voucher providers
• Emergency shelter providers (particularly winter shelter providers) with little or no case
management
In addition, there are harder to calculate quality-of-life costs associated with the impact of
homeless persons on local businesses and business districts, tourism, court systems, and
public facilities such as libraries and parks.
The City of Denver completed a cost benefit analysis that was based upon its Denver Housing
First Collaborative (DHFC). The goals of the DHFC are to increase the residential stability and
overall health status of chronically homeless individuals while reducing the utilization and costs
of emergency services being provided to chronically homeless persons with taxpayer funds.
11 Following the Office of Management and Budget's (OMB's) Directive 14, the U. S. Census Bureau uses
a set of money income thresholds that vary by family size and composition to detect who is poor. If the
total income for a family or unrelated individual falls below the relevant poverty threshold, then the family
or unrelated individual is classified as being "below the poverty level."
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 11
The cost benefit analysis focused on “examining the actual health and emergency service
records of a sample of participants of the DHFC for the 24 month period prior to entering the
program and the 24 month period after entering the program.” The findings document an overall
reduction in emergency service costs for the sample group. The total emergency related costs
for the sample group declined by “73%, or nearly $600,000 in the 24 months of participation in
the DHFC program compared with the 24 months prior to entry in the program.” The total
emergency cost savings averaged $31,545 per participant.12
The City of Portland has established a similar collaborative known as the Community
Engagement Permanent Supportive Housing (CEPSH) Program which focuses on chronic
homeless persons. The impact of the program has been significant and noted as follows:
• Approximately 300 clients are served annually who were homeless for an average of 8.6
years;
• 80% of CEPSH clients continue to be housed one year after enrollment in the program;
• One year’s cost savings from providing assertive case management and safe housing is
over $16,000 per client, down 38.7% from the cost of incarceration, emergency and in-
patient health care.13
12 Denver Housing First Collaborative, “Cost Benefit Analysis and Program Outcomes Report,” December
11, 2006.
13 Moore, Ph.D., T. L. and Central City Concern, Estimated Cost Savings Following Enrollment In The
Community Engagement Program: Findings From A Pilot Study Of Homeless Dually Diagnosed Adults,
June 2006.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 12
• Hidden Costs of Chronic Homelessness
As previously stated, increasing evidence reveals that reducing chronic homelessness also
results in significant reductions in ambulance fees, arrests, court costs, emergency room visits,
health clinic visits, hospital admissions, incarcerations, and substance abuse treatment.14
Conversely, increases in the number of chronic homeless persons and/or the amount of time
that persons remain homeless often results in frequent use of costly local public resources such
as the criminal justice and health care systems. A partial list of local costs for these services is
provided in Appendix C.
Local stakeholders agree that the frequent use of local public resources by chronic homeless
persons is not only costly but is also ineffective in ending the experience of being homeless.15
For example, a homeless person’s immediate health care need may be met by a visit to the
emergency room, but their homeless experience persists which further compromises that
person’s health. As several studies note, tens of thousands of dollars (and in some cases
hundreds of thousands of dollars) are often spent on each chronic homeless person annually,
while at the end of the year most of them, if not all, remain homeless.
• Hidden Costs of Last Minute Homeless Prevention Efforts
Once a household becomes homeless it generally costs thousands of dollars to help regain
housing. The longer a household remains on the streets, the less likely it will retain such
resources as clothing, education, employment, food, health care, etc. Households often turn to
drop-in centers and/or shelters and this experience tends to have adverse affects on children
and their parents the longer they use these services.
• Opportunities to Offset Hidden Costs
It is less expensive to provide permanent supportive housing
to chronically homeless persons than to continue to provide
them costly services while they live on the streets year-after-
year. Permanent supportive housing allows for the stable
and monitored provision of services while helping chronic
homeless persons maintain their housing. Service provision
often results in chronic homeless persons receiving a
source(s) of income to pay a portion of their rent. In addition,
their reliance on costly local public services is reduced
because they are better able to take care of their health.
Finally, by being stably housed, the likelihood of being
arrested for quality-of-life related criminal activities is thereby
reduced.
14 “Emerging Research on the Costs of Homelessness,” Dennis P. Culhane, University of Pennsylvania,
n.d.
15 “In the Cities: G2B2G Communities Conduct Cost-Benefit Studies”, in United States Interagency
Council on Homelessness e-Newsletter, January 6, 2006.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 13
Helping “at-risk” households maintain housing is less costly, more effective, and more humane
than helping households obtain housing only after they become homeless. Once a household
becomes homeless it generally costs thousands of dollars to help them regain housing and the
longer a person or family remains without permanent housing, the more costly it becomes to
reestablish tenancy. The temporary supplemental resources needed to maintain an at-risk
family in its housing is generally a matter of a few hundred dollars as compared to the
thousands needed to stabilize a family and relocate it in housing. Prevention and early
intervention offers the best hope in reducing the costs associated with helping persons obtain
housing after they begin living on the streets and/or in shelters.
Local stakeholders believe that the overall quality of life for residents of communities including
homeless persons can be significantly improved as the negative impacts of individuals living
and sleeping on the streets are reduced by discouraging “managing” homelessness through
emergency resources and encouraging “ending” homelessness by providing the resources
necessary for persons to obtain and maintain affordable housing.
F. Action Steps
1. Homeless Prevention
The San Bernardino County Homeless Partnership 10-Year Planning Committee has concluded
that there is an annual cycle of homelessness in which a number of persons exit homelessness
only to be replaced by other persons who have lost their homes and become newly homeless.
This cycle involves more than the 7,331 persons living on San Bernardino County streets or in
facilities that serve homeless persons on a given day. Approximately 38.3% (2,800) of the
7,331 persons have been homeless for one year or more and are likely to remain homeless for
another year or longer. Approximately 61.7% (4,500) of the 7,331 persons will break the cycle
and access housing in part through the combined efforts and resources of service providers that
help them obtain housing.
Unless something is done to limit the number of new homeless cases, despite helping 4,500
leave the streets 4,500 new persons will become homeless during this same period to replace
the 4,500 persons who are no longer homeless.
To address the problem of homelessness and ideally end it, the San Bernardino County
Homeless Partnership 10-Year Planning committee has developed 25 specific action
recommendations to be undertaken throughout San Bernardino County.
Recommendation 1: Implement countywide homeless prevention strategies to prevent
individuals or families from becoming homeless.
Homeless prevention strategies should provide at-risk households with opportunities to receive
wide-ranging consumer-centric supplemental resources “under one roof” to help maintain
housing. Prior to receiving services or resources, an intake and assessment should be
completed by an experienced and competent case manager. The assessment will verify
eligibility, identify needs, provide resources, and develop an action plan for each household. In
addition, necessary homeless prevention strategies should encourage recipients of assistance
to work with a case manager on a long-term basis.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 14
Supplemental resources that should be made available to at-risk households include:
• Behavioral health services
• Benefit counseling including public assistance
• Credit repair
• Employment services
• Eviction prevention
• Health care (including medications and dental services)
• Landlord-tenant mediation
• Legal services
• Money management
• Rebuilding family networks
• Rental assistance
• Substance abuse screening and referrals
• Transportation assistance
• Utility assistance
• Veteran benefits
Recommendation 2: Use funding from the American Recovery and Reinvestment Act of 2009
“Homeless Prevention and Rapid Re-Housing Program” (HPRP) for supplemental resources
including rental assistance and utility assistance.
The American Recovery and Reinvestment Act of 2009 (ARRA) was signed into law by
President Obama on February 17, 2009. ARRA includes more than $13 billion for projects and
programs administered by HUD of which more than $100 million has been granted to
jurisdictions within Southern California and nearly $7 million to jurisdictions within San
Bernardino County.
A. Use of Funds
Eligible uses of funds are to:
• Promote energy efficiency and creating green jobs;
• Support shovel-ready projects and assisted housing improvements;
• Promote stable communities and help families hardest hit by the economic crisis.
See Appendix E for a list of programs that list those activities that are designated by HUD under
the three (3) objectives noted above.
HUD notes that the Homelessness Prevention Fund “will provide financial assistance and
services to prevent individuals and families from becoming homeless and help those who are
experiencing homelessness to be quickly re-housed and stabilized.” Funds are “intended to
target individuals and families who would be homeless but for this assistance.” Assistance may
include “short-term or medium-term rental assistance and housing relocation and stabilization
services, including such activities as mediation, credit counseling, security or utility deposits,
utility payments, moving cost assistance, and case management.”
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 15
B. Grantees and Allocation Amounts
HUD released HPRP formula allocations including grantee and allocation amounts for the entire
country that totaled nearly $1.5 billion ($1,492,500). Eligible applicants include “Metropolitan
Cities, urban Counties and States” and funds are to be distributed to local governments and
private nonprofit organizations”. Nearly $7 million ($6,823,182) has been granted to jurisdictions
within San Bernardino County including a County allocation. Grantee and allocation amounts for
San Bernardino County are as follows:
American Recovery and Reinvestment Act of 2009:
Homeless Prevention and Rapid Re-Housing Program
(HPRP)
Formula Allocations
Grantee Allocation
Fontana $783,380
Ontario $997,869
Rialto $546,485
San Bernardino City $1,455,066
San Bernardino County $3,040,382
Total: $6,823,182
C. Regulations and Requirements
See Appendix F for current details. Reporting requirements were released by HUD on May 13,
2009.
Recommendation 3: Implement a community outreach and education campaign that raises
awareness about households at risk of becoming homeless and provides information about
resources available through homeless prevention programs. This effort should leverage the
2-1-1 System for easy access where appropriate.
The 2-1-1 system is a toll-free phone number that provides information and referrals for health
and social services. The goal of 2-1-1 is to provide timely, effective access to accurate and
comprehensive information and referrals for the residents of San Bernardino County, and
provide coordination support in times of disaster.
Raising awareness can be accomplished through several means of communication that provide
at-risk households (and those groups and individuals that want to help them) with information
and resources to assist the household maintain housing. Such means of communication should
include:
• A “Homeless Prevention Resource Guide” that provides a description of, and contact
information for homeless prevention resources;
• “Homeless Prevention Week” that raises awareness concerning families and
individuals who are at-risk of homelessness and the resources available to help;
• Posters, flyers, and brochures containing contact information for those at-risk of
homelessness that would be:
− Made available at public counters including libraries, schools, post offices, and
City Hall public service counters;
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 16
− Delivered for distribution at local committees, coalitions, and task force meetings;
− Delivered to post offices and distributed at local community, educational, and
recreational service centers and organizations including religious congregations;
− Made available to property owners and managers to distribute to renters.
• Information concerning homeless prevention made available on existing web sites of
community organizations including local jurisdictional web sites;
• Public service announcements that provide contact information for homeless
prevention resources;
• Contact information enclosed in utility bills for homeless prevention assistance;
• Provide 2-1-1 information cards to the homeless, and promote the 2-1-1 system as a
free and confidential referral service.
Providing information about resources available through homeless prevention programs is also
necessary to ensure that households at risk of becoming homeless receive essential resources
to maintain housing. The Homeless Partnership 10-Year Planning Committee recommends
each city jurisdiction encourage faith based organizations, neighborhood groups, and other
community based organizations, to “adopt a neighborhood.” Adopting a neighborhood would
consist of distributing and/or posting homeless prevention program materials throughout the
adopted neighborhood including:
• Neighborhood resource centers that provide community services to residents such
as education, employment, health, and recreation;
• Stores, markets and repair shops;
• Businesses including those providing check cashing services, payroll advances, and
short-term loans;
• Schools, both public and private;
• Places with public counters such as post offices, welfare offices, libraries, parks, etc.;
• Community health clinics; and
• Other appropriate places.
2. Community Integration Strategies
Recommendation 4: Formalize protocols and improve the coordination of discharge planning.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
establishing and strengthening discharge planning protocols among the key institutional
systems of care and supervision. The purpose of such protocols is to close the “front door” to
homelessness so that new persons do not find themselves living in the community without the
social and economic supports necessary to access and maintain themselves in a safe
environment.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 17
The institutions and systems of care that are most central to limiting the creation of newly
homeless persons upon discharge are the:
• Medical
• Foster Care
• Mental health
• Corrections (including probation programs).
Proper discharge planning helps prepare a person for independent living prior to discharge so
that he/she may become reestablished in the community with the supports and referrals
necessary to avoid a future relapse into homelessness or further institutional care.
The State of California mandates that each county provide discharge planning for Foster Care
youth. Designated case managers at the San Bernardino County Children and Family Services
(CFS) are responsible for creating an individual plan for each youth leaving the Foster Care
system, including a housing plan.
CFS is responsible for carrying out the mandate that children and youth in Foster Care are
returned to their families or settings other than HUD McKinney-Vento funded beds. In addition,
the State Child Welfare Agency has aftercare social workers that connect youth aging out of the
Foster Care system to mainstream services such as educational and vocational opportunities,
financial services, and mental health and substance abuse services, which will ultimately help
them stay housed.
As this report is being prepared, San Bernardino County is undergoing a review of the discharge
protocols in place relative to the health care system (both public and private). To date, no
coordinated plan of discharge has been put in place among the hospitals. OHS recommends
the establishment of a recuperative care program flexible enough to address the needs of a
variety of homeless persons and families with medical problems. This alone will go a long way
toward seeing that persons are not discharged to the street, but have a safe and supportive
environment available to receive them and address their emergent needs.
The San Bernardino County Department of Behavioral Health (DBH) has implemented
enhanced and updated discharge planning protocols in light of new resources made available
through the California Mental Health Services Act (MHSA). The current protocols require
planning for all discharges from locked psychiatric facilities. Discharges from acute psychiatric
facilities receive full after-care plans that include linkages to local clinics and several weeks of
medications to sustain them until a medication visit is scheduled. The Assertive Community
Treatment (ACT) Team for High-Utilizers places homeless persons in Board and Care or
Residential Treatment facilities. The availability of Full Service Partnership (FSP) funding
through MHSA permits DBH to provide approximately $15,000 in services per person, per year
to High-Utilizers. These resources are provided on a wrap-around basis so that each person
receives a unique set of services to assist him or her to avoid future institutional placements
and/or homelessness. The availability of flexible FSP resources enables DBH to go to
extraordinary lengths to assist persons to avoid homelessness. A specialized mental health unit
works in San Bernardino County Jail to arrange for proper discharge of incarcerated persons
with mental health diagnoses.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 18
The State of California Department of Corrections discharges inmates to the county in which
they were sentenced. Inmates in the county detention center are released to the street. An
inmate release program, Face-to-Face, uses private resources to assist inmates at the point of
discharge with emergency transportation and housing assistance, but resources to operate this
program are scarce. Other agencies work with inmates while incarcerated in the Glen Helen
Detention Center. Of particular note is the Workforce Development Department’s (WDD)
program that provides a comprehensive case management and employment assistance
program to inmates within 30 days of discharge who express interest in securing employment.
Inmates with diagnosed mental health disorders (or who may be suspected of such disorders)
are referred to the Mental Health Services Unit that is located in the Detention Center.
Supervised Treatment After Release (STAR) is the treatment component of the Mental Health
Court System of Care. Individuals are generally referred while incarcerated in West Valley
Detention Center. Upon acceptance of terms and conditions of probation requiring health
treatment, STAR arranges for:
• Day-treatment
• Intensive case management
• Residential placement
• Drug and alcohol treatment
• Periodic court reviews
In upcoming years STAR is slated to be expanded with funding from the MHSA so that the
benefits of FSP resources will be available to assist chronic "High-Utilizers" (including chronic
homeless persons) receive a full array of services valued at approximately $15,000 per person
per year. This level of assistance will permit the STAR team to go to extraordinary lengths to
see that persons being discharged from the corrections system are not made homeless upon
discharge.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 19
The Homeless Partnership 10-Year Planning Committee believes that coordinating a
community-based approach to discharge planning will result in a more effective and coordinated
systems of care that will reduce the number of new persons entering the homeless system of
care. Community based solutions must be identified, strengthened, and expanded so that
special needs populations emerging from institutional care may live independently with dignity
and purpose.
The Homeless Partnership 10-Year Planning Committee
recognizes the problem of homelessness is multi-faceted
and involves matters under jurisdictional authority of
various levels of government. As a result, there is a
pressing need for inter-governmental coordination to
develop resources to assist homeless persons and
families. Specific actions to help ensure proper
discharge planning include:
• Adopting a “zero tolerance” policy towards
discharging persons into homelessness;
• Ensuring that public and private systems of care
have protocols and procedures for discharging
clients in place and are implementing them;
• Reviewing protocols on a regular basis and
updating and revising as necessary;
• Coordinating meetings and forums for homeless service providers and discharging
agencies to share information, plan for, and review discharges to the community;
• Establishing a referral-based case management system that will ensure a case manager
from a homeless service provider responds to the needs of persons leaving institutional
care;
• Providing interim transitional placements that provide short-term lodging to recently
discharged persons while they await placement in other types of housing when needed;
• Creating a recuperative care program for homeless persons being discharged from
hospitals and in need of ongoing medical care and supervision;
• Advocating for the strengthening and enhancement of existing social work practices
within the criminal justice system to find effective ways to reduce recidivism. This will
require special efforts to coordinate with the State of California Department of
Corrections;
• Reviewing the use of voucher assistance countywide to see if this resource may be
more effectively utilized to assist homeless households.
Planning and intervention by case managers including street outreach workers increases the
chances of helping homeless individuals find appropriate housing and services prior to being
discharged from systems of care. Ideally the outreach and discharge planning programs
maintain close communication so that each may support the efforts of the other; this will ensure
incidences of homelessness are shortened and that community based supports are in place to
assist persons obtain and remain in stable housing.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 20
3. Outreach and Engagement System for Chronically Homeless Persons
The San Bernardino County Homeless Partnership 10-Year Planning Committee believes that
the longer a person lives on the streets, the greater the likelihood that the underlying problems
that resulted in homelessness will exacerbate. As a result, street outreach and engagement is
essential particularly to prevent chronic homelessness and to help those persons who are
chronically homeless end their debilitating experience. Street outreach and engagement should
include the following traditional activities:
• Locating homeless people on the streets or in facilities and establish rapport;
• Assessing their needs;
• Linking homeless persons to supportive services with the ultimate goal of accessing
permanent housing.
In addition, street outreach and engagement should also include responding to community
requests for intervention with homeless persons, particularly from law enforcement agencies,
individual businesses and associations, and community residents and neighborhood
associations.
An increasing number of jurisdictions have adopted Assertive Community Treatment as an
action step necessary to achieve greater success with chronic homeless persons. Assertive
Community Treatment is a form of street outreach case management that is distinguished from
more traditional street outreach because the team:
• Consists of several multi-disciplinary team practitioners with knowledge of substance
abuse and vocational rehabilitation from the fields of:
− Psychiatry
− Nursing
− Psychology
− Social Work
• Brings the services to the homeless instead of bringing the homeless to the services;
• Supplies a wide variety of services to each client from the same group of specialists;
which means that members of the team do not have individual caseloads because the
team as a whole is responsible for each client;
• Operates with a team-to-client ratio of one (1) Clinician for every ten (10) clients;
• Is cross-trained in each other's areas of expertise to the maximum extent feasible;
• Provides services 24-hours a day, seven (7) days a week, for as long as they are
needed;
• Never discharges someone because they are too difficult or because they are not
making progress.
Recommendation 5: Establish a Central Contact Center that would respond to community calls
and concerns for traditional street outreach and engagement and/or assertive community
treatment.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 21
A Central Contact Center would help ensure traditional street outreach and engagement and/or
assertive community treatment teams reduce the number of chronically homeless persons and
the length of stay on the streets. The primary goal of these activities will be to help chronically
homeless persons obtain appropriate permanent housing by addressing their immediate
barriers to housing through supportive services so their service needs do not delay entry into
housing. The primary goal also includes providing supportive services while in housing so they
will be able to maintain housing. If chronically homeless persons are placed in emergency
shelter a “rapid exit” strategy that focuses on early identification and resolution of barriers to
housing through case management would be implemented in order for them to obtain
permanent housing.
A Central Contact Center should also help ensure the following:
• Appropriate street outreach and engagement services and/or assertive community
treatment teams be provided to homeless children in schools including family members
when necessary;
• Street outreach and engagement activities will be coordinated with County services
including public and private systems of care such as health care facilities, Foster Care or
other youth facilities, mental health providers, and correction programs and institutions
(e.g., jails, prisons, and probation programs).
The San Bernardino County Homeless Partnership 10-Year Planning Committee also
encourages street outreach and engagement and/or assertive community treatment teams
including central contact centers to be co-located with regional “one-stop” centers, noted in
Recommendation 8 of this report.
Recommendation 6: Expand Street Outreach and Engagement Services to include Multi-
disciplinary Practitioners and Services.
The San Bernardino County Homeless Partnership 10-Year Planning Committee believes each
street outreach and engagement team should include the necessary practitioners and services
to meet the wide-range of social service needs of homeless and chronically homeless persons
living on the streets. Such services should include health care, mental health care, and
substance abuse recovery. Chronic homeless persons often have a dual diagnosis of mental
illness and substance abuse that is often compounded by chronic health issues and other
needs.
Recommendation 7: Expand Street Outreach and Engagement Services to include Volunteers
from Various Community Groups.
The San Bernardino County Homeless Partnership 10-Year Planning Committee also believes
representatives from several public and private community based groups should be engaged
appropriately in street outreach and engagement efforts. Representatives from groups should
include but not be limited to citizen patrol, law enforcement, faith based groups, community
based organizations, volunteers, and non-profit employees.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 22
Education and training should be provided for community volunteers. Education should include
an understanding of chronic and episodic homelessness and the issues that lead to and
perpetuate it. Training should include how to interact with homeless persons. Interaction may
include indirect and direct contact with homeless persons. It is recommended that volunteers
first do a "ride-along" with street outreach workers and observe how they interact and help
homeless individuals and families.
4. Centralized Assessment and Regional Referral and Service Delivery System
The San Bernardino County Homeless Partnership 10-Year Planning Committee believes
centralizing non-residential, program-based case management services linked to housing
options (a “one stop” approach) is a more effective way to provide services than having
homeless persons navigate multiple systems of care throughout San Bernardino County.
Realizing that the size of the County and the fact that many communities lack resources and
accessible public transportation systems and that the homeless services system of care needs
to ensure geographic breadth, the Homeless Partnership 10-Year Planning Committee
recommends the following:
Recommendation 8: Establish Regional “One-Stop” Centers that contain the following
components:
• A standardized intake and assessment with related protocols to guarantee consistency
between regional centers;
• A wide-range of on-site or off-site social services including:
– Employment services
– Health care
– Housing placement
– Mental health care
– Substance abuse counseling and treatment
• Coordination among public and private agencies.
Basic emergency assistance such as food and clothing should not be provided at such One-
Stop Centers, but should only be available on a referral basis so that the Center is regarded by
both clients and the community as a place where serious work is undertaken by persons
interested in transforming their lives.
The San Bernardino County Homeless Partnership 10-Year Planning Committee also believes
regional one-stop centers should be phased in over time. One center should be established first
that would serve as a model for other regional centers.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 23
5. Income and Support Services
The San Bernardino County Homeless Partnership 10-Year Planning Committee recognizes
homeless persons have a wide-range of social service needs and case management services
including domestic violence, education, employment, health care, mental health care, substance
abuse, veteran benefits, and others are often required to meet their needs and help them to
obtain and remain stably housed. The Homeless Partnership 10-Year Planning Committee also
recognizes some homeless persons have permanent disabilities and are unemployable and
others are employable but unemployed. Both groups are in need of income support and support
services.
• Cash and Income Supplements
Mainstream resources provide income support for homeless persons who are either
permanently disabled (and outside of the labor force) and other homeless persons who are
employable but may be temporarily outside of the labor force. Mainstream resources are the
variety of federal and state government-assisted benefit programs. These resources provide
low-income persons (including individuals and families who are homeless) with cash payments
and supportive services for needs such as food, health care, housing, job training, and nutrition
services. For example, a homeless person who has a permanent disability may be eligible to
receive Supplemental Security Income (SSI) benefits administered by the Social Security
Administration. SSI provides a monthly stipend based upon eligibility requirements.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 24
Similarly, a homeless family may be eligible to receive Temporary Assistance for Needy
Families (TANF) which is also a federal program that provides a monthly stipend to working
families. Other mainstream entitlement programs include Food Stamps, Medi-Cal, Social
Security Disability Income (SSDI), Veteran's benefits, and Unemployment Insurance Benefits
(UIB), to name a few.
Recommendation 9: Use a Comprehensive Tool that Determines Potential Eligibility for
Mainstream Resources.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
the development of a comprehensive tool that determines potential eligibility for mainstream
resources. The tool would be based on the features of other such self-sufficiency calculators
and tools provided by organizations. This mainstream resource eligibility screening tool would
gather pertinent information that would help determine if an individual or family is eligible for
several mainstream resources including the ones noted previously. The Homeless Partnership
10-Year Planning Committee also recommends:
• Ongoing training, provided by mainstream resource providers, on how to identify
eligibility and program changes for mainstream programs;
• Integrating this tool into the Homeless Management Information System (HMIS).
The San Bernardino County Homeless Partnership 10-Year Planning Committee recognizes
support services through case management is necessary for nearly all, if not all, homeless
persons to obtain and maintain housing. Support services should include a wide-range of help
that includes domestic violence services, education, employment services, health care, housing
placement, mental health care, substance abuse counseling and treatment, and veteran
services. Intakes and assessments should include identifying case management needs for
homeless persons and such needs should be incorporated into a case management plan to
help homeless persons obtain and maintain appropriate housing. Currently, case management
services are not integrated into a single system of care across agencies. Particularly
challenging clients whose needs cross over numerous disciplines do not always receive
multidisciplinary services, despite their potential therapeutic benefit.
Recommendation 10: Appropriate case management services should be available to all
homeless persons whether they are on the street, accessing one-stop centers, in emergency
shelters or transitional housing, or receiving permanent supportive services.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
all new Continuum of Care programs establish a case management plan linked to HMIS with
appropriate support services for program participants. In addition, the Homeless Partnership 10-
Year Planning Committee recommends any existing Continuum of Care programs that do not
establish a case management plan with appropriate support services for program participants
begin to establish such a plan.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 25
6. Shorten Homelessness
The San Bernardino County Homeless Partnership 10-Year Planning Committee believes
shelters and transitional housing should have procedures to minimize the time persons are
homeless and develop standards for interim housing (shelters and transitional housing) that
promote housing placement in the most suitable setting as soon as possible.
Recommendation 11: Develop and execute a “rapid exit” strategy that focuses on early
identification and resolution of the barriers to housing through case management services in
order to facilitate the return of a homeless person to permanent housing as quickly as possible.
Implementing this recommendation will ensure that the shelter and transitional housing system
will be organized to minimize the length of time people remain homeless and the number of
times they become homeless. The Homeless Partnership 10-Year Planning Committee
maintains that allowing homeless persons to stay in shelters on an ongoing basis without a case
management plan is costly and often does not help them acquire the skills and resources
necessary to obtain and maintain permanent housing and live self-sufficiently. In addition, the
Homeless Partnership 10-Year Planning Committee believes permitting lengthy stays in mass
shelters have adverse affects on children and their parents.
Implementing a “rapid exit” strategy supports the “Housing First” approach which addresses
immediate barriers to housing through home-based case management so that a homeless
person's service needs do not delay his/her entry into permanent housing or permanent
supportive housing.
Recommendation 12: Implement a Rapid Re-Housing Approach for Households with
Dependent Children.
National and local research shows that rapid re-housing provides a critical link between the
emergency & transitional housing systems and permanent affordable housing for households
with dependent children. This "Housing First" approach focuses on helping families access and
sustain permanent housing as quickly as possible. There are four (4) primary actions that make
rapid re-housing possible. They are:
1. Crisis Intervention and Stabilization
2. Intake and Assessment
3. Assistance Moving into and Maintaining Permanent Housing
4. Home-Based Case Management
Crisis Intervention and Stabilization may involve placing households with children in temporary
housing such as shelters and transitional housing programs or placing such households into
permanent affordable housing.
An Intake and Assessment will be completed once they are placed in available housing that will
result in an action plan which includes short- and long-term goals and objectives with concrete
action steps for households in shelters or transitional housing to obtain housing or households
in permanent housing to maintain housing.
Assistance Moving into and Maintaining Permanent Housing will include rental assistance for a
short-period of time if needed.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 26
Home-Based Case Management will also be time-limited and focus on helping households
solve short-term problems and connect them to community services in order to meet short-term
and longer-term needs that include community-based social service, educational, employment
and health care systems that bring about stability, neighborhood integration, and improved
health and well-being of households. Local and national research has shown that formerly
homeless families are most at risk for another episode of homelessness during the first 90 days
in permanent housing.
As noted in Recommendation 2, nearly $7 million was granted to jurisdictions within San
Bernardino County for the Homeless Prevention and Rapid Re-Housing Program (HPRP) which
is a component of the American Recovery and Reinvestment Act of 2009 (ARRA) signed into
law by the President of the United States on February 17, 2009. Funding can be used to provide
financial assistance and services to prevent individuals and families from becoming homeless
and help those who are experiencing homelessness to be quickly re-housed and stabilized.”
Funds are “intended to target individuals and families who would be homeless but for this
assistance.”
7. Permanent Housing
This section contains action steps and related recommendations for two types of permanent
housing:
1. Permanent Supportive Housing
2. Permanent Affordable Housing
The current and in-development inventory of housing to assist the homeless in San Bernardino
County appears in Table 2: Continuum of Housing Options. The full range of housing types that
communities have developed and operate to assist homeless persons follows. The Homeless
Partnership 10-Year Planning Committee feels particular attention needs to be paid to the
development of permanent housing to assist homeless populations.
Permanent Supportive Housing
Permanent supportive housing provides residents with on-site and off-site social services in
order to help them maintain their housing. Such services often include employment, health care,
mental health care, and substance abuse treatment services. Residents usually pay no more
than 30% of their income for their basic housing costs of rent and utilities.
National and local studies have shown that permanent supportive housing is the most
successful solution to homelessness. These studies have also shown that permanent
supportive housing is a proven, cost-effective way to end homelessness for chronic homeless
persons. Such housing generally blends seamlessly into neighborhoods and many
developments are designed so that only a percentage of units are reserved for persons
emerging from homelessness. The continuum of housing options ranges from emergency
shelters to locked and highly structured institutional care (such as mental health hospitals and
jails).
Table 2 is organized to show the key operational factors by which residential settings differ.
The behavior of residents/inmates is either more or less highly monitored, particularly in regards
to the use of alcohol and drugs (either on-site or off-site).
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 27
Table 2: Continuum of Housing Options
Emergency Shelter Residential Treatment Transitional Housing Permanent Affordable Supportive Housing Sober Residence Safe Haven Group Home Locked Ward Prison or Jail Tenancy No No Yes Yes Yes Yes Yes Yes No No
Rent No No Yes Yes Yes Yes Yes Yes No No
Access vol. vol. vol. vol. Vol. vol. vol. vol. req. req.
Eligibility
Reqs. None Substance Abuse Targeted Populations None Targeted Populations Substance Abuse Co-occurring Disorders Varied Targeted Populations Targeted Populations Therapy No Yes Yes None Yes Yes Yes Yes Yes No
Income No Yes Yes Yes Yes Yes Yes Yes No No
Verifiable
Sobriety No Yes Varies No Varies Yes No Varies No No Behavior Limited Yes Yes Yes Yes Yes Yes Yes Strict Strict Screening Refs. Limited Yes Varies Yes Yes Yes Varies Yes No No
On-site No No No No No No No No No No Drug Use Off-site Yes No No No Monit. No Monit. No No No
On-site No No No Yes Varies No Varies Varies No No Al. Use Off-site Yes No No Yes Varies No Varies Varies No No Monitoring Behavior Limited Yes Yes Limited Yes Yes Yes Yes Strict Strict
Recommendation 13: Increase the Number of Emergency and Transitional Units
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
that in addition to the development of new permanent housing units for homeless households,
an additional emergency shelter be created with transitional units in strategic locations as
determined in the future by the Homeless Partnership 10-Year Planning Committee. Without
case management services in place, the likelihood that these residential services will end
homelessness is highly questionable. Therefore, the Homeless Partnership 10-Year Planning
Committee strongly recommends that any new emergency shelter or transitional housing should
have a case management component associated with it. Sources of funding for development of
affordable housing units are noted in the following two recommendations.
Recommendation 14: Implement a Housing First Approach
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
the adoption of a “Housing First” model of management which is premised on the belief that
homeless families are more responsive to interventions and social services after they are in
their own housing, rather than while living in emergency shelters or transitional housing
facilities. Housing First providers report that a greater percentage of households maintain
housing through this management approach as opposed to households that obtained
permanent housing after going through structured transitional housing programs.
Housing First providers also report that it is generally less expensive to provide housing and
services to homeless households through this service delivery modality than to provide mental
health services at an emergency shelter and/or transitional housing facility. Therefore, the San
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 28
Bernardino County Homeless Partnership 10-Year Planning Committee advocates that as many
homeless families and individuals be placed in permanent housing as quickly as possible with
only a minimum referred to transitional housing programs for enhanced stabilization services.
Recommendation 15: Obtain More Shelter + Care Certificates
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
the number of Shelter + Care tenant-based and sponsor-based rental assistance certificates be
increased. Shelter + Care assists homeless individuals and families with mental disabilities,
chronic substance abuse, and/or infected with HIV/AIDS by providing long-term affordable rental
housing and a broad range of supportive services. The goal of Shelter + Care is to increase the
participants’ independent living skills.
Under tenant-based rental assistance, the Housing Authority of San Bernardino County
requests funds to provide rental assistance on behalf of program participants who choose their
own housing units. Under sponsor-based rental assistance, the applicant (a non-profit agency)
provides rental assistance and housing units on behalf of program participants. Extremely low-
income homeless persons with Supplemental Security Income (SSI) benefits require a form of
rental assistance (like a Shelter + Care voucher) in order to access permanent housing. Taking
into account that the SSI benefit for a person living independently is $870 per month, the most
that this person should pay as rent (using the HUD 30% standard) is $26116. Given that the Fair
Market Rent for studio apartments in San Bernardino County is currently $896, there is a gap of
$635 per month that would have to be closed in order for a person on SSI to access and
maintain housing. Among the resources available to close this gap is the Shelter + Care
program.
Permanent Affordable Housing
The U.S. Department of Housing and Urban Development (HUD) defines "affordable" as
housing that costs no more than 30% of a household's monthly income. This means that rent
and utilities in an apartment or the monthly mortgage payment and housing expenses for a
homeowner should be less than 30% of a household's monthly income to be considered
affordable.
Recommendation 16: Increase the Number of Permanent Housing Units with an Emphasis on
the Development of Safe Havens.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
the number of beds of permanent supportive housing be increased. Currently, there are 189
beds either online or in development throughout San Bernardino County. The appropriate
number of additional units should be determined in the future by the 10-Year Planning
Committee.
16 Some programs permit a low-income resident to pay rent up to 40% which in this case would be $348.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 29
Permanent supportive housing varies in scale, density and configuration as a result of various
models. Such models include:
• Apartment buildings
• Single- and Multi-family housing
• Single room occupancy units
• Safe Havens
1. Apartment Buildings
Apartment buildings are often used for permanent supportive housing. Either 100% of units or a
portion of the units are designated as permanent supportive housing. Each household has their
own apartment. Such housing combines affordability with individualized supportive services with
the help of a case manager who helps them address the issues that caused their homelessness
in order to help them maintain their housing.
Figure 1: Homeless Housing Inventory, San Bernardino County, 2008
Individual Beds
Emergency Shelters
2. Single- and Multi-family Housing
Single- and Multi-family homes are also used for permanent supportive housing. Instead of each
household getting their own apartment unit, they get their own bedroom and share common
living areas such as a living room, dining room, and kitchen. Such housing also combines
affordability with individualized supportive services with the help of a case manager.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 30
3. Single Room Occupancy
Single room occupancy (commonly called “SRO") generally refers to a building that houses
people in single rooms. Such rooms may or may not have a private kitchen and bathroom which
means that tenants then share common bathrooms, kitchens, and dining rooms. SRO units are
not always enriched with supportive services. The San Bernardino County Homeless
Partnership 10-Year Planning Committee, however, recommends that residents have access to
on-site and/or off-site services.
4. Safe Haven
Safe Havens are low-demand, high-expectation programs with few initial requirements other
than the clients abstain from alcohol and/or other drug use while on the premises and not exhibit
threatening behavior. High-expectations reflect the probability that with time and appropriate,
non-threatening services, clients will become more amenable to accepting psychotropic
medications and other stabilization services as a first-step toward obtaining housing, services,
and benefits.
Safe Haven’s service population are often “chronically homeless” as defined by HUD. They are
unaccompanied homeless individuals with a disabling condition who have either been
continuously homeless for a year or more OR have had at least four (4) episodes of
homelessness in the past three (3) years. They also have a disabling condition which HUD
defines as ”a diagnosable substance use disorder, serious mental illness, developmental
disability, or chronic physical illness or disability, including the co- occurrence of two or more of
these conditions.” HUD also notes that to be considered chronically homeless, persons must
have been sleeping in a place not meant for human habitation (e.g., living on the streets) or in
an emergency homeless shelter during that time.
The characteristics noted above make it very difficult for the needs of the ”hardest-to-reach”
homeless persons to be addressed by outreach and housing programs such as emergency
shelters and transitional housing programs that serve the general homeless population.
Severely mentally-ill and chronically homeless individuals face unique barriers to move beyond
homelessness and Safe Havens are designed to facilitate their capacity to overcome them.
Moving beyond homelessness is also greatly reduced by the very nature of the disability which
disrupts judgment, motivation, and social skills. Because of the complex needs and resistance
to homeless services, a comprehensive and flexible array of specialized services and related
supportive efforts must be readily available to assist them. The proposed program would have a
non-residential and residential component that serves as a portal of entry for severely mentally
ill and chronically homeless individuals to move beyond homelessness and into the area’s
Continuum of Care.
The non-residential component should consist of:
1) A drop-in center where food, clothing, bathroom, and laundry facilities will be provided
only to the intended service population on a drop-in basis; and
2) Social services and referrals within a non-intrusive, low demand environment.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 31
The residential component should consist of 25 units of permanent supportive housing with on-
site and off-site case management services. Each resident would be assigned to a case
manager. However, each case manager would not be responsible for more than approximately
eight (8) clients.
Recommendation 17: Encourage all local jurisdictions to adopt an inclusionary housing policy
that requires a percentage of new housing to be affordable to extremely-low and very low-
income residents.
Inclusionary housing has created over 34,000 affordable homes and apartments in California
over the past 30 years. Currently, there are more than 100 cities and counties in California that
have adopted an Inclusionary Housing policy which represents nearly a 50 percent increase
since 1994.17 Cities within San Bernardino County that have some type of inclusionary housing
policies include Hesperia and Montclair.
An inclusionary housing ordinance should require residential and mixed use projects to include
a share of housing that is affordable to extremely-low and very low-income households. The
share is usually 10 to 20 percent of newly constructed units. Inclusionary housing ordinances
typically provide an “in lieu fee” provision. Payment of a fee in lieu of all or some of the
inclusionary units, however, should be discouraged except in special circumstances (e.g.
developments of fewer than 10 units). The amount of the fee is calculated using a fee schedule
established by the local jurisdiction. Fees are set-aside to be used for affordable housing that
could include permanent supportive housing.
The San Bernardino County Homeless Partnership 10-Year Planning Committee believes an
inclusionary housing policy helps to produce new, quality affordable housing units. The policy
also allows for affordable units to be integrated into market rate developments creating inclusive
communities. The San Bernardino County Homeless Partnership 10-Year Planning Committee
also believes that integrated developments give lower-income families the opportunity to benefit
from the amenities of newer neighborhoods—schools, parks, stability and security—where new
developments are often built. Such a policy also helps overcome one of the greatest barriers to
better housing opportunities for extremely-low and very low-income families—namely, local
resident opposition to the construction of affordable housing.
Other benefits from an inclusionary housing policy include:
• Producing affordable “workforce” housing for middle income workers;
• Supporting the creation of mixed income communities;
• Preventing rising prices from driving out low and moderate income residents; and
• Leveraging the expertise and capacity of the private market to develop affordable
housing.
Recommendation 18: Assess the Feasibility of a Housing Trust Fund for County and Local
Levels of Government.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
assessing the feasibility of a Housing Trust Fund for county and local levels of government that
would serve as a catalyst to develop public and private sources of funding to support the
production, rehabilitation, and preservation of affordable housing.
17 “Inclusionary Housing in California: 30 Years of Innovation,” California Coalition for Rural Housing,
2003, p. 2.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 32
There are approximately 400 cities and counties within 40 states across the country and there
are at least six (6) counties within the State of California that have created housing trust funds.18
Such funds are received through an ongoing dedicated source(s) of public funding to support
the production and preservation of affordable housing. The public source of funding is usually
committed through legislation or ordinance.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
these funds be used for a variety of purposes including, but not limited to:
• Producing affordable housing including permanent supportive housing;
• Preserving affordable housing through maintenance and repairs;
• Supporting homebuyer assistance through down payment and mortgage assistance and
interest subsidies;
• Providing safety net housing which includes increasing emergency shelter and
transitional housing beds;
• Assisting nonprofit housing developers with pre-development funds;
• Granting "matching" funds that other public or private resources may require;
• Encouraging projects to serve low income households by giving priority status to projects
serving low income households;
• Favoring projects that provide at least 30 years of long-term affordability by giving
priority status to projects providing 30 years of long-term affordability;
• Encouraging projects to provide units accessible to those with disabilities and meet the
requirements of the Americans with Disabilities Act (ADA) and applicable local laws by
giving priority status to projects providing accessible units.
8. Homeless Management Information System
Recommendation 19: Expand the capacity of Homeless Management Information System
(HMIS) so that agencies may make better use of data, decrease time and effort at intake, and
enhance the planning and development functions of the Continuum of Care.
In 2004 Congress directed HUD to see that each homeless system of care establish a HMIS to
obtain demographic and service-based client-level data, accurate and ideally real-time
information on homeless programs and bed availability, and to develop information that may
lead to improved planning of homeless services and programs. HUD designated HMIS as the
primary tool to meet a Congressional directive for understanding homelessness and measuring
program effectiveness. HMIS will meet the HUD standards for minimum data quality, privacy,
security, and other requirements for organizations participating in HMIS.
18 See the Center for Community Change web site http://www.communitychange.org/
issues/housingtrustfunds for a list of jurisdictions that have created housing trust funds.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 33
HMIS records and stores client intake and service tracking information. This information
decreases duplicate intakes and assessments, streamlines referrals, coordinates case
management and identifies needs and gaps in services. HMIS will serve as a tool for the 10-
Year Strategy to End Homelessness, and provide data for:
• Grant Administration requirements;
• Required HUD reporting;
• Participation in field office monitoring;
• Assisting with Annual Progress Reports;
• Monitoring and promoting good data quality;
• Generating data necessary for Continuum of Care application; and
• Producing quality Annual Homeless Assessment Report (AHAR) data.
In San Bernardino HMIS has been maintained by the Community Action Partnership of San
Bernardino County (CAPSBC). The challenges in implementing the HMIS with the San
Bernardino Continuum of Care have been many and varied. The challenges have included:
• Limited capacity of service agencies to provide accurate and timely updates of client
records and available shelter units;
• Limited capacity to utilize the data for planning and development activities;
• Limited coverage of programs and services that provide data;
• Limited data integration.
The Homeless Partnership 10-Year Planning Committee recommends organizations be
encouraged to more fully participate in HMIS so that the data in the system is accurate and
timely. The Homeless Partnership 10-Year Planning Committee further recommends that a
dedicated staff of trained personnel should be identified and recruited to complete data entry;
this may create volunteer opportunities. The Homeless Partnership 10-Year Planning
Committee recommends that a quarterly and annual report of homelessness be prepared based
on the data in HMIS so that trends among sub-populations and gaps in services may be
identified and addressed. The Homeless Partnership 10-Year Planning Committee also
recommends the current HMIS be enhanced to integrate a comprehensive assessment
instrument so the system may be used to provide a “first cut” eligibility determination for various
mainstream programs and to complete the forms necessary to apply for such benefits.
The Homeless Partnership 10-Year Planning Committee strongly recommends that existing
data systems throughout the County be relied upon to identify at-risk and homeless populations
to improve cross-systems coordination of services. This will require that agreements be
developed among departments so that data may be shared. The Homeless Partnership 10-
Year Planning Committee further recommends all agencies throughout the County obtain basic
information whether clients are homeless upon both entry to and exit from the system in
question. This data can be used to better understand how many homeless persons and families
access mainstream resources, and how effective such systems may be in addressing
homelessness.
9. Community Issues
Community issues are defined as legal or illegal activities by homeless persons and/or persons
looking to assist them that disrupt the well-being of the community. Such issues mainly involve
activities related to pan-handling, loitering, public intoxication and vagrancy.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 34
The Homeless Partnership 10-Year Planning Committee recognizes that the plight of homeless
persons is one of the county's most visible social problems and generates complaints and
demands for law enforcement services. The committee also recognizes that law enforcement
faces the difficult challenge of meeting the expectations and often conflicting demands of the
community leaders, business owners, residents, advocates for the homeless, social service
providers, and the homeless population itself. Law enforcement has a responsibility to provide
public safety to the community while keeping in mind the protection of rights, dignity, and
property of the homeless population.
As a result, the Homeless Partnership 10-Year Planning Committee recommends several
“guiding principles” related to law enforcement and homeless persons. They include the
following:
Law enforcement officers shall be encouraged to use means of action other than a citation or an
arrest for those homeless individuals that may demonstrate behavior that is necessary for daily
living and life sustaining activities such as standing, sitting, eating, sleeping, or other similar
activities if there is no other safe and appropriate space to carry out such activities. Officers
shall be encouraged to direct homeless individuals to the appropriate social services in their
community rather than jail or a citation.
The following behaviors are considered crimes and are enforceable by law enforcement:
• Aggressive panhandling;
• Vandalism;
• Trespass;
• Theft;
• Bathing in public places;
• Camping in unauthorized public and private places;
• Alcohol consumption in public;
• Entering/sleeping in vacant buildings;
• Unlawful possession of a shopping cart;
• Storing property without permission on public or private property; and
• Urination/defecation in public.
Homeless persons that enter the justice system should not be discharged into homelessness.
Law enforcement personnel should attempt to identify persons who are homeless as they are
booked. This means that there will need to be considerable education of public elected officials
and policing authorities to implement this procedure. Prior to discharge, an appropriate social
service agency should be contacted so that a social worker can interview the homeless person
with the goal of linking the person to services immediately upon discharge.
Recommendation 20: Conduct periodic Homelessness 101 Training concerning community
issues such as:
1. Law enforcement policies and minor and criminal behaviors by homeless persons;
2. Appropriate actions and responses by residents and business employees when
confronted by minor and criminal behaviors by homeless persons;
3. Appropriate actions and responses by social service providers when contacted by law
enforcement personnel, residents and business employees; and
4. Distribution of current available resources and referral contacts.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 35
The Homeless Partnership 10-Year Planning Committee recommends that Homelessness 101
Training sessions be conducted periodically for law enforcement personnel, court officials, and
others in the criminal justice system. Such sessions would focus on developing community
partnerships between social service agencies, law enforcement agencies, residents,
businesses, faith communities, and other community groups. Representatives from these
groups will be encouraged to attend and participate as well as homeless and formerly
homeless persons. To gain support for this recommendation, the Homeless Partnership 10-
Year Planning Committee recommends participating in the monthly meetings of the Police
Chiefs and the County Sheriff.
The sessions will also focus on other related areas of concern identified by the Homeless
Partnership 10-Year Planning Committee which include use of parks and libraries by homeless
persons. In addition, the Homeless Partnership 10-Year Planning Committee recommends
that community groups should be discouraged from distributing food and clothing in parks and
that community groups should be encouraged to redirect their distributions to existing social
service programs that serve homeless persons. The issues that are areas of concern regarding
parks include:
• Sleeping in parks;
• Sleeping in cars within park parking lots;
• Bathing and washing clothes in park bathrooms;
• Alcohol and other drug use on park premises;
• Storing personal property in parks; and
• Urination and defecation in public.
The Homeless Partnership 10-Year Planning Committee recommends that existing rules and
regulations concerning the activities identified above should be enforced. The committee
proposes that how these rules and regulations are understood and implemented should be
clearly communicated through Homeless 101 Training sessions.
The activities that were identified as areas of concern regarding libraries include:
• Sleeping on the grounds of the library;
• Bathing and washing clothes in bathrooms;
• Alcohol and other drug use on premises;
• Storing personal property on premises;
• Sleeping inside vacant buildings;
• Using tables and chairs for long periods of time; and
• Offensive or combative language and behaviors.
The Homeless Partnership 10-Year Planning Committee recommends that existing rules and
regulations concerning the activities identified above should be enforced. The committee also
proposes that how these rules and regulations are understood and implemented should be
clearly communicated through Homeless 101 Training sessions.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 36
Recommendation 21: Increase awareness of the collaborative Justice Courts and the
alternative sentencing programs that provide alternative sentencing mechanism for defendants
experiencing homelessness. The collaborative Justice Courts in San Bernardino County
Superior Court include:
• Homeless Court
• Adult Drug Court
• Mental Health Court
• Veteran Court
Homeless Court
The Homeless Partnership 10-Year Planning Committee also recommends increasing the
capacity of the San Bernardino County Homeless Court which helps resolve many outstanding
minor offenses arising out of the condition of homelessness such as illegal camping, drinking in
public, and a variety of other infractions and misdemeanors. This court should be expanded
geographically so that homeless persons outside of the Ontario/Rancho Cucamonga and San
Bernardino areas may participate. Moreover, it should be convened more frequently than once
a month, so that a larger number of persons may benefit from this unique judicial protocol. In
addition, the availability of the Homeless Court should be publicized through a comprehensive
outreach strategy. This communication strategy should ensure that all homeless service
providers and homeless persons are aware of the Homeless Court and it should include
materials such as brochures and flyers that would be made available through web sites and
electronic mailing lists. Also, awareness of the Homeless Court’s services should be included
within Homelessness 101 training sessions.
Adult Drug Court
The Homeless Partnership 10-Year Planning Committee also recommends increasing
awareness of the alternative sentencing program provided by the San Bernardino County Adult
Drug Court. The San Bernardino County Adult Drug Court is a collaborative venture between
the Court, Department of Behavioral Health (DBH), Probation Department, District Attorney, and
Public Defender’s Office that targets felony drug abusing offenders who would otherwise be
committed to state prison. Eligible participants include those convicted of non-violent drug-
related offenses or non-drug offenses with a history of significant drug abuse or addiction.
Offenders who have prior convictions for serious or violent felonies or who have been charged
with drug sales or transportation for sale are not eligible for participation in Adult Drug Court.
Upon conviction, interested participants are referred for screening by the Drug Court team. If
accepted, offenders will have their sentence to state prison suspended pending successful
completion of the Drug Court program.
Successful participants remain under Adult Drug Court supervision for a minimum of 18 months.
Upon successful completion of the program, their suspended commitment to state prison is
vacated. The Adult Drug Court program includes a data collection and analysis component to
measure outcomes for both individual participants and the overall Adult Drug Court program.
The overall goals of the program are to reduce state prison costs and ultimately improve public
safety by offering offenders an opportunity to overcome their addiction and involvement in future
criminality and to become productive members of the community.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 37
The Homeless Partnership 10-Year Planning Committee recommends that the communication
strategy be expanded to ensure that all homeless service providers and homeless persons
should be made aware of Adult Drug Court. The strategy should include materials such as
brochures and flyers that would be made available through web sites and electronic mailing
lists. Also, awareness of the Adult Drug Court’s services should be included within the
Homelessness 101 training sessions.
Mental Health Court
This therapeutic court directs those with mental health needs to available services and helps to
develop plans for their successful integration into society. The Homeless Partnership 10-Year
Planning Committee recommends that a communication strategy should be expanded to ensure
all homeless service providers and homeless persons should be made aware of Mental Health
Court. The strategy should include materials such as brochures and flyers that would be made
available through web sites and electronic mailing lists. Also, awareness of the Mental Health
Court’s services should be included within the Homelessness 101 Training.
The Homeless Partnership 10-Year Planning Committee believes community involvement has
to be further fostered in order to meet the two initial goals of the strategy, which is to 1) reduce
homelessness within the County; and 2) successfully carry out the recommendations in this
report. To date, community involvement in supporting homeless services has consisted of the
efforts of representatives from a wide-range of community groups that have included:
• Businesses
• Coalitions and Committees
• Community Service Clubs
• Corporations
• Educational Institutions
• Faith Based Agencies/Organizations
• For-Profit Organizations
• Housing Developers
• Local Government
• Neighborhood Associations
• Non-Profit Organizations
• Private Foundations
• Individual Concerned Residents
Recommendation 22: Implement an education campaign to make the community aware of the
findings, guiding principles, goals, and recommendations of this report.
It is important that the community know the extent and profile of homelessness within San
Bernardino County. The Homeless Partnership 10-Year Planning Committee believes that
knowing the problem exists will help generate more community support towards solving
homelessness.
It is also important that the community know that there is a continuous cycle of homelessness.
There are large numbers of persons who exit homelessness each year thanks to the resources
and social service efforts of many local organizations and individuals. However, these persons
are replaced by a large number of other persons who lose their housing and become homeless.
The Homeless Partnership 10-Year Planning Committee believes that knowing the extent of the
problem will help generate more community support towards solving the problem for those at-
risk of becoming homeless including local homeless prevention programs.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 38
Recommendation 23: Enlist the support of faith based organizations to help implement the
goals and recommendations in this report.
Faith based organizations have a history of providing resources to homeless families and
individuals. Past efforts have included providing emergency assistance, shelter, transitional
housing, rental assistance, food, and affordable housing. Resources have included donations of
in-kind gifts, financial gifts, and in-kind services through volunteers.
Faith based organizations should be encouraged to participate in community groups addressing
homeless issues and focus efforts and resources to help implement the goals and
recommendations in this report. For example, the faith based community may become involved
in a countywide homeless prevention strategy designed to reduce the number of households
who become homeless. Faith based organizations would be encouraged to provide such
resources and assist in their distribution.
Other recommendations in this report concern programs and activities that have long been
supported by members of the faith based community. The faith based community has been
particularly involved in the provision of emergency shelter, emergency food programs, outreach,
and case management; and their efforts should be encouraged and supported.
10. Funding the Strategy
A comprehensive list of the various public resources that are generally used to assist homeless
populations appears as Appendix G of this document. Some resources are identified below.
Table 3: 2008 Allocations, San Bernardino County Entitlement Entities
NAME
CDBG
FY2008
HOME
FY2008
Addl.
FY2008
ESG
FY2008 TOTAL
APPLE VALLEY 630,805 625,516 4,001 0 1,260,322
CHINO 615,031 0 0 0 615,031
CHINO HILLS 423,291 0 0 0 423,291
FONTANA 1,886,229 599,339 3,364 83,821 2,572,753
HESPERIA 727,339 0 0 0 727,339
ONTARIO 2,402,676 926,889 4,929 107,440 3,441,934
RANCHO CUCAMONGA 1,013,150 0 0 0 1,013,150
REDLANDS 565,371 0 0 0 565,371
RIALTO 1,315,832 0 0 0 1,315,832
SAN BERNARDINO 3,503,520 1,504,168 9,018 156,661 5,173,367
UPLAND 700,655 0 0 0 700,655
VICTORVILLE 900,486 0 0 0 900,486
SAN BERNARDINO CO. 7,320,656 4,052,935 26,300 326,773 11,726,664
TOTAL 22,005,041 7,708,847 47,612 674,695 30,436,195
In addition to the entitlement funds from HUD that are noted in Table 3, a number of
redevelopment agencies throughout the county have their own resources that may be used to
develop and operate housing for homeless populations. As of the 2005-06 fiscal year,
redevelopment agencies in San Bernardino reported to the State of California that there were:
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 39
• $128,000,000 in unencumbered housing funds set-aside by local redevelopment
agencies throughout the County and $6,500,000 in unencumbered but designated
projects.
• Redevelopment agencies with considerable resources at hand are:
– $26 million in Fontana
– $12 million in Hesperia
– $15 million in Rancho Cucamonga
– $11 million in Redlands
– $11 million in Rialto
– $15 million in San Bernardino County
11. Measuring Performance
Adopting recommendations within this strategy provides an opportunity to break a continuous
cycle of homelessness that has left thousands homeless each year, many resigned to living on
the streets year after year. Therefore, in order to ensure that the recommendations and related
activities are coordinated and evaluated, the San Bernardino County Homeless Partnership 10-
Year Planning Committee is recommending that an Interagency Council on Homelessness for
San Bernardino County be charged with these tasks.
Recommendation 24: Create an Interagency Council on Homelessness for San Bernardino
County that will be charged with coordinating and evaluating policies concerning all of the
recommendations and related activities within this plan.
The U.S. Interagency Council on Homelessness19 encourages states and large communities
such as counties to create an interagency model at the local level in order to create and
implement a 10-Year Strategy to End Homelessness. The Interagency Council on
Homelessness for San Bernardino County should include the following members:
Office / Agency Number
Homeless Management Information System (HMIS) Lead
Agency
1
Community Action Partnership San Bernardino 1
County Supervisors 2
Elected and unelected officials representing a number of cities 7
Law Enforcement 1
Behavioral Health Department 1
Human Services 1
Public Health Department 1
Public Housing Authority 1
Probation Department 1
Specialty Courts 1
Superintendent of Schools 1
At-large (primarily nonprofit) representatives 5
In addition to these voting members, the 10-year Planning Committee recommends that a
number of parties be invited to participate as adjunct (non-voting) members: State elected
officials and a representative of the County Office of Education.
19 The U.S. Interagency Council on Homelessness consists of Secretaries and Department heads from
approximately 20 federal agencies that have some involvement in working with people who are homeless
(see.ww.ich.gov).
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 40
The Interagency Council should meet at least every other month with an Executive Committee
meeting in intervening months. This body would be staffed by the Office of Homeless Services
and would be charged with supervising the implementation of the recommendations included in
this report.
Recommendation 25: Appoint the San Bernardino County Homeless Partnership 10-Year
Planning Committee as an advisory body to the Interagency Council on Homelessness for San
Bernardino County and appoint representative(s) of the Homeless Partnership as standing
member(s) to the local Interagency Council on Homelessness.
The San Bernardino County Homeless Partnership 10-Year Planning Committee recommends
appointing itself as an advisory body to the San Bernardino County Interagency Council on
Homelessness. The Homeless Partnership 10-Year Planning Committee coordinates San
Bernardino County’s Continuum of Care system for homeless persons. Coordination has
focused on applying for funding each year to HUD for Continuum of Care homeless assistance.
During the past year, the amount of funding for new activities and renewal funding for existing
activities was approximately $6,000,000.
Funding for new activities included permanent supportive housing and transitional housing.
Renewal funding for existing activities includes permanent supportive housing, transitional
housing, and supportive services including case management and street outreach.
Coordination has also focused on implementing the annual goals and objectives that HUD
requires in order to be competitive nationally for Continuum of Care homeless assistance
funding. HUD requires goals and objectives include implementing homeless counts, increasing
access to public assistance, and coordinating a Homeless Management Information System
(HMIS) among other required goals and objectives.
To date, the Homeless Partnership 10-Year Planning Committee has representation from non-
profit agencies and local government; however, more representation is needed. Representation
from other community groups such as businesses, corporations, faith based agencies, for-profit
organizations, neighborhood groups, the faith community, and private foundations is desired.
Resources to implement the recommendations included in this report are inadequate to the task
at hand, but a number of Federal, State and local funds have been identified that (if managed
strategically) can begin to fund programs and establish housing resources that over time will
show an impact.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 41
G. Priorities
Prioritization of Recommendations:
The Homeless Partnership 10-Year Planning Committee prioritized the various classes of
recommendations included in this report. This body considered numerous factors in
determining the priorities, such as: need; likelihood that the recommended action would result in
relevant and meaningful results; and gaps in the existing service and housing systems of care.
Based upon these and other considerations the committee prioritized the recommendations as
follows:
• Priority #1
– Homeless Prevention
– Permanent Housing
– Measuring Performance
• Priority #2
– Outreach and Engagement System for Chronically Homeless Persons
– Centralized Assessment and Regional Referral and Service Delivery System
– Shorten Homelessness
• Priority #3
– Community Integration Strategies
– Income and Support Services
– Homeless Management Information System
– Community Issues
– Funding the Strategy
The Homeless Partnership 10-Year Planning Committee also was of a single mind that should
opportunities become available to actualize a recommended action (despite its relative lower
priority), that every effort should be undertaken to pursue it. This action includes both obtaining
financial resources and any necessary entitlement that may be required to proceed with a
project.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 42
Appendix A
Guiding Principles
The San Bernardino County Homeless Partnership 10-Year Planning Committee has
established the following “guiding principles” to shape the findings and recommendations in this
report. These principles have been based upon recent local and national studies as well as the
experiences of members of the Homeless Partnership 10-Year Planning Committee. They are
listed under the following action steps that serve as the primary outline of this report:
1. Homeless Prevention
a) Helping households maintain their housing is less costly, more effective, and more
humane than helping households obtain housing only after they become homeless.
b) Increasing the chances of helping households maintain housing through early (i.e.
first signs of losing housing) intervention.
c) Integrating a case management component to emergency assistance results in more
effective referrals and follow-up and reduces the risk of future instances of
homelessness.
2. Community Integration Strategies
a) Planning and intervention by case managers increases the chances of helping
homeless individuals find appropriate housing and services prior to being discharged
from systems of care.
b) Coordinating a community based approach to discharge planning will result in a
more effective and coordinated systems of care for persons and households at risk
of homelessness.
c) Recognizing that the problem of homelessness is multi-faceted, involving matters
under jurisdictional authority of various levels of government, there is a pressing
need for inter-governmental coordination to develop protocols, programs and
resources to assist homeless persons and families.
3. Outreach and Engagement System for the Chronically Homeless Persons
a) Understanding that the longer a person lives on the streets, the greater the likelihood
that the underlying problems that resulted in homelessness will exacerbate.
b) Bringing mobile service providers directly to chronically homeless persons living on
the streets is a more effective way of providing access to services than extending
effort to bring these same persons to the services.
c) Linking individuals to low-demand housing through outreach minimizes the negative
effects of street living, including poor mental and physical health.
d) Active Community Treatment has proven to be an effective intervention strategy in
numerous communities throughout the United States. This approach brings
assessment and treatment modalities directly to homeless persons on the streets,
rather than bringing them into programs to be stabilized prior to receiving services.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 43
4. Centralized Assessment and Regional Referral and Service Delivery
System
a) Centralizing non-residential, program-based case management services linked to
housing options (a “one stop” approach) is a more effective way to provide services
than having homeless persons navigate multiple systems of care throughout the
County.
b) Realizing that the size of the County and the fact that many communities lack
resources and accessible public transportation systems, the homeless services
system of care needs to ensure geographic breadth.
5. Income and Support Services
a) Linking people who have been re-housed with longer-term, career-based
employment services assists them with the tools they need to increase earnings.
b) Recognizing that homeless persons have a wide-range of social service needs and
that case management services including domestic violence, education,
employment, health care, mental health care, substance abuse, veteran benefits,
and others may be required to meet their needs and permit them to remain stably
housed.
6. Shorten Homelessness
a) Implementing a “Housing First” approach addresses immediate barriers to housing
through home-based case management so that a homeless person's service needs
do not delay his or her entry into permanent housing or permanent supportive
housing.
b) Executing a “rapid exit” strategy that focuses on early identification and resolution of
the barriers to housing through case management facilitates the return of a homeless
person to permanent housing as quickly as possible.
7. Permanent Housing
a) Remaining stably housed in an affordable unit means that households should not
spend more than 30 percent of their monthly income on their basic housing needs
(including rent/mortgage and utilities).
b) Recognizing that chronic homeless individuals 1) have a permanent disability; 2) are
often incapable of fully addressing barriers to gainful employment; 3) need on-going
supportive services; and 4) are in need of permanent supportive housing with on-site
and/or off-site social services if they are to obtain and remain stably housed.
c) Supporting the development of, and access to, permanent housing affordable to
homeless and formerly homeless persons.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 44
8. Homeless Management Information System (HMIS)
a) Gathering accurate and current data is essential for communities for proper planning
of homeless services and HMIS can be a useful tool to evaluate program
effectiveness and to measure outcomes.
b) Having an effective HMIS can be a useful tool allowing case managers of various
agencies to coordinate services, track utilization and costs and plan an effective
Continuum of Care.
c) Having a fully functioning HMIS can be a useful tool to identify at-risk populations
and to render assistance to prevent homelessness.
A comprehensive and well-balanced system of care that will effectively achieve the goal of
ending homelessness will require that agencies set-aside their particular interests for the
common good and be consistent with these guiding principles.
9. Community Issues
a) Law enforcement is most often left with the task of addressing disruptive activities by
the homeless and therefore must be mindful of the protection of rights, dignity, and
poverty of the homeless population.
b) Law enforcement officers shall be encouraged to use means of action other than a
citation or an arrest for those homeless individuals that may demonstrate behavior
that is necessary for daily living.
c) Officers are encouraged to refer homeless clients to the appropriate social services.
10. Funding the Strategy
a) The implementation of this plan will require the use of various funding sources
including but not limited to federal resources and funds that are currently held
locally.
11. Measuring Performance
a) The formation of a local Interagency Council on Homelessness will help to
measure and track implementation and performance.
b) With the support of the 10-Year Plan Committee, the Interagency Council on
Homelessness will ensure that activities aimed at ending homelessness will
be coordinated and evaluated.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 45
Appendix B
10-Year Strategy Participants
NAME ORGANIZATION
Alston Sharon San Bernardino County Department of Behavioral Health
Altenburg Jeannetta Chino Valley Unified School District
Ashton Marilyn San Bernardino County Department of Behavioral Health
Atkins Marci San Bernardino City Police Department
Ball Stephen Salvation Army
Bankowski Linda Arrowhead Regional Medical Center
Beamon Reggie Congressman Joe Baca’s Office
Benner Susanna Housing Authority of San Bernardino County
Bivona-Tellez Christina Hospital Association of Southern California
Bossieux Andre San Bernardino County Department of Behavioral Health
Bovee Brenda San Bernardino County Human Services Program Development
Division
Briggs Christine High Desert United Way
Burton Linda Community Assistance Program of the Water of Life Church / City
of Fontana
Caldwell Vivian Your Life's New Direction
Candelaria Josh San Bernardino County Legislative Affairs
Chambers-
Munoz Colleen San Bernardino County Veterans Affairs
Ciabattini Lori San Bernardino County Human Services Administration
Cima Debbie Superior Court - San Bernardino County
Claytor Joanne St. Bernardine's Medical Center
Close Jean St. Bernardine's Medical Center
Colletti Joseph Consultant
Collins Allan Inland Empire United Way
Collins Liliana City of Victorville
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 46
NAME ORGANIZATION
Concepcion Rowena Community Action Partnership of San Bernardino County
Coronado Maria San Bernardino County Department of Behavioral Health
Couchot Steve San Bernardino County Transitional Assistance Department
Courtney Paul San Bernardino County Sheriff’s Department
Cuellar Bertha San Bernardino County Public Health Department
Daniel Robert The Dorothy House
Daniel Sylvia The Dorothy House
Davis Melva Adelanto School District
Dobrick Julie Saint John of God
Dollar Norman San Bernardino County Children and Family Services
Dorman Regina San Bernardino County Human Services Program Development
Division
Dowdall Jerry San Bernardino County Department of Behavioral Health
Dowdy Brenda San Bernardino County Superintendent of Schools
Drieberg Leanne Inland Temporary Homes
Drumwright Tranda City of Rancho Cucamonga
Dugas Earl San Bernardino County Veterans Affairs
Egan Sharron San Bernardino County Probation Department
Ellis Alesia Training with Pay
Emelue Peter Inland Counties Legal Services
Faulkner Cindy First 5 of San Bernardino
Fazekas Doug San Bernardino County Department of Behavioral Health
Flores Norma Inland Behavioral and Health Services
Fox Diana Reach Out West End
Gilbert-
Hamerling Geoffrey Consultant
Gonzalez Amanda Vista Guidance Centers
Graham Mark Abundant Living Family Church
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 47
NAME ORGANIZATION
Hager Karl State of California Department of Rehabilitation
Haire Phalos San Bernardino County Office of Homeless Services
Hamilton Christy San Bernardino County Office of Homeless Services
Hamilton Wayne Morongo Basin Unified School District
Hamman Karol San Bernardino County Human Services Administrative Support
Division
Hartnett Bob Social Security Administration
Heesen Cheryl Family Service Association of Redlands
Hernandez Tom San Bernardino County Chief Administrative Office (CAO)
Huynh Tuan Community Action Partnership of San Bernardino County
Jackson Glenda San Bernardino County Department of Aging and Adult Services
Jackson Isaac San Bernardino County Office of Homeless Services
Kennedy Mischa Inland Counties Legal Services
Layseca Gabrela Ontario-Montclair School District
Lee Vicki San Bernardino City Unified School District
Limon Vivien Peer and Family Advocate (DBH)
Linares Regina San Bernardino County Office of Homeless Services
Macias Hector Ontario-Montclair School District
Madden Gary Inland Empire United Way
Mambo Christine Sunflower Community Services
Mardis Christine San Bernardino County 5th District Supervisor Jose Gonzales Office
Martinez Kristen San Bernardino County Department of Behavioral Health
Martinez Lilia Chino Valley Unified School District
Mayer Gail Veterans Affairs
McQueen Miguel San Bernardino County Workforce Development Department
McSwain Vickie Returning Home Inc.
Miller Leslie Morongo Basin ARCH
Mooney Bonnie Ontario-Montclair School District
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 48
NAME ORGANIZATION
Moseley Bill San Bernardino County Veterans Affairs
Mullaly Laurel Chino Valley Unified School District
Munoz Daniel San Bernardino County Human Services Administrative Support
Division
Myles Angela House of Prayer
Myles Victor House of Prayer
Neuenswander Lynn San Bernardino County Department of Behavioral Health
Nickols Patricia Community Action Partnership of San Bernardino County
Olivares Deana Inland Empire United Way
Ostrinski Telice San Bernardino City Unified School District
Owens Regina San Bernardino County Department of Behavioral Health
Pasco Angela New Hope Village
Paxton Kent City of San Bernardino
Prologo Joe San Bernardino County Preschool Services Department
Rochelle Margaret Inland Behavioral and Health Services
Rockett Steve State of California Department of Rehabilitation
Rodarte Anna City of Chino
Roddick Bob Inland Counties Legal Services
Rogers Jim San Bernardino County Children and Family Services
Rogers Margaret House of Prayer
Rollins Janice Restore to Hope
Roy Lynne Redlands Community Hospital
Saldana Robert San Bernardino County Human Services Administrative Support
Division
Scott Beverly Morongo Basin ARCH
Smith Shirili Community Member
Staab Sarah Chino Valley Unified School District
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 49
NAME ORGANIZATION
Stark Ron Mental Health Systems Inc
Stewart Sheree San Bernardino County Sheriff’s Department
Straka Pauline San Bernardino County Office of Homeless Services
Swanson Nancy San Bernardino County Transitional Assistance Department
Thomas Ruby Restore to Hope - Hope House
Torres Jess Inland Fair Housing and Mediation Board
Torres Lisa San Bernardino County Superintendent of Schools
Trotter Jack San Bernardino County Sheriff’s Department
Valenzuela Jesse Congressman Joe Baca’s Office
Watson Eileen Chaffey Joint Union High School District
Wentworth Crista San Bernardino County Office of Homeless Services
White Yolanda Arrowhead Regional Medical Center
Williams Josie San Bernardino County Department of Behavioral Health
Witcher Chanese San Bernardino County Human Resources
Wynn Rebecca San Bernardino County Department of Behavioral Health
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 50
Appendix C
The “Hidden” Costs of Homelessness (Partial List)
A. Health Related Services and Costs:
Unit of Service Cost per Unit of Service
1. Emergency Room Visit (not admitted) $1,200 - $1,400
2. Ambulance Fee $500 - $1,000 (one way)
3. Inpatient Stay $7,940
4. Clinic Visit $100 - $150
5. Veteran’s Hospital $500
6. Psychiatric Hospital $400 - $600
7. Detox Treatment $100 - $150
8. Substance Abuse Treatment – Non-Residential $50 - $75
9. Substance Abuse Treatment - Residential $100 - $150
B. Incarceration Related Services and Costs:
Unit of Service Cost per Unit of Service
1. Response (non-arrest) $100
2. Arrest $200 - $300
3. Incarceration - Jail $100 - $150
4. Incarceration - Prison $75 - $100
5. Court Hearings $500 - $750
6. Complete Probation Successfully $6,000 - $7,500
C. Basic Emergency Related Services and Costs:
Unit of Service Cost per Unit of Service
1. Year-Round Shelter (no case management) $30 per night
2. Winter Shelter $15 per night
3. Transitional Housing $40 - $500 per night
4. Motel Voucher $60 - $80 per night
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 51
Appendix D
Homeless Prevention and Rapid Re-Housing Program (HPRP)
Grantees within each Southern California County
Southern California County
and Jurisdictional Grantees
Allocation
Amounts
Kern County:
Bakersfield $1,372,351
Kern County $2,076,503
Total: $3,448,854
Los Angeles County:
Alhambra $567,605
Baldwin Park $605,041
Compton $848,514
Downey $611,834
El Monte $1,110,506
Glendale $1,346,899
Hawthorne $703,261
Huntington Park $656,002
Inglewood $918,344
Lancaster $564,646
Long Beach $3,566,451
Los Angeles $29,446,304
Los Angeles County $12,197,108
Lynwood $646,575
Norwalk $633,782
Palmdale $615,530
Pasadena $908,395
Pomona $1,164,766
Santa Monica $533,576
South Gate $865,273
Total: $58,510,412
Orange County:
Anaheim $2,046,908
Costa Mesa $560,237
Fullerton $622,710
Garden Grove $1,068,707
Huntington Beach $566,611
Irvine $540,656
Orange $545,636
Orange County $1,556,026
Santa Ana $2,831,989
Westminster $511,454
Total: $10,850,934
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 52
Southern California County
and Jurisdictional Grantees
Allocation
Amounts
Riverside County:
Moreno Valley $732,872
Riverside $1,383,070
Riverside County $4,276,900
San Bernardino County:
Fontana $783,380
Ontario $997,869
Rialto $546,485
San Bernardino $1,455,066
San Bernardino County $3,040,382
Total: $6,823,182
San Diego County:
Chula Vista $819,738
El Cajon $512,686
Escondido $709,782
Oceanside $742,791
San Diego $6,168,104
San Diego County $1,925,974
Total:$10,879,075
San Luis Obispo County:
San Luis Obispo County $855,184
Total: $855,184
Santa Barbara County:
Santa Barbara County $829,013
Santa Maria $521,839
Total:$1,350,852
Ventura County:
Oxnard $1,124,994
Ventura County $826,094
Total:$1,951,088
Southern California Counties
and Jurisdictional Grantees:
Total: $101,081,623
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 53
Appendix E
Recovery Act investments in HUD programs
1. Promoting Energy Efficiency and Creating Green Jobs
These investments are powerful vehicles for economic recovery because they work quickly, are
labor-intensive, create jobs where they are needed most, and lead to lasting neighborhood
benefits. Many will also reduce greenhouse gas emissions and save Americans money by
retrofitting housing to make it more energy efficient.
• Public Housing Capital Fund: $4 billion invested in energy efficient modernization and
renovation of our nation's critical public housing inventory.
• Native American Housing Block Grants: $510 million invested in energy efficient
modernization and renovation of housing maintained by Native American housing
programs, and the development of sustainable communities.
• Assisted Housing Energy Retrofit: $250 million invested in energy efficient modernization
and renovation of housing of HUD-sponsored housing for low-income, elderly, and
disabled persons.
• Lead Hazard Reduction: $100 million invested in lead based paint hazard reduction and
abatement activities.
2. Supporting Shovel-Ready Projects and Assisted Housing Improvements
These investments will support a broad range of housing and community development projects
that are ready to go. Many of these projects have been held up for lack of private investment
due to fallout from the broader economic crisis and credit crunch.
• Tax Credit Assistance Program: $2.25 billion invested in a special allocation of HOME
funds to accelerate the production and preservation of tens of thousands of units of
affordable housing.
• Community Development Block Grants: $1 billion for approximately 1,200 state and
local governments to invest in their own community development priorities. Most local
governments use this investment to rehabilitate affordable housing and improve key
public facilities – stabilizing communities and creating jobs locally.
• Project-Based Rental Assistance: $2 billion invested in full 12-month funding for
Section 8 project-based housing contracts. This funding will enable owners to undertake
much needed project improvements to maintain the quality of this critical affordable
housing.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 54
3. Promoting Stable Communities and Helping Families Hardest Hit by the Economic
Crisis
These investments will help communities and families that have experienced the brunt of the
economic downturn. Resources will be used to stabilize and revive local neighborhoods and
housing markets with heavy concentrations of foreclosed properties. Funds will also assist the
vulnerable families and individuals who are on the brink of homelessness or have recently
become homeless.
• Neighborhood Stabilization Program: $2 billion invested in mitigating the impact of
foreclosures through the purchase and rehabilitation of foreclosed, vacant properties in
order to create more affordable housing and renew neighborhoods devastated by the
economic crisis.
• Homelessness Prevention: $1.5 billion invested in preventing homelessness and
enabling the rapid re-housing of homeless families and individuals, helping them re-enter
the labor market more quickly and preventing the further destabilization of
neighborhoods.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 55
Appendix F
Transparency and Accountability:
Requirements for Recipients of Recovery Act Funds
The American Recovery and Reinvestment Act (ARRA) of 2009 establishes new requirements
for applicants and grantees to allow direct recipients and sub-awardees to adequately prepare
for, and meet these new requirements, HUD is providing the following guidance:
1. Grantees and first tier sub-awardees receiving HUD ARRA funding must have a DUNS
number and must be registered in the Central Contractor Registration (CCR). Find
information on how to obtain a DUNS number and register in CCR
www.ccr.gov/startregistration.aspx. As they plan their programs, applicants and grantees
should immediately advise all planned first tier sub-awardees of the requirement to
obtain or update their DUNS number, and register with the CCR.
2. Each Prime and first tier recipient is required to report the following information to HUD
10 days after the end of each calendar quarter, starting on June 10th, 2009. These
reports include:
a. The total amount of recovery funds received from HUD;
b. The amount of recovery funds received that were expended or obligated to projects
or activities. This reporting must also include unobligated balances to facilitate
reconciliations.
c. A detailed list of all projects or activities for which recovery funds were expended or
obligated, including:
i. The name of the project or activity;
ii. A description of the project or activity;
iii. An evaluation of the completion status of the project or activity;
iv. An estimate of the number of jobs created and the number of jobs retained by
the project or activity; and
v. For infrastructure investments made by State and local governments, the
purpose, total cost, and rationale of the grantee for funding the infrastructure
investment with funds made available under ARRA, and the name and
contact information of the person to contact at the agency if there are
concerns with the infrastructure investment.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 56
3. Detailed information on any subcontracts or sub-grants awarded by the recipient must
include the data elements in the format required to comply with the Federal Funding
Accountability and Transparency Act of 2006 (P.L. 109-282), allowing aggregate
reporting on awards below $25,000 or to individuals, as prescribed by the Director of the
Office of Management and Budget. The data elements required for the Federal Funding
Accountability and Transparency Act are:
a. The name of the entity receiving the award;
b. The amount of the award;
c. Information on the award including the transaction type, funding agency, the North
American Industry Classification System (NAICS) code or Catalog of Federal
Domestic Assistance (CFDA) number (where applicable), program source, and an
award title descriptive of the purpose of each funding action;
d. The location of the entity receiving the award and primary location of performance
under the award, including the city, state, congressional district, and country;
e. A unique identifier of the entity receiving the award and of the parent entity of the
recipient (the DUNS number), should the entity be owned by another entity; and
f. Any other relevant information specified by Office of Management and Budget (OMB)
or HUD such as the grant number of the parent award under which the sub-award
was made, and the funding tier which the sub-award was made.
4. Under this agreement Recovery Act requirements apply down to all recipient tier levels,
with the exception of sub-recipient reporting as identified above, which is limited to the
Prime recipient and the first tier sub-recipient.
5. Recovery Act funds under this agreement can be used in conjunction with other funding
as necessary to complete projects, but tracking and reporting must be separate to meet
the reporting requirements of the Recovery Act and OMB Guidance.
6. For fiscal years ending September 30, 2009 and later, all Single Audit reports filed with
the Federal Audit Clearinghouse (FAC) will be made publicly available on the Internet. A
link will be provided from Recovery.gov.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 57
Appendix G
Public Funding Sources and Programs (Resource Grids)
The resource grids that follow were created to provide an overview of the predominant
resources used to develop and operate housing for homeless populations. The resource grid
also includes a summary of the primary sources used to provide supportive social services to
homeless persons. The grid is divided into three parts: development, operations, and
supportive social services. Each section contains information on the name of each program or
resource, its funding source, and the administrative agencies involved in its allocation and
compliance. Each section also includes a description of the eligible uses of the funds, the
eligible populations to be served, match requirements (if any) and the source of the regulations
governing the resource.
A key appears on the bottom of each page to help identify the eligible populations. Explanatory
notes also appear on each page.
The resource grid may be used as a starting point to understand the range of funding available
to address the needs of specific homeless populations or to develop a type of housing. It is
intended as a tool to guide understanding and direct attention of parties interested in a specific
facet of development related to homelessness.
CODE TO SUB-POPULATIONS
SMI = Serious Mental Illness
SA = Substance Abuse
HIV = HIV & AIDS
DD = Developmental Disability
CH = Other Chronic Health Condition (e.g. Hepatitis-C)
VETS = Veterans
San Bernardino County
Resources for the Development and Operation of Homeless Housing and Programs
Eligible Activities Eligible Use of Funds
Development DEVELOPMENT ACTIVITIES HOUSING TYPES
Program Source Acquisition Pre-development Rehabilitation New Construction Permanent Financing Emergency Shelter Transitional Housing Permanent Housing Affordable Housing Program (AHP)
Federal Home Loan
Bank x x x x x x
Community Development Block Grant
(CDBG) HUD x x x x x x x x
Emergency Housing and Assistance
Program-- (EHAP-CD) Cal. HCD x x x x x x x
Federal Emergency Shelter Grant (ESG) HUD x x x x
Governor's Homeless Initiative (GHI) State bond measure x
HOME Investments Partnership
Program (HOME) HUD x x x x x x x
Housing Enabled by Local Partnerships
Program (HELP) CalHFA x x x x x
Housing Opportunities for Persons with
AIDS (HOPWA) HUD x x x x x x x
Low Income Housing Tax Credit (LIHTC)
Federal/State x x x x x x
Multifamily Housing Program (MHP) State bond measure x x x
Residential Development Loan Program
(RDLP) CalHFA x x x x x x x
Redevelopment Housing Set-aside
Redevelopment
Agencies x x x x x x x x
Special Needs Housing Finance
Program CalHFA x x x x x x x
Supportive Housing Program --
McKinney Vento (SHP) HUD x x x x x
Supportive Housing Program (SHP) State bond measure x
Supportive Housing Program for
Persons with Disabilities (811) HUD x x x x x
Tax Exempt Bonds-- (Bonds for 501c3
Charitable Organizations) Federal/State x x x x x x x
Tax Exempt Bonds -- Qualified
Residential Rental Projects Federal/State x x x x x x
Title V Program HUD & HHS excess federal property deeded or leased to eligible
non-profit organizations x x x
VA Grant Program DVA X x x x x x x
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 59
Operations OPERATING SUBSIDIES
Rental Assistance &
Subsidy Programs Homeless Prevention Operating Assistance Rental Assistance Property Leasing Emergency Shelter Transitional Housing Permanent Housing Supportive Housing Emergency Food and Shelter
Program FEMA x x x
Emergency Housing and
Assistance Program--
Operations
Cal HCD x x x x
Federal Emergency Shelter
Grant (ESG)
HUD--McKinney-
Vento x x x
Housing Opportunities for
Persons with AIDS (HOPWA) HUD x x x x
HUD-VA Supported Housing
(VASH) Program HUD/DVA x x x
Public Housing HUD affordable rental housing x x
Section 8 Housing Choice
Voucher Program HUD/EDA x x x
Section 8 Moderate
Rehabilitation for SROs
HUD--McKinney-
Vento x x x
Shelter Plus Care Program HUD--McKinney-
Vento x x x
Supportive Housing Program
-- McKinney Vento (SHP)
HUD--McKinney-
Vento x x x x
Transitional Living Program
for Older Homeless Youth
(TLP)
HHS x x x x
VA Homeless Providers Per
Diem Program DVA x x x
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 60
Supportive Social Services FUNDING FOR SOCIAL SERVICES
Social Services
Funding Mental Health Substance Abuse Employment Assistance Transportation Case Management Medical Serv. /AIDS Life Skills Childcare Other FORMULA / BLOCK
GRANTS
Child Care & Development
Block Grant (CCDB) HHS x
Community Development
Block Grant (CDBG) HUD x X x x x x x
Community Mental Health
Services Block Grant
(CMHS)
HHS x x x x x x
Community Services Block
Grant (CSBG) HHS x x x x x x
Education for Homeless
Children and Youth DoE x x x x
Federal Emergency Shelter
Grant (ESG) HUD x x
Housing Opportunities for
Persons with AIDS
(HOPWA)
HUD x x x x x x x x
Medicaid (Medi-Cal) SSA x x x x
Mental Health Services Act
(MHSA) Cal. DMH x x x x x x x x
Projects for Assistance in
Transition from
Homelessness (PATH)
HHS/SAMHSA x x x x x x x
Ryan White Cal. DH x x x x x x x x
Social Services Block Grant
(SSBG) HHS x x x x x
Substance Abuse
Prevention & Treatment
Block Grant (SAPT)
HHS x x x x x x
Temporary Assistance for
Needy Families
(TANF/CalWORKs)
SSA/Cal DSS x x x x x x x x
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 61
CATEGORIAL
FUNDING
Mental Health Substance Abuse Employment Assistance Transportation Case Management Medical Serv. /AIDS Life Skills Childcare Other Emergency Housing and
Assistance Program--
(EHAP)
Cal HCD x x
Health Care for the
Homeless HHS x x x x x
Minority SAP & HIV
Prevention Services
Program
HHS x x x x
Supportive Housing Program
-- McKinney Vento (SHP) HUD x x x x x x x x
Targeted Capacity
Expansion (TCE) HHS x
Transitional Living Program
for Older Homeless Youth
(TLP)
HHS x x x x x x x x x
Treatment for Homeless
Persons HHS x x x x x x
VA Homeless Providers Per
Diem Program DVA x x x x x x x x x
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 62
Appendix H
Glossary
Assertive Community Treatment (ACT) Team – ACT is a team treatment approach
designed to provide comprehensive, case management based social services to persons living
on the streets and after they are placed in permanent housing, if necessary. Services include
health care, mental health care, and substance abuse treatment.
At-Risk of Homelessness – At-risk homeless is generally defined as any household that
pays more than 30 percent of its income on basic housing costs that include rent/mortgage and
utilities.
Affordable Housing – Affordable housing refers to housing costs that do not exceed 30% of
the gross annual household income for extremely low, very low, low, and moderate income
households. For a rental unit, total housing costs include the monthly rent payment as well as
utility costs. With for-sale units, total housing costs include the mortgage payment (principal and
interest), utilities, homeowner’s association dues, taxes, mortgage insurance, and any other
related assessments.
Americans with Disability Act (ADA) – ADA is a Federal Civil Rights law enacted in 1990.
It protects qualified persons with disabilities from discrimination in employment, government
services and programs, transportation, public accommodations, and telecommunications. The
ADA supplements and complements other federal and state laws which protect persons with
disabilities.
Area Median Income – Area median income is used to determine the eligibility of applicants
for both federally and locally funded programs. It sets the maximum limit that a household can
earn to be eligible for program benefits. Income limits are calculated for specific geographic
areas based on HUD estimates of median family income with adjustments for family size.
Chronically Homeless – A person who is chronically homeless is defined as an
unaccompanied individual with a disabling condition who has either been continuously
homeless for a year or more OR has had at least four (4) episodes of homelessness in the past
three (3) years.
Community Development Block Grant Program (CDBG) – The CDBG was authorized
by the Housing and Community Development Act of 1974. CDBG provides eligible metropolitan
cities, urban counties (called “entitlement communities”), and states with annual direct grants to
revitalize neighborhoods, expand affordable housing and economic opportunities, and/or
improve community facilities and services, principally to benefit low- and moderate-income
persons.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 63
Continuum Of Care (CoC) System – The fundamental components of a Continuum of Care
system are emergency shelters that offer essential services to ensure that homeless individuals
and families receive basic shelter needs; transitional housing with appropriate supportive
services to give families the shelter and services they need while they learn the skills necessary
to transition to permanent housing; and permanent supportive housing which provides on-site
and/or off-site social services to residents.
Continuum of Care Planning Body – The Continuum of Care Planning Body, also referred
to as the Continuum of Care, is an entity that plans for homeless assistance in a local
community. In order for communities to be competitive to receive HUD McKinney-Vento Act
funds for homeless assistance, it must organize a diverse body of stakeholders to plan for the
programs and services to be delivered. Members of the planning body include a majority of a
community’s or region’s non-profit and faith based homeless service providers, and may also
include law enforcement, hospitals, local colleges and universities, local government, churches,
etc.
Community Service Block Grant program (CSBG) – The CSBG provides States and
recognized Indian Tribes with funds to provide a range of services to address the needs of low
income individuals to ameliorate the causes and conditions of poverty. The CSBG is
administered by the Division of State Assistance in the Office of Community Services (OCS) of
the U.S. Department of Health and Human Services.
Disability – A disability is defined as a physical or mental impairment that substantially limits
one or more major life activities. A person is considered disabled if the person has such a
physical or mental impairment, has a record of such impairment, or is regarded as having such
an impairment. "Disability" covers a wide range of conditions and includes mobility, vision,
hearing, or speech impairments, learning disabilities, chronic health conditions, emotional
illnesses, AIDS, HIV positive, and a history of alcoholism or prior substance abuse.
Discharge Planning – Discharge Planning refers to actions taken with a homeless person
prior to discharge from a public or private system of care to help ensure that the person is not
discharged into homelessness.
Emergency Assistance – Emergency Assistance is assistance that attempts to prevent
homelessness or that attempts to meet the emergency needs of homeless individuals and
families, including prevention, outreach and assessment, and emergency shelter.
Emergency Shelter – Emergency Shelter refers to short-term shelter (usually for 30 days or
less) for emergency situations such as winter shelters and motel vouchers.
Episodic Homelessness – Episodic homelessness affects approximately 10% of homeless
persons and applies to a person who experiences periodic incidents of homelessness, generally
for short periods of time.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 64
Emergency Shelter Grant (ESG) – ESG is a federal grant program designed to help
improve the quality of existing emergency shelters for the homeless, to make available
additional shelters, to meet the costs of operating shelters, to provide essential social services
to homeless individuals, and to help prevent homelessness.
Fair Market Rents (FMR) – FMRs are schedules published in the Federal Register
establishing maximum eligible rent levels allowed under the Section 8 rental assistance and
HUD housing financing programs by geographic area.
HUD’s HOME Investment Partnership Act – HUD’s HOME program provides block grant
funds to local governments and states for new construction, rehabilitation, acquisition of
affordable housing, assistance to homebuyers, transitional housing and tenant-based rental
assistance.
Homeless – The HUD definition of Homeless is: (a) an individual or family which lacks a fixed,
regular, and adequate nighttime residence; or (b) an individual or family which has a primary
nighttime residence that is: (1) a supervised publicly or privately operated shelter designed to
provide temporary living accommodations (including welfare hotels, congregate shelters, and
transitional housing for persons with mental illness); (2) an institution that provides a temporary
residence for individuals intended to be institutionalized; or (3) a public or private place not
designed for, or ordinarily used as, a regular sleeping accommodation for human beings. (4)
The term does not include any individual imprisoned or otherwise detained pursuant to an Act of
Congress or a State law. In addition, the HUD definition includes persons who will be
discharged from an institution, such as a jail or mental health hospital, within seven days, yet
that person does not have an identified place to live upon discharge.
Homeless Management Information System (HMIS) – HMIS is a computerized data
collection application designed to capture client level information over time on the
characteristics and service needs of people experiencing homelessness, while also protecting
client confidentiality. It is designed to aggregate client level data to generate an unduplicated
count of clients served within a community’s system of homeless services.
Housing Opportunities for Persons with AIDS (HOPWA) – HOPWA was established by
HUD to address the specific needs of persons living with HIV/AIDS and their families. HOPWA
makes grants to local communities, state, and nonprofit organizations for projects that benefit
low income person medically diagnosed with HIV/AIDS and their families.
Housing Trust Fund – The Housing Trust Fund a revenue source for the creation of
affordable homes, including development and/or rental support.
Housing First – Housing First is a new model of homeless services that involves moving
persons directly from the streets and placing them into permanent housing accompanied by
intensive services. Initially a research project, this model has been shown to be very effective
with persons who are chronically homeless and cost neutral to communities. This model has
also been shown to work well with families and young adults who are homeless.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 65
Housing and Urban Development (HUD) – The U.S. Department of Housing and Urban
Development, first created in 1937 to respond to the need for housing for every American. The
primary areas of focus for HUD include creating opportunities for homeownership; providing
housing assistance for low-income persons; working to create, rehabilitate and maintain the
nation’s affordable housing; enforcing the nation’s fair housing laws; helping the homeless;
spurring economic growth in distressed neighborhoods; helping local communities meet their
development needs.
Inclusionary Housing – Inclusionary Housing is a policy that requires or encourages
developers to include a minimum percentage of affordable homes within new developments.
Interagency Council of Homelessness – Congress established the Interagency Council
on Homelessness in 1987 with the passage of the Stewart B. McKinney Homeless Assistance
Act. The Council is responsible for providing Federal leadership for programs to assist persons
experiencing homelessness.
Linkage Fee – A Linkages fee is generally a “housing” impact fee that is administered to
collect monies from new commercial and industrial developments to provide for affordable
housing. Linkage fees are premised on the basis that lower-wage workers, who are needed to
build and work in new non-residential development, also need to be able to afford adequate
housing within the community.
In Lieu Fee – An In Lieu Fee is a payment of a fee in lieu of all or some of the inclusionary
units required by an inclusionary housing ordinance. The amount of the fee is usually calculated
using a fee schedule and is set aside for use towards the costs of affordable housing.
Lower-income Household – A lower-income household refers to low-, very low- and
extremely low income households as determined annually by the U.S. Department of Housing
and Urban Development (HUD).
• Extremely Low Income: A household whose gross annual income is equal to or less
than 30 percent of the median income for County;
• Very Low Income: A household whose gross annual income is more than 30 percent
but does not exceed 50 percent of the median income for County;
• Low Income: A household whose gross income is more than 50 percent but does not
exceed 80 percent of the median income for County.
Low Income Housing Tax Credits (LIHTC) – LIHTC is a way of obtaining financing to
develop low-income housing. Government programs provide dollar-for-dollar credit toward taxes
owed by the housing owner. These tax credits can be sold, or used to back up bonds that are
sold, to obtain financing to develop the housing.
Mainstream Resources – Mainstream resources refers to federal and state-funded
programs generally designed to help low-income individuals either achieve or retain their
economic independence and self-sufficiency. Programs provide for housing, food, health care,
transportation, and job training.
San Bernardino County
San Bernardino County 10-Year Strategy to End Homelessness 66
Moderate Income – Moderate income refers to a household income that is more than 80
percent but does not exceed 120 percent of the median income for the County.
Median Household Income – Median household income divides households into two equal
segments with the first half of households earning less than the median household income and
the other half earning more.
Permanent Supportive Housing – Permanent supportive housing is permanent housing
with services. The type of services depends on the needs of the residents. Services may be
short-term, sporadic, or ongoing indefinitely. The housing is affordable and intended to serve
persons who have very low incomes.
Safe Haven – Safe Haven is a facility that provides shelter and services to hard-to-engage
persons who are homeless and have serious mental illness who are on the streets and have
been unable or unwilling to participate in supportive services. Safe Havens usually follow a
“harm reduction” model of services.
Shelter – Shelter is temporary housing (up to 90 days) with varying levels of services to help
residents obtain and maintain appropriate permanent housing.
Single Room Occupancy (SRO) – SRO refers to housing units that are an affordable
housing option for very low income and homeless individuals and are typically single room units
with a bed, small refrigerator, and a microwave.
Supplemental Security Income (SSI) – SSI is a federal income supplement program
providing monthly financial payments to persons with disabilities. For most persons on SSI, this
is their only source of income, and thus severely limits housing options.
Supplemental Resources – Supplemental resources consist of a wide-range of resources
and services that help households at-risk of becoming homeless from becoming homeless.
Supportive Services – Supportive services consist of services such as case management,
medical or psychological counseling and supervision, child care, transportation, and job training
provided for the purpose of facilitating people’s stability and independence.
Transitional Housing – Transitional housing is designed to provide housing and appropriate
supportive services to homeless persons and families and has the purpose of facilitating the
movement of individuals and families to independent living within a time period of (generally) no
more than two (2) years.
Wraparound (Supportive) Services – Wraparound supportive services refers to services
that are provided to residents of supportive housing for the purpose of facilitating the
independence of residents. Some examples are case management, medical or psychological
counseling and supervision, child care, transportation, and job training.