HomeMy WebLinkAboutItem 12a - Five-Year Homelessness Plan
DATE: August 7, 2018
TO: Honorable Mayor and City Council
FROM: Sara Somogyi, Director of Recreation and Community Services
Candice Cheung, Recreation Supervisor
SUBJECT: FIVE-YEAR HOMELESSNESS PLAN FOR THE CITY OF ARCADIA AND
SUBMITTAL TO THE COUNTY OF LOS ANGELES
Recommendation: Approve
SUMMARY
Los Angeles County voters approved Measure H on March 7, 2017. Measure H raised
the sales tax by a quarter of a percent for 10 years to fund a variety of services for
homeless people on a comprehensive scale Countywide. Following the approval of
Measure H, the County Supervisors approved planning grant funding available for cities
to develop specific plans to address the issue locally. The City applied for this funding
and was awarded $30,000 to use as a planning grant to develop Arcadia’s
Homelessness Plan.
On March 5, 2018, the City of Arcadia entered into a Memorandum of Understanding
(“MOU”) with the San Gabriel Valley Council of Governments (“SGVCOG”) to procure
and manage a consultant to assist the City in creating a Homelessness Plan to sustain
and expand efforts to address homelessness on a regional level. Le Sar Development
Consultants (“LSDC”) was selected to provide this service for the SGVCOG. LSDC
facilitated stakeholder meetings to discuss the issues, challenges, and concerns with
homeless in the City, as well as coordinating with County strategies to address the
situation. The information gathered at various meetings formulated the goals and
strategies included in the plan, and these align with the strategies adopted by the
County of Los Angeles Board of Supervisors funded by Measure H.
It is recommended that the City Council approve the City of Arcadia Five Year
Homelessness Plan and authorize the submittal of the plan to the Count y of Los
Angeles.
Five Year Homelessness Plan
August 7, 2018
Page 2 of 4
BACKGROUND
On June 13, 2017, the County of Los Angeles Board of Supervisors approved Measure
H funding allocations in the support of the County’s Homelessness Initiative to prevent
and combat homelessness in the County. Recognizing the important role cities have in
supporting the Homeless Initiative, the Board of Supervisors allocated one time funding
for individual cities to develop a plan to address homelessness in their respective cities.
The Home for Good Funders Collaborative administered City Planning Grants in
partnership with the Los Angeles County Homeless Initiative. Eligible cities submitted
grant proposals and many were conditionally awarded grant funding. The award
amounts were tied to official 2017 Homeless Count numbers. Twenty-three (23)
proposals from the San Gabriel Valley were submitted (Arcadia included) and this
resulted in a combined total funding amount of $890,000. These funds allowed cities to
develop homelessness plans, which identify specific local needs and problem areas or
issues, as well as to support homeless prevention strategies. The City submitted an
application for a City Planning grant to prevent and combat homelessness, and was
awarded $30,000 to create a city-specific homeless plan.
As mentioned, the SGVCOG selected LSDC to assist local cities with the development
of a Homelessness Plan. In March 2018, LSDC facilitated a series of community
meetings in Arcadia with various stakeholders, including the City Council, Downtown
Arcadia Improvement Association, Chamber of Commerce, Police Department, and City
staff, to discuss the issues, challenges, and concerns with homeless in the City, as well
as potential regional strategies to address the situation. The information gathered at
various meetings formulated the goals and strategies included in the plan and align with
the strategies adopted by the County of Los Angeles Board of Supervisors funded by
Measure H.
DISCUSSION
The five year Homeless Plan addresses Arcadia’s strategies to combat homelessness
at the local and regional level. This cohesive plan will provide framework to educate
and inform the community about homelessness.
During the 2018 Greater Los Angeles Homeless Count (Homeless Count), the number
of people identified as homeless in Arcadia declined as compared to previous years,
with three homeless individuals identified. In comparison, in 2017, 14 homeless
individuals were identified and in 2016, 12 homeless individuals were identified. The
methodology for the Homeless Count has not changed, as the County takes place
County-wide, on a date determined by the County, in the evening, with volunteers. The
City is divided up into grid sections and the volunteers drive or walk the assigned areas
to count individuals identified as homeless. Once the results were published from the
Count this year, a number of comments were made relative to the low number of
Five Year Homelessness Plan
August 7, 2018
Page 3 of 4
identified homeless individuals in the City. There may be a few reasons for the
difference in the actual number versus the perceive d number of homeless. The
individuals may have been overlooked during the count, or are in the City in the day and
return to a different area during the evening. Despite the low numbers witnessed during
the Homeless Count, the City still needs to develop a Plan to address these issues as
they are of regional and local significance.
Current City efforts to address the Arcadia’s homeless include the following: The Police
Department Homeless Education and Liaison Program (“HELP”) responds and builds
relationships with individuals experiencing homelessness, Information and referrals are
distributed at the Community Center and Library to homeless individuals, The Fire
Department provides aid and resources, the Public Works Services Department and
Development Services Department assist with private property impacts and hazardous
materials issues, and the Recreation and Community Services Department serves at
the lead in the Homeless Count and organizes volunteers in this annual Los Angeles
County event.
Moving forward, to address homelessness in Arcadia, the Homelessness Plan includes
goals and actions to prevent and combat homelessness. These goals and actions were
derived from input received from stakeholder interviews , as well as regional best
practices. The primary goals within the Plan are as follows:
1. Educate City Staff, key stakeholders, and the community about homelessness;
2. Strengthen local capacity to support countywide outreach;
3. Connect people experiencing homelessness to the County’s Coordinated Ent ry
System;
4. Explore the creation of temporary and permanent housing resources; and,
5. Coordinate with regional partners on Homelessness Plan
A complete list of goals and actions can be found in the Homelessness Plan (Exhibit
“A”).
The Recreation and Community Services Department is responsible for overseeing the
goals and actions within the plan as well as updating the plan and adding new goals
over time. The plan will be reviewed continually to ensure the City’s goals and actions
reflect best practices in serving the needs of the people experiencing homelessness
both over the short and long term.
ENVIRONMENTAL IMPACT
This proposed action does not constitute a project under the California Environmental
Quality Act (“CEQA”), and it can be seen with certainty that it will have no impact on the
environment. Thus, this matter is exempt under CEQA, based on Section 15061(b)(3)
of the CEQA Guidelines.
Five Year Homelessness Plan
August 7, 2018
Page 4 of 4
FISCAL IMPACT
The development of the Plan itself was funded through a $30,000 grant administered
through the SGVCOG. In terms of the current fiscal impact of homeless issues in
Arcadia, although City Departments do not specifically budget for homeless services , it
is estimated that in Fiscal Year 2017-18, approximately $84,825 was expended on
homeless related services. This number includes estimated staff time as well as hard
costs. These costs are considered to be the included in the ordinary cost of business for
the City.
The Five Year Plan has a number of implementation actions that the City will be
responsible for. It is anticipated that the implementation of the goals and actions within
the Plan will be completed by the City’s various Departments within their regular scope
of work. However, additional Measure H funds may be available to offset these costs in
the future, and costs and expenses will be tracked to monitor impacts . In addition, for
projects like Rapid Rehousing, grants and other available funding sources will be
researched for possible use.
RECOMMENDATION
It is recommended the City Council approve the City of Arcadia Five Year
Homelessness Plan and authorize the submittal of the plan to the County of Los
Angeles.
Attachments: Exhibit “A” – Five Year Homelessness Plan with the County of Los Angeles
Exhibit “B” – Partnership Report
Exhibit “C” – San Gabriel Valley Council of Government Memorandum of
Understanding
Exhibit "A"
Five Year Homelessness Plan
City of Arcadia
Plan to Prevent and
Combat Homelessness
(AUGUST 2018)
Prepared in collaboration with:
1
Contents
City of Arcadia Plan to Prevent and Combat Homelessness ...................................................... 2
Data on Individuals and Families Experiencing Homelessness ........................................... 3
Current Efforts to Address Homelessness .................................................................................. 8
City Departments ................................................................................................................ 8
Community Development Block Grant Funds .....................................................................10
Community Partners ..........................................................................................................10
Regional Partners ..............................................................................................................11
Goals and Supporting Actions ...................................................................................................11
Goal 1: Educate City Staff, Key Stakeholders, and the Community About Homelessness .....12
Goal 2: Strengthen Local Capacity to Support Countywide Outreach ....................................14
Goal 3: Connect People Experiencing Homelessness to the Coordinated Entry System .......16
Goal 4: Explore the Creation of Temporary and Permanent Housing Resources ...................17
Goal 5: Coordinate with Regional Partners ............................................................................18
Appendix A: City Planning Activities Tied to County Homeless Initiative Strategies ..................20
2
City of Arcadia Plan to Prevent and Combat Homelessness
Recognizing the impact of homelessness on individuals and communities countywide, in 2017
voters approved Measure H to fund services to prevent and combat homelessness. The County
Board of Supervisors approved the allocation of funds in June 2017 and also allocated funds for
cities to develop local homelessness plans. In October 2017, the City of Arcadia was awarded a
$30,000 planning grant to develop a City plan to prevent and combat homelessness. The City
entered into an agreement with the San Gabriel Valley Council of Governments (SGVCOG) and
LeSar Development Consultants to assist with the development of homelessness plan for
Arcadia’s strategies for addressing homelessness in the local community, as well as on a
regional level. On January 31, 2018, staff from the City of Arcadia Department of Recreation
and Community Services Department attended a kickoff meeting facilitated by LeSar
Development Consultants for all the San Gabriel Valley cities partnering with the SGVCOG in
the planning process.
In March 2018, LeSar Development Consultants along with the Recreation and Community
Services Department conducted a series of interviews to solicit feedback from community
stakeholders regarding homelessness in Arcadia, as well as ways to improve the quality of life
for homeless and the business community. Key activities of the plan process included in-person
interviews with key stakeholders, including two City Council Members and the City Manager, as
well as staff from the Recreation and Community Services Department, the Police Department
and its Homeless Education and Liaison Program, the Library and Museum Services
Department, and the Chamber of Commerce and Downtown Arcadia Improvement Association.
During stakeholder interviews, participants were asked to provide feedback on the challenges
associated with homelessness and input on possible strategies. Additional interviews and
information was gathered from the Fire Department, Public Works Services Department,
Development Services Department, Arcadia Mental Health Center, Arcadia Methodist Hospital,
Foothill Unity Center, Arcadia Unified School District, and the Assistance League of Arcadia.
These stakeholder interviews focused on Arcadia’s role in align with the following Measure H
strategies:
• B3: Partner with Cities to Expand Rapid Re-Housing
Rapid re-housing programs target people experiencing homelessness or those
imminently at risk of homelessness who have low to moderate barriers to maintaining
permanent housing. These programs connect homeless families and individuals to
permanent housing through the provision of time-limited financial assistance, targeted
supportive services, and case management. Department of Health Services(DHS) and
Los Angeles Homeless Services Authority(LAHSA) are partnering with cities to expand
the availability of rapid re-housing.
• E6: Countywide Outreach System
This strategy serves to coordinate the Countywide Outreach System by ensuring E6
outreach teams, generalist, and multidisciplinary teams as well as existing community-
based organization teams are deployed in a coordinated strategic and effective manner.
To accomplish the coordination, LAHSA has hired a countywide outreach coordinator
who works with newly hired regional/SPA coordinators houses at the CES lead agency
within each SPA. In addition, a web-based 2-1-1 communication platform is currently
being developed as a tool to report homeless individuals on the street and in
encampments. Reports submitted via the platform will be automatically routed to the
Countywide Coordinator and the appropriate SPA coordinator so the team can be send
3
to the location. The Countywide network of outreach teams will engage and connect, or
reconnect, homeless individuals to interim and/or permanent housing and supportive
services.
• E7: Strengthen the Coordinated Entry System
CES is a no wrong door, countywide system that engages and connects homeless
families and individuals to the optimal resources for their housing needs.
• E8: Enhance the Emergency Shelter System
Refer homeless families and individuals to the shelter or to the pick-up points for free
transportation to the shelters. E8 strategy will also include information on homeless
services on city websites.
City staff and the consultant team also worked together to analyze the challenges and
opportunities identified during the interviews and gather additional data, which informed the
development of the goals and actions set forth in the plan. W eekly check-ins with the consultant
team kept development of goals and actions on track. The planning process also included calls
and meetings with the County, the San Gabriel Valley Council of Governments, and with other
cities in the San Gabriel Valley to identify opportunities for regional collaboration.
Data on Individuals and Families Experiencing Homelessness
Homelessness ranks among Los Angeles County’s most pressing—and most intractable—
social challenges, in large part the result of high housing prices, stagnant wages, and cuts to
social services that did not rebound following the economic crisis. While the number of people
experiencing homelessness in Los Angeles County decreased from 55,048 in 2017 to 53,195 in
2018—a drop of 3%, more people fell into homelessness for the first time and the number of
people experiencing homelessness in the San Gabriel Valley grew by 5% to 4,292 individuals.1
Point-In-Time Count
Unlike many cities in the San Gabriel Valley, the City of Arcadia has seen an overall
decline in the number of people identified as homeless during the annual Greater Los
Angeles Homeless Count.2 In 2015, Arcadia had 22 people experiencing homelessness,
including nine who were unsheltered and 13 who were sheltered in transitional housing.3 In
2016, the total population of people experiencing homelessness had dropped to 12 people;
however, all of them were unsheltered.4 While homelessness increased slightly to a total of
14 unsheltered individuals in 2017,5 the 2018 Point-In-Time (PIT) Count showed that only
three people were experiencing homelessness in Arcadia (see Figure 1).6 All three of these
individuals were unsheltered, with two living in RVs/campers and one living on the street.7
1 Los Angeles Homeless Services Authority. (2018). Greater Los Angeles Homeless Count Presentation. 2 The annual Greater Los Angeles Homeless Count (annual Point-In-Time Count) was conducted by the Los Angeles
Homeless Services Authority on January 23-25, 2018. 3 Los Angeles Homeless Services Authority. (2015). Homeless Count by City/Community. 4 Los Angeles Homeless Services Authority. (2016). Homeless Count by City/Community. 5 Los Angeles Homeless Services Authority. (2017). Homeless Count by City/Community. 6 Los Angeles Homeless Services Authority. (2018). Homeless County by City/Community. 7 Ibid.
4
Figure 1: Homelessness in the City of Arcadia
Historical Homeless Count (2015-2018)
Field Outreach
W hile the annual PIT Count identified only a small number of individuals experiencing
homelessness within the community, subsequent research and field outreach suggests a higher
number of individuals within the community are experiencing homelessness on a daily basis.8
As part of the field outreach effort, LeSar Development Consultants visited five sites within the
community that City staff had identified as locations where individuals experiencing
homelessness congregate, and identified seven individuals experiencing homelessness and five
makeshift shelters and tents.9 Four of the seven people, two makeshift structures, and one tent
were identified in the Peck Road Park. The other two makeshift structures were located on the
horse trail adjacent to the Arcadia Golf Course and a former American Legion site. Two people
were identified at Albertson’s and one was identified pushing a shopping cart along Huntington
Drive.
Of the individuals identified during field outreach, two adult males—one in his forties and
another age 62 or older—agreed to be interviewed. One of the men indicated that he had been
homeless for six months; the other said he had been homeless on and off for 20 years. These
individuals both identif ied as being from the San Gabriel Valley and indicated that they chose to
live in Arcadia to be close to family and because they feel safe in the community. These
comments underscore 2018 PIT Count findings, which show that 65% of people experiencing
homelessness have been in Los Angeles County for 20 years or more, with only 10% living in
the area for a year or less.10
Both attributed their homelessness to the high cost of housing, lack of employment that pays a
living wage, the difficulty saving adequate funds to cover a security deposit, and limited services
and supports available within the community. One explicitly stated that he chose not to stay in
8 The annual Greater Los Angeles Homeless Count (formally the annual Point-In-Time Count) was conducted by the
Los Angeles Homeless Services Authority in collaboration with local jurisdictions and volunteers January 23, 2018,
and does not reflect fluctuations in the number of people experiencing homelessness over the course of the year. 9 LeSar Development Consultants conducted field outreach at seven sites to interview individuals experiencing
homelessness within Arcadia on March 27, 2018. These sites include an Albertson’s grocery store, the Arcadia Golf
Course, a former American Legion post, the Arcadia Library, and the business district along Huntington Drive, as well
as Arcadia Park and Peck Road Park, which are managed by the County. 10 Los Angeles Homeless Services Authority. (2018). 2018 Homeless count shows first decrease in four years.
2015 2016 2017 2018
Unsheltered 9 12 14 3
Sheltered 13 0 0 0
Total 22 12 14 3
0
5
10
15
20
25
People Experiencing Homelessness
5
shelters because of drugs, bedbugs, and other unhealthy conditions.11 The interviewees also
indicated that better access to quality affordable housing and services, as well as short-term
solutions such as showers and restrooms, were all needed to effectively address
homelessness. These comments reflect general public health and safety concerns associated
with the regional rise in unsheltered homelessness.
Coordinated Entry System Data
In addition to data gathered from people experiencing homelessness through field outreach, City-
level data from the regional Coordinated Entry System (CES) provides an enhanced view of
those experiencing homelessness and their challenges as well as needs using responses to the
Vulnerability Index Service Prioritization Decision Assistance Tool (VI-SPDAT) assessment and
other indicators of a person’s overall health and wellbeing.12 Specifically, the VI-SPDAT
assessment produces an acuity score, which can help identify an appropriate housing
intervention for someone experiencing homelessness. In Los Angeles County, individuals
experiencing homelessness who fall into the low-acuity scoring range of the assessment (0-3)
should be able to find housing on their own, those in the mid-acuity scoring range (4-11) are
best served by Rapid Re-Housing programs, and high-acuity individuals (12+) generally need
supportive housing.13
Other useful indicators in the data set include information about a person’s housing history,
legal background, physical and mental health, history of substance use, and general
demographic inf ormation such as age and race. All of these elements are self -reported by the
individuals as part of the VI-SPDAT assessment. For the purposes of this Homelessness
Plan, all data have been de-identified to protect confidentiality.
Between July 2016 and November 2017 in Arcadia, 32 individuals were assessed. Of these,
81% are in the mid-acuity range, compared to 11% in the high-acuity range and 7% in the
low- acuity range.
Among Arcadia’s homeless population who completed the VI-SPDAT, 41% are ages 56 and
older—the second highest percentage of older individuals who are homeless among cities
participating in the San Gabriel Valley homelessness planning process.14 Of the remaining age
groups, 31% are ages 41-55, 25% are ages 25-40, and 3% are ages 18-24. Among these
individuals, 78% identif y as white and 13% as black or African American. For the remaining
9%, data was not collected or individuals declined to state their race. Two-thirds (66%)
identified as male, 28% identified as female, and for 6% data were not collected.
Other important vulnerability indicators are length of time a person has spent homeless, any
existing chronic health conditions, diagnosed mental health issues, and people who have
spent one or more nights in a holding cell, jail, or prison within six months of their VI-SPDAT
assessment. Of the people experiencing homelessness in Arcadia from July 2016 through
November 2017:
11 Results of LeSar Development Consultants field outreach, March 27, 2018. 12 The Coordinated Entry System (CES) is a regional database that streamlines housing placement and service
provision and prioritizes those who are most vulnerable. This Homeless Plan incorporates data from the adult singles
database.
13 Los Angeles Homeless Services Authority. (ND). Draft CES Prioritization Policies. 14 The City of Duarte has the highest percentage (50%) of individuals ages 56 and older experiencing homelessness
among cities participating in the San Gabriel Valley planning process. Other cities include Alhambra, Azusa, Baldwin
Park, Claremont, Covina, El Monte, Glendora, Irwindale, La Puente, La Verne, Pomona, San Dimas, South El Monte,
South Pasadena, and West Covina.
6
• 37% reported being homeless less than a year, 50% said 1-2 years, and 9% said 2
years or more.
• 34% reported chronic health issues related to the liver, kidneys, stomach, lungs, or heart.
• 19% reported a mental health issue, and only 3% reported substance use disorder.
• In the 6 months prior to assessment, 41% had taken an ambulance to the hospital,
69% had received health care at an emergency department/room, and 47% had
received in-patient care at least one time.
• 22% had spent at least one night in a holding cell, jail, or prison within six months
of their assessment, with 3% being incarcerated five or more times.
School District Data
Data gathered through the PIT Count and field outreach can also be supplemented with data
from the Los Angeles County Office of Education. These data indicate that, during the 2016-
2017 academic year, 25 Arcadia Unified School District students were considered homeless
under the McKinney-Vento Act.15, 16 The McKinney-Vento Homeless Assistance Act provides
guidance to state education agencies and school districts on how to ensure that policies
related to the identification, enrollment, attendance, and success of students experiencing
homelessness serve those students’ “best interest.” Like HUD, the McKinney-Vento Act
counts as homeless those students who are living in emergency or transitional shelters,
vehicles or public or private spaces not designed for sleeping. McKinney-Vento, however, also
counts as homeless those children and youth who are living in motels, hotels, trailer parks, or
camping grounds; abandoned buildings or substandard housing; bus or train stations; or in
shared housing due to economic hardship. It also includes children abandoned in hospitals
and unaccompanied minors and children and youth.
Service Planning Area 3 Data
Arcadia currently has one of the smallest populations of people experiencing homelessness
within Service Planning Area 3 (SPA 3); however, housing instability and homelessness
often results in individuals being forced to move out of their preferred communities.
Therefore, the data in the preceding sections of the report should be looked at holistically in
conjunction with the following snapshot of SPA 3 demographics to better understand regional
trends within the homeless population, which has increased 5% from 4,094 in 2017 to 4,292 in
2018:17
• 76% (3,262) were unsheltered and living outside while 24% (1,030) were in some form
of temporary shelter accommodations – accounting for 8% of Los Angeles’ homeless
population
• 87% were single adults, 13% were families, and none were unaccompanied youth and
young adults
• 35% were female, 63% male, 2% transgender, and .3% gender non-conforming
• 53% were Hispanic/Latino, 25% were white, 17% were African American, 1% were
Asian, 1% were Native Hawaiian/Pacific Islander, .3% were American Indian/Alaska
Native, and 2% identified as multi-racial.
• 11% were ages 62 and older, 13% between the ages of 55-61, 65% between the ages of
25-54, 4% between the ages of 18-24, and 8% were under the age of 18
15 Los Angeles County Office of Education. (2017). Aggregated LA County Homeless Student Count. 16 Federal Register. (2016). McKinney-Vento Education for Homeless Children and Youths Program. 17 Los Angeles Homeless Services Authority. (2018). 2018 Greater Los Angeles Homeless Count Service Planning
Area 3 – San Gabriel Data Summary. The data does not cover Pasadena with the exception of the percentages of
sheltered and unsheltered individuals.
7
• 7% were United States Veterans, with 4% of the total population identified as chronically
homeless Veterans
The following data show vulnerability indicators reported by individuals experiencing
homelessness in SPA 3:18
• 35% were considered chronically homeless, an increase of 5% over 2017. Chronic
homelessness refers to lengthy or repeated histories of homelessness along with a long-
term disability such as a mental or physical health problem or a substance use disorder
• 33% had a mental illness, 21% had a substance use disorder, and 1% had HIV/AIDS
• 23% had a physical or developmental disability
• 37% have experienced domestic/intimate partner violence in their lifetime, and 11% of
the total population reported being homeless due to fleeing domestic partner violence
Finally, City-level data on economic and housing trends serve as reliable indicators of residents
who may be at risk of falling into homelessness. As Figure 2 illustrates, Arcadia’s median
household income is higher than the average across Los Angeles County, and its
unemployment, poverty, and eviction rates are lower than the average.19, 20 These data suggest
that a lower proportion of residents may be at risk of homelessness.
Figure 2: Selected Demographic Statistics
18 Ibid. 19 U.S. Census Bureau. 2012-2016 American Community Survey 5-Year Estimates 20 Eviction Lab.
8
Current Efforts to Address Homelessness
Recognizing the benefits of regional coordination in addressing homelessness, the City of
Arcadia opted to engage in the planning process to ensure that individuals experiencing
homelessness within the community and across the San Gabriel Valley have access to housing
and services consistent with the Los Angeles County Homelessness Initiative strategies. Prior to
the initiation of the planning process, City staff relied primarily on 2-1-1, Union Station, and
Volunteers of America to serve people experiencing homelessness. During the stakeholder
interviews, they expressed interest in learning how to better connect these residents to the
Coordinated Entry System (CES) with the goal of helping them move from homelessness to
housing. Arcadia also regularly participates as an opt-in city in the annual PIT Count conducted
annually each January.
City Departments
Within Arcadia, the following departments were identified as having a role in preventing and
combating homelessness, including the mitigation of the impact of homelessness on the
community:
• The Recreation and Community Services Department serves as the designated
project lead for coordinating the City’s response to homelessness, and has created
resource and referral information for individuals experiencing homelessness as
needed. The Department also coordinates the City’s participation in the annual PIT
Count.
• The Police Department operates a six-person Homeless Education and Liaison
Program (HELP) team. The HELP team responds to calls for service from business
owners and residents, conducts outreach, and also connects people experiencing
homelessness with resources. Approximately once a quarter, the HELP team responds
to calls from the Library. The Police Department added, since the Gold Line opened,
calls for service related to homelessness have increased from 473 to 954 a year, a
101% increase. The Police Department expressed interest in participating in future PIT
Counts.
• The Fire Department responds to calls, and can provide paramedic and ambulance
services. They also hand out kits with necessities to people experiencing
homelessness.
• The Library and Museum Services Department provides resource and referral
inf ormation and an inclusive place for people to rest, use the computers, charge cell
phones, and use the public restrooms. Recognizing the limited availability of services
within the community, library staff received training from Ryan Dowd, a national expert
that trains various city departments, libraries, and schools on how to work with
chronically homeless individuals.
• The Public W orks Services Department works with the County to clean up
encampments in response to calls, many of which may be related to County-owned
land. • The Development Services Department has code services respond to requests for
commercial and industrial debris removal.
9
Table 1 outlines the City’s estimated annual expenses associated with addressing
homelessness, which includes both mitigation costs associated with encampments and
funding dedicated to serving individuals and f amilies experiencing homelessness and those
facing housing instability. Currently, 60 percent of Arcadia’s funding associated with
addressing homelessness is allocated to mitigation.
Table 1: Estimated Annual Expenses Related to Homelessness
Department Estimated Annual
Costs Associated
with Homeless
Services
Service Description
Recreation and Community
Services Department
$27,500 Coordinates the City’s response to
homelessness with other City
departments, the County, and the
community; maintains a list of
available resources; and provides
services, as needed. Also
coordinates the annual PIT Count.
Police Department Homeless
Education and Liaison Program
(HELP) Team
$20,000 Responds to calls for service and
engages in proactive outreach
to homeless individuals.
Fire Department $30,725 Responds to calls for service and
provides paramedic and
ambulance services, as needed.
Library and Museum Services
Department
$1,900 Provides information about housing
and services to patrons experiencing
homelessness. Costs associated
with staff training and biohazard
clean-up.
Public W ork s Services
Department
$1,800 Removes property and debris from
encampments, as needed.
Development Services
Department
$2,900 Code services officers respond to
commercial and industrial debris
removal.
Estimated Annual Total $84,825
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Community Development Block Grant Funds
For more than 40 years, Arcadia has received funds through the U.S. Department of Housing
and Urban Development Community Development Block Grant (CDBG) program, which is
administered through the Community Development Commission (CDC) of Los Angeles County.
According to the Annual Action Plan covering the period starting on July 1, 2018, and ending on
June 30, 2019, Arcadia will receive an allocation of $337,839 in Community Development Block
Grant (CDBG) funds to support a variety of program and services:21, 22
• $235,836 to provide grants to 13 low-income homeowners for necessary home
improvements
• $24,640 to provide a lunch program to 350 seniors Monday through Friday at the
Arcadia Community Center
• $20,507 to provide information on government benefits and other services seniors
Community Partners
In addition to the services and resources listed in Table 1, the City and its local partners are
currently engaged in the following services to prevent and combat homelessness:
• The Arcadia Chamber of Commerce and Downtown Arcadia Improvement Association
(DAIA) have been speaking with businesses about the impact of homelessness. The
Chamber recently partnered with the Police Department to educate the business
community about homelessness, as well as where to refer individuals seeking services
and support. The Chamber currently responds to two to three calls a month from
business owners, and also tries to connect walk-ins with resources.
• The Downtown Arcadia Improvement Association (DAIA) represents the interests of
local business owners. DAIA expressed interest in educating the business community
about homelessness and where to refer individuals seeking services and support.
• The Arcadia Unified School District (AUSD) serves the educational needs of the
majority of youth in Arcadia. The district works to connect students and families
experiencing or at risk of homelessness with housing and services.
• The Arcadia Mental Health Center, operated by the Los Angeles County Department of
Mental Health Services, provides outpatient mental health services to clients, which
include a growing number of people experiencing homelessness. The Center serves as
a (CES) assessment site and works to secure housing vouchers and placements for
clients through Full Service Partnerships, a program for adults ages 25-69 with severe
mental illness.
• Arcadia Methodist Hospital serves Arcadia and the surrounding area, including
approximately 40 Emergency Room patients experiencing homelessness per month.23
The hospital provides patients experiencing homelessness with prescriptions, clothing,
taxi vouchers, and referrals to local resources and services, as needed.
• The Assistance League of Arcadia distributes backpacks, school uniforms and clothing,
and other necessities to children in grades K-8 in the San Gabriel Valley who are
identified by their school district as “in need,” which includes children who are
experiencing or at risk of homelessness.
21 Community Development Commission of Los Angeles. (2018). 2018-2023 Consolidated Plan/2018-2019 One Year
Action Plan: Appendix I – CDBG Allocations. 22 Community Development Commission of Los Angeles (2018). 2018-2019 Action Plan Proposed Projects. 23 Information provided by T. Kaplan, Manager of Social Work Care Coordination, Methodist Hospital of Southern
California.
11
• Foothill Unity Center, located in Monrovia, provides food, case management,
transportation, motel vouchers, referrals, and health services for people who are
homeless or at risk of homelessness. They also serve as a CES assessment site.
Regional Partners
On a regional level, the City also coordinates with surrounding cities, the San Gabriel Valley
Council of Governments, and various County Departments on relevant issues, as needed. City
staff also refer individuals experiencing homelessness to the following SPA 3 CES leads to
complete the VI-SPDAT and match them with the appropriate housing and services:
• Union Station Homeless Services, which is contracted to serve adults in the Western
region of the SPA, as well as families throughout the SPA.
• Hathaway-Sycamores Child and Family Services, which serves youth ages 16-24.
• Volunteers of America, which is contracted to serve adults in the Eastern region of
the SPA.
In addition, the United Way of Greater Los Angeles recently launched the Everyone In
campaign, which aims to educate and engage nonprofit organizations, businesses, and labor
and community leaders in advocating for solutions to bolster homeless services and increase
the supply of supportive housing.24
Goals and Supporting Actions
While the population experiencing homelessness is modest in comparison to many other
cities, the vulnerability of those who are homeless has prompted the City of Arcadia to
create a five-year plan homelessness plan to guide the efforts to prevent and combat
homelessness.
The following goals and actions to address homelessness in Arcadia were derived from input
received from stakeholder interviews, as well as identif ication of best practices and
opportunities.
Goal #1: Educate City Staff, Key Stakeholders, and the Community about Homelessness
Goal #2: Strengthen Local Capacity to Support Countywide Outreach
Goal #3: Connect People Experiencing Homelessness to the Coordinated Entry System
Goal #4: Explore the Creation of Temporary and Permanent Housing Resources
Goal #5: Coordinate with Regional Partners on Homelessness Plan Implementation
The Department of Recreation and Community Services is responsible for overseeing the goals
and actions, and updating or adding new goals and actions over time. The plan will be reviewed
continually and the necessary changes will be made to ensure that the City’s goals and actions
reflect best practices in serving the needs of people experiencing homelessness.
24 Everyone In LA. (NA). About Us.
12
Goal 1: Educate City Staff, Key Stakeholders,
and the Community About Homelessness
Homeless Initiative Strategy Link(s): E6, E7
Establish a local team comprised of key stakeholders within Arcadia to
educate individuals regarding the homeless plan and ensure a coordinated
response to homelessness (E7).
• Identif y and invite team members (e.g., Recreation and Community Services, Police, Fire,
Library and Museum Services, and Public W orks Services Department, Arcadia
Downtown Business Improvement Association, Arcadia Chamber of Commerce, Arcadia
Unified School District, Arcadia Methodist Hospital), and other organizations in Arcadia.
• Schedule and hold meetings to discuss plan progress and coordinate ongoing staff and
community education.
• Pursue County Homeless Initiative plan implementation funding for FY 2018 to support
coordination efforts either individually or with neighboring cities.
Measurement: Team established within six months
Ownership: Recreation and Comm unity Services Department
Leveraged City
Resources:
Staff time for participating City departments to organize, facilitate, and
attend meetings
Associated
Policy Changes:
No associated policy changes
Timeline:
Six months, ongoing
Action 1a
13
Establish and implement a community education process.
• Develop a community toolkit that provides general information on local and regional
resources for homeless. Share it with all City departments and create an online
resource area where stakeholders can access the information.
• Organize community meetings for stakeholders to share information and answer
questions. Ensure members of the business and faith-based communities, service
providers, and residents are informed about best practices to address homelessness.
• Participate in the Everyone In campaign when possible.
Measurement: Toolkit developed and made available online, one community meeting in
Year One
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
City staff time, website and social media, and facilities for meetings
Associated
Policy Changes:
No associated policy changes
Timeline: One year, ongoing
Enhance City staff understanding of Arcadia’s homeless population (E6).
• Work with the SPA 3 CES leads (e.g., Union Station Homeless Services, Hathaway-
Sycamores) to gather the City’s data and develop a list of individuals. If feasible, go
through the LAHSA onboarding process to get access to system data on single adult
and youth clients.
• Determine how people are becoming homeless in Arcadia by gathering data from
other existing databases (e.g., CalWORKS, City and School District databases).
• Conduct ongoing reviews of data to understand trends in homeless population
demographics (e.g., chronic homelessness, students and families, seniors, survivors
of domestic violence).
• Involve City staff and Police Department HELP program in annual PIT Count.
Measurement: Regularly updated summary of who is experiencing or at risk of
homelessness in Arcadia
Ownership: Recreation and Comm unity Services Department
Leveraged City
Resources:
Staff time to gather and analyze data, participate in PIT Count, work with
organizations to assist in providing resources
Associated
Policy Changes:
No associated policy changes
Timeline: Annual, ongoing
Action 1b
Action 1c
14
Goal 2: Strengthen Local Capacity to Support
Countywide Outreach
Homeless Initiative Strategy Link(s): E6,E4,E7
Train frontline City staff to refer homeless and at-risk individuals and families
to the crisis response system (E6).
• Identify frontline staff who have the most interaction with people experiencing or at
risk of homelessness.
• Develop and implement process to ensure City staff are educated and trained on how
to connect people with prevention services via 2-1-1 and possibly learn how to use
the County Web-based portal to submit outreach requests.
• Start with City staff and explore expanding to other community stakeholders as
needed.
Measurement: Frontline staff identified, process developed, first training conducted
within Year One
Expansion to stakeholders in Year Two, as needed
Number of individuals who are homeless or at-risk referred to
outreach teams and services annually
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
Staff time
Associated
Policy Changes:
No associated policy changes
Timeline:
One year, ongoing
Action 2a
15
Review and align Police Department HELP team outreach protocols with County
protocols (E4, E6, E7).
• Participate in the Los Angeles County Sheriff’s Department Crises Intervention Training
(First Responders Training) to ensure local outreach policies and protocols align with best
practice and Homeless Initiative strategies.25
• Assess how current HELP program aligns with First Responders training and CES, and
adapt the program as needed to focus on pathways to housing.
• Continue working with outreach partners, including the Department of Mental Health and
West San Gabriel Valley Mental Evaluation Team, to regularly report locations of
encampments and connect people to services.
• Explore potential to access AB 109 funding by partnering with the County.
Measurement: Completed training within one year, number of individuals trained
Revisions to policies and protocols developed and implemented within
Year One
Ownership: Arcadia Police Departm ent and Recreation and Community Services
Department
Leveraged City
Resources:
Staff time to develop and implement protocol
Associated
Policy Changes:
Develop policies and processes parallel to those of Los Angeles County to
enhance coordination and reflect best practice
Timeline:
One year, ongoing
25 Police Chief Magazine. (ND). Changing Law Enforcement Culture One Deputy at a Time with LASD-CIT: Is that
Crisis Intervention Training or Changing Inherent Thinking? Or Both?
Action 2b
16
Goal 3: Connect People Experiencing
Homelessness to the Coordinated Entry System
Homeless Initiative Strategy Link(s): E6, E7
Ensure that all individuals experiencing or at risk of homelessness are entered
in CES (E7).
• Coordinate with Union Station and Hathaway-Sycamores to ensure that each
individual referred completes the VI-SPDAT.
• Consider formal participation in CES, which includes signing a participation
agreement and providing City staff with training on the VI-SPDAT and HMIS.
• Assign staff to participate in regional (and potentially sub regional) case
conferencing to ensure that clients with high levels of need are prioritized for
housing.
Measurement: Participation decisions made by end of Year One
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
Staff time to participate in training, attend case conferencing, and conduct
follow-up with CES leads on referrals
Associated
Policy Changes:
No associated policy changes
Timeline:
Years One-Two
Work with community partners to increase the number of CES access points in
the community (E6, E7).
• Increase the number of CES access points in the City if funding is available.
Measurement: Partners identified by end of Year One. Funding decisions made before
end of Year Two.
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
Staff time to develop partnerships and analyze the feasibility of funding
services providers to serve as CES access points.
Associated
Policy Changes:
No associated policy changes
Timeline:
Years One-Two
Action 3a
Action 3b
17
Consider developing a Rapid Re-Housing program to reduce homelessness
among unsheltered residents who score in the mid-acuity range on the VI-
SPDAT if funding is available (B3, E6).
• Refer individuals and families experiencing homelessness to CES to access the Rapid
Re-Housing program.
• Work with LAHSA and the Department of Health Services to explore the feasibility of
providing a City-funded rental subsidy to designate Rapid Re-Housing Units for
local preference. Cities that contribute $500 per month per individual/family for up
to nine months are eligible for matching funds equal to the remainder of the rental
subsidy, plus all supportive services. After nine months, the County covers all
costs.
• Partner with LAHSA housing locators to recruit landlords/property owners
interested in participating in the Rapid Re-Housing program.
Measurement: Explore partnership b y end of Year Two; funding decisions m ade by end of Year
Three
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
$500 per month per homeless fam ily/individual for up to nine m onths ($4,500);
seek grants to cover costs
Associated
Policy Changes:
Policy and associated protocol outlining eligibility for Rapid Re-Housing placement
based on VI-SPDAT scores and County program guidelines
Timeline:
Years Two to Three
Action 4a
Goal 4: Explore the Creation of Temporary and
Permanent Housing Resources
Homeless Initiative Strategy Link(s): B3, E6, E8
18
Goal 5: Coordinate with Regional Partners
Homeless Initiative Strategy Link(s): E6, E7
Explore opportunities to partner w ith a service provider in a neighboring city
with a shelter to fund the placement of Arcadia’s homeless population in
dedicated shelter beds (E8).
• Identify neighboring cities that have or are developing shelters.
• Identify funding sources for shelter beds.
• Develop an MOU and associated protocols to fund and place Arcadia residents
experiencing homelessness in dedicated shelter beds, as needed.
Measurement: Funding decisions possible by end of Year Two, if applicable grants are
available.
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
City staff time to pursue funding sources, partnerships
Associated
Policy Changes:
Memorandum of Understanding with shelter provider
Timeline:
Years Two to Three
Participate in homeless plan coordination services with the San Gabriel Valley
Council of Governments (E7).
• Collaborate with other cities in the San Gabriel Valley Council of Governments to
share ideas, protocols, and outreach efforts.
• Collaborate with neighboring cities and regional partners to explore opportunities to
share resources for homeless individuals.
Measurement: Attendance at meetings, city participation in services
Ownership: Recreation and Community Services Department
Leveraged City
Resources:
City staff time
Associated
Policy Changes:
No associated policy changes
Timeline: Year one, ongoing
Action 4b
Action 5a
19
Coordinate with LAHSA and the County Homeless initiative team on regional
efforts to enhance outreach and strengthen the CES (E6, E7).
• Coordinate with the Los Angeles Homeless Services Authority, CES leads (e.g.,
Union Station Homeless Services for adults and families, Hathaway-Sycamores Child
and Family Services for youth), and County departments/agencies (e.g., Department
of Mental Health, Department of Education, Los Angeles County Metropolitan
Transportation Agency).
Measurement: Ongoing participation in County Homeless Initiative collaboration opportunities, as
identified
Ownership: Department of Recreation and Community Services
Leveraged City
Resources:
City staff time
Associated
Policy Changes:
No associated policy changes
Timeline: Year One, ongoing
Action 5b
20
Appendix A: City Planning Activities Tied to County
Homeless Initiative Strategies
Plan to
participate
Currently
participating
County Homeless Initiative Strategies
A – Prevent
Homelessness
☐ ☐ A1. Homeless Prevention for families
☐ ☐ A5. Homeless Prevention for Individuals
B – Subsidize
Housing
☒ ☐ B3. Partner with Cities to Expand Rapid Rehousing
☐ ☐ B4. Facilitate Utilization of Federal Housing
Subsidies
☐ ☐ B6. Family Reunification Housing Subsidies
☐ ☐ B7. Interim/Bridge Housing for those Exiting
Institutions
☐ ☐ B8. Housing Choice Vouchers for Permanent
Supportive Housing
C – Increase Income ☐ ☐ C1. Enhance the CalWORKs Subsidized
Employment Program for Homeless Families
☐ ☐ C2. Increase Employment for Homeless Adults by
Supporting Social Enterprise
☐ ☐ C4/5/6. Countywide Supplemental Security/Social
Security Disability Income and Veterans Benefits
Advocacy
☐ ☐ C7. Subsidize Employment for Homeless Adults
D – Provide Case
Management &
Services
☐ ☐ D2. Jail In-Reach
☐ ☐ D5. Support for Homeless Case Managers
☐ ☐ D6. Criminal Record Clearing Project
☐ ☐ D7. Provide Services for Permanent Supportive
Housing
E – Create a
Coordinated
System
☐ ☐ E4. First Responders Training
☐ ☐ E5. Decriminalization Policy
☒ ☒ E6. Expand Countywide Outreach System
☒ ☒ E7. Strengthen the Coordinated Entry System (CES)
☒ ☐ E8. Enhance the Emergency Shelter System
☐ ☐ E10. Regional Coordination of Los Angeles County
Housing Agencies
☐ ☐ E14. Enhance Services for Transition Age Youth
F – Increase
Affordable/
Homeless Housing
☐ ☐ F1. Promote Regional SB2 Compliance and
Implementation
☐ ☐ F2. Linkage Fee Nexus Study
☐ ☐ F4. Development of Second Dwelling Units Program
☐ ☐ F5. Incentive Zoning/Value Capture Strategies
☐ ☐ F6. Using Public Land for Homeless Housing
☐ ☐ F7. Preserve and Promote the Development of
Affordable Housing for Homeless Families and
Individuals
☐ ☐ F7. Housing Innovation Fund (One-time)
1
Exhibit "B"
Partnership Report
CITY OF ARCADIA PLAN TO PREVENT AND COMBAT HOMELESSNESS
PARTNERSHIP REPORT
Name of Partner
Organization/Entity
Brief Description of Partner’s Role in
the Community
Planned
Engagement
Expected Contributions of Partner
City of Arcadia’s
Recreation and
Community
Services
Department
Provides a variety of services programs,
and direct services to residents of all
ages. Primary point of contact
responsible for homelessness, providing
information and referrals to people
experiencing homelessness as needed.
Project lead and
advisory with
consultant.
x Facilitated meetings with stakeholders, provide
information about existing homelessness-related
services, and lead development of plan.
x Solicited feedback to streamline efforts as part of
developing goals and plan strategies.
x Provided information and referrals to people
experiencing homelessness.
City of Arcadia’s
Police Department
(HELP Program)
Operate Homeless Education and
Liaison Program, which conducts
outreach to people experiencing
homelessness, provides them with
information, and connects them to
resources, when possible. The Arcadia
Police Department received calls for
service from business owners and
residents concerned about the impact of
homelessness on their property and the
community. Coordinates with the
Service Planning Area 3 County
outreach team, which includes a mental
health outreach worker.
Stakeholder interview
on March 14, 2018.
x Provided information about existing
homelessness-related services, as well as
participated in development of goals and actions to
streamline services and implement new efforts.
x City solicited feedback to streamline efforts with
City staff and service providers as part of
developing plan strategies. Volunteered to
participate in future homeless counts and
interested in best practices for police outreach.
City of Arcadia’s
Library and Museum
Services
Department
Serves as a hub for information and
services in the City, including
information on resources available to
individuals experiencing homelessness.
People experiencing homelessness
come to the library for a safe place to
rest, use the computers, charge cell
phones, and use the public restrooms.
Stakeholder interview
on March 14, 2018,
and site for
homelessness
interviews.
x Provided information about existing
homelessness-related services and the needs of
people experiencing homelessness.
x City solicited feedback to streamline efforts as part
of developing goals and plan strategies. Library
staff have received training on how to engage
homeless patrons, and are interested in enhancing
existing services and referral capacity.
x The library was made available as a site for
conducting interviews with people experiencing
2
Name of Partner
Organization/Entity
Brief Description of Partner’s Role in
the Community
Planned
Engagement
Expected Contributions of Partner
homelessness.
Arcadia City Council
Members and City
Manager
Provides strategic direction and
oversight for City services.
Stakeholder interview
on March 14, 2018.
x Provided information about existing
homelessness-related services and resource
strains, and participated in development of goals
and actions to streamline services and implement
new efforts.
Arcadia Chamber of
Commerce
Serves as a convener of businesses
within the City of Arcadia.
Stakeholder interview
on March 14, 2018,
and resource during
plan development.
x Provided information about existing
homelessness-related services and resource
strains on the business community, and
participated in development of goals and actions to
streamline services and implement new efforts.
x The Chamber of Commerce will solicit feedback to
streamline efforts with City staff and service
providers as part of developing plan strategies.
Interested in educating the business community
about homelessness and where to refer individuals
seeking services and support.
Downtown Arcadia
Improvement
Association (DAIA)
Serves as a convener of businesses
within downtown Arcadia.
Stakeholder interview
on March 14, 2018,
and resource during
plan development.
x Provided information about existing
homelessness-related services and resource
strains on the business community, and
participated in development of goals and actions to
streamline services and implement new efforts.
x DAIA will solicit feedback to streamline efforts with
City staff and service providers as part of
developing plan strategies. Interested in educating
the business community about homelessness and
where to refer individuals seeking services and
support.
Arcadia Mental
Health Center
County-operated service providing
outpatient mental health services,
including services to a growing number
of people experiencing homelessness.
Serves as a CES assessment site, and
accepts walk-ins. Works to secure
housing vouchers and placements for
clients through Full Service
Partnerships.
Stakeholder interview
on March 21, 2018,
and resource during
plan development.
x Provided information about the needs of people
experiencing homelessness, existing
homelessness-related services, and issues
connecting clients to needed supports. Also
provided feedback on how to streamline services
and implement new efforts.
x Conducts intake assessments on a walk-in basis
to connect individuals referred by the City to CES.
3
Name of Partner
Organization/Entity
Brief Description of Partner’s Role in
the Community
Planned
Engagement
Expected Contributions of Partner
Arcadia Methodist
Hospital
Hospital serving Arcadia and the
surrounding area, including
approximately 40 emergency room
patients experiencing homelessness per
month. Provide patients experiencing
homelessness with prescriptions,
clothing, taxi vouchers, and referrals to
local resources and services, as
needed.
Stakeholder interview
on March 20, 2018,
and resource during
plan development.
x Provided information about the needs of people
experiencing homelessness, existing resources,
and issues connecting clients to needed supports.
Also provided feedback on how to streamline
services and implement new efforts. Interested in
opportunities to expand case management
services.
Pacific Clinics Provides mental and behavioral health
services for children and adults at more
than 60 locations in Southern California.
Services for clients experiencing
housing instability and homelessness
include outreach and engagement to
those with mental illness, temporary
housing and support services,
assistance securing permanent housing,
and support with independent living
skills.
Stakeholder interview
on May 25, 2018.
x Provided information about the needs of people
experiencing homelessness, existing resources,
and issues connecting clients to needed supports.
Also provided feedback on strategies to increase
access to housing.
City of Arcadia’s
Fire Department
Responds to calls for services, providing
paramedic and ambulance services
when needed.
Resource during plan
development.
x Provided information about existing
homelessness-related services and costs.
City of Arcadia’s
Public Works
Services
Department
Responds to calls for service to clean
up makeshift shelters, abandoned
property, and debris on City land.
Coordinates with the County to address
encampments on County land.
Resource during plan
development.
x Provided information about existing
homelessness-related services and costs.
Arcadia Unified
School District
(AUSD)
Primary school district serving the
educational needs of the majority of the
City’s youth. Works with students and
families, which includes those from
families experiencing homelessness or
at risk of becoming homeless.
Resource during plan
development.
x Provided information about resources expended
toward addressing homeless youth and families or
those at risk. The City will explore opportunities to
coordinate with the school district to refer students
and families to needed service and supports,
including through Youth CES.
Assistance League
of Arcadia
Distributes backpacks, school uniforms
and clothing, and other necessities to
children in grades K-8 in the San
Gabriel Valley area.
Resource during plan
development.
x Provide services for children year-round on an as-
needed basis.
Foothill Unity Center Nonprofit provider of food, temporary Resource during plan x Provided information about the needs of people
4
Name of Partner
Organization/Entity
Brief Description of Partner’s Role in
the Community
Planned
Engagement
Expected Contributions of Partner
shelter, case management,
transportation, referrals, and health
services for people who are homeless
or at risk of homelessness. Serves as a
CES assessment site.
development. experiencing homelessness, existing resources,
and issues connecting clients to needed supports.
Also provided feedback on how to streamline
services and implement new efforts.
x Conducts intake assessments by appointment to
connect individuals referred by the City to CES.
Los Angeles
Homeless Services
Authority (LAHSA)
Serves as the lead agency in the Los
Angeles County Continuum of Care with
oversight of CES, funding and
administration of programs, the
Homeless Management Information
System, the annual Point-In-Time
Count, and homeless outreach.
Provides information on demographics,
county strategies, and best practices
related to CES integration and services.
Resource during plan
development.
x Coordinates with the City on the PIT Count,
homeless outreach, and efforts to ensure that
individuals and families experiencing
homelessness within the City are connected to
CES.
San Gabriel Valley
Council of
Governments
(SGVCOG)
The SGVCOG convenes a
Homelessness Committee to provide
regional coordination in addressing
homelessness in San Gabriel Valley.
Meetings and calls as
needed throughout
plan development.
Resource during plan
development.
x The SGVCOG provides regional coordination of
the homelessness planning process and technical
assistance trainings.
Union Station
Homelessness
Services –
Coordinated Entry
System (CES)
Leads
Union Station is the largest
homelessness service provider in the
San Gabriel Valley and serves as the
lead coordinator for Service Planning
Area (SPA) 3, the regional coordinator
for single adults in the Western region,
and the family CES.
Participated in the
SGVCOG city
homelessness
planning kickoff
meeting on January
31, 2018, and a
subsequent planning
call with the consultant
team. Resource
during plan
development.
x The CES leads educated SGVCOG kickoff
meeting participants about the CES process and
answered questions.
x Conducts intake assessments on a first come, first
served basis to connect individuals, families, and
youth referred by the City to CES.
5
Name of Partner
Organization/Entity
Brief Description of Partner’s Role in
the Community
Planned
Engagement
Expected Contributions of Partner
LA Hathaway
Sycamore Child and
Family Services
Provides leadership for the Youth
Coordinated Entry System in SPA 3. Youth
CES serves youth and young adults aged
16-24.
Resource during
plan development.
Conducts intake assessments by appointment to
connect individuals referred by the City to CES.
Volunteers of
America
Provides case management services
including street outreach, homeless
prevention and rapid rehousing. Serves
single adults.
Resource during
plan development.
x Service provider provided information about issues
connecting clients to needed supports and also
provide feedback on potential solutions the
homelessness plan could incorporate to address
these issues; also provided guidance for other
service providers to integrate with CES.
x Conducts intake assessments on a walk-in basis
at their Pomona site to connect individuals referred
by the City to CES.
County of Los
Angeles
Provides guidance to Cities on Homeless
Initiative
Resource during
plan development.
x Provided information about the planning process,
programs, and potential funding opportunities.
6
Summary List of Planned Engagements
Type of
Engagement
Planned Participants Planned Date(s)
Stakeholder
Interviews
x City of Arcadia Library, Police Department, City Council, City
Manager, Chamber of Commerce, Downtown Improvement
Association.
March 14, 2018
Stakeholder
Interviews
x Arcadia Methodist Hospital, Arcadia Mental Health March 20 and 21, 2018
Stakeholder
Interviews
x People Experiencing Homelessness March 27, 2018
Stakeholder
Interviews
x Pacific Clinics May 25, 2018