HomeMy WebLinkAbout2021-12-07; City Council; ; Homeless Quarterly Update July 1-Sept. 30, 2021Meeting Date: Dec. 7, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Mandy Mills, Housing and Homeless Services Director
mandy.mills@carlsbadca.gov, 760-434-2907
Holly Nelson, Senior Homeless Program Manager
holly.nelson@carlsbadca.gov, 760-931-3824
Subject: Homeless Quarterly Update July 1-Sept. 30, 2021
District: All
Recommended Action
Receive a quarterly update report on the city’s goal to reduce its unsheltered homeless
population and approve a resolution amending the City Council’s homelessness goal work plan.
Executive Summary
On March 11, 2021, the City Council established a goal to reduce the unsheltered homeless
population, among those who want help, by 50% within five years and directed staff to provide
quarterly updates on the city’s progress in achieving this goal. These updates are intended to
provide the council and the community with an opportunity to monitor and evaluate the
effectiveness of the city’s homeless initiatives, discuss concerns, and make adjustments. In
these updates to the council, staff will be providing information on the number of individuals
experiencing homelessness in Carlsbad, performance metrics and outcomes, updates on the
approved work plan and current program expenses.
This first report, presented as Exhibit 1, will cover the period of July 1-Sept. 30, 2021, the first
quarter of the current fiscal year. It details the measurable progress made in the city’s efforts
toward the overall goal of reducing homelessness in Carlsbad by 50%. Details on the work
plan’s implementation, outcomes and other metrics are included in this report.
On May 4, 2021 the City Council approved a work plan for its homelessness goal. On Sept. 28,
2021, the City Council considered modifications to the work plan and provided specific direction
to staff. A resolution documenting a revised work plan that reflects the City Council’s direction
is also included for the City Council’s review and consideration (Exhibit 2).
CA Review MK
Dec. 7, 2021 Item #12 Page 1 of 27
Discussion
Overview
In recent years, the City of Carlsbad, like cities throughout California, has seen an increase in
the number of people experiencing homelessness. The City of Carlsbad created one of the first
homeless response plans in San Diego County in 2017, with a dedicated homeless outreach
team in the Police Department to respond exclusively to homeless-related calls for service. In
2019, the city hired a housing navigator and senior homeless program manager to work full-
time on homeless-related issues and design other innovative programs. Despite the successful
outcomes from these efforts, as illustrated by the attached quarterly report (Exhibit 1), the
issue of homelessness continues to be a top concern among residents, business owners and
homeless advocates.
The City Council has prioritized homelessness as one of its top city goals. In March 2021, the
City Council established a fiscal year 2021-22 priority goal to “Reduce the homeless unsheltered
population, among those who want help, by 50% within five years, with quarterly reports until
we decrease the unsheltered homeless population by 50% or five years” (whichever comes
sooner), and directed staff to develop a work plan to achieve a set of specific objectives over
the next 12 to 18 months toward achieving this goal. The City Council approved a
comprehensive package of initiatives to support this effort, including a work plan and the
necessary funding appropriations, on May 4, 2021. The City Council considered modifications to
the work plan and provided specific direction to staff on Sept. 28, 2021. These initiatives are
strategically designed to make both short-term and long-term impacts on the homelessness
concerns in Carlsbad. A resolution documenting a revised work plan that reflects the City
Council’s direction is also included for review and consideration by the City Council (Exhibit 2).
Staff’s report on the city’s progress in achieving the City Council’s goal is provided as Exhibit 1.
The data will also be posted on the city’s website for the community to readily review.
Definitions of terms
Measuring progress in the effort of reducing homelessness and determining which
interventions and strategies are effective requires an accurate and un-duplicated count of the
number of individuals experiencing homelessness, as well as some understanding of the
characteristics of their situations. But homelessness is difficult to quantify and measure, and its
causes are complex. The following definitions of the terms that will be used in these updates
are offered to promote transparency and accountability in how the city will measure success in
its efforts to meet the City Council’s goal.
“Unsheltered homelessness”
The definition of “unsheltered” comes from the U.S. Department of Housing and Urban
Development. It includes anyone whose primary nighttime residence – where they sleep – is a
place not designed or ordinarily used for sleeping, including cars, parks, abandoned buildings,
bus or train stations, airports and camping grounds. This definition would exclude individuals
staying at emergency shelters, with family or friends or in an institution such as a hospital or
prison.
Dec. 7, 2021 Item #12 Page 2 of 27
“Number of people experiencing homelessness in Carlsbad”
The city will be using two measurements to evaluate the effectiveness of reducing its
unsheltered homeless population: the annual Point in Time Count, to gauge the year-over-year
trends and numbers, and the Homeless Management Information System, to monitor more
real-time data.
The Point in Time Count is conducted one night per year to collect data on homelessness in our
region. This federally mandated count is administered in San Diego County by the Regional Task
Force on Homelessness. It is used to see trends on a year-over-year basis. While it does not give
the complete picture of how many people experience homelessness in a given year, it does
provide data on how many homeless persons there are on a given night. It is one of the tools
used nationally to assess progress each year toward the goal of reducing homelessness and is
often used for funding decisions. The year-over-year Point in Time Count will be updated
annually as the data becomes available. The count is generally conducted at the end of January
each year, with data published in late spring or early summer.
The Homeless Management Information System is an informational system with access
provided through the Regional Task Force to record and analyze client data, services and
housing for individuals and families who are homeless or at-risk of homelessness. It allows for
all service providers, that is, the city staff and contractors who are enrolled in the system, to
share information and accurately track the total number of unduplicated clients who are being
served in the City of Carlsbad. The system provides real-time data that show the inflow versus
outflow of individuals experiencing homelessness in Carlsbad and can be used to track the
outcomes of individuals in the homeless system of care.
“Among those who want help”
The city’s goal of reducing the unsheltered homeless population is focused on “those who want
help," in acknowledgment of the fact that some people experiencing homelessness may be
reluctant to get help and accept housing, a state known as being service resistant. These terms
are difficult to define; there is no established standard for what is service resistant. The factors
that lead someone into homelessness are often very complex and multi-layered. A history of
traumatic experiences may have left some homeless persons distrustful and wary of engaging
with strangers or service providers. A challenge to any effort to reduce homelessness is that
these vulnerable people may initially be reluctant to accept help and services.
For this data point, staff have developed the following definition:
If an individual has been encountered multiple times over a six-month period
and they continue to refuse assistance and they are not actively working toward
a housing plan, then one can consider this person as not in a stage of change and
not ready to accept help.
This definition will help us understand the percentage of the total number of people
experiencing homelessness who are not willing to accept help so that we can measure progress
in reaching the City Council’s goal to reduce the homeless population, among those who want
help, by 50% in five years.
Dec. 7, 2021 Item #12 Page 3 of 27
Other measures of progress
In addition to wanting a reduction in the number of unsheltered homeless persons, the
community has clearly expressed its desire for city efforts to reduce the impacts of
homelessness on the community, with frequent calls and messages to the city about issues
such as trash, loitering and camping in city parks and public spaces. City staff and leadership
recognize that these issues can have a negative effect on the quality of life in Carlsbad. These
quarterly reports will provide data on the city’s progress in addressing these concerns to
provide a more complete picture of how homelessness and its impacts are being reduced in
Carlsbad.
Staff are exploring other ways to measure performance in this area, and will include any
additional relevant data in subsequent reports.
Fiscal Analysis
The cost of the activities in the work plan are covered in the city’s budget for the current fiscal
year.
Next Steps
Staff will continue to evaluate the inflow of homeless persons in Carlsbad and will diligently
report out trends in the data. An updated work program and associated budget appropriations
will be offered for the council’s approval in the city’s normal strategic planning and budget
process each year.
Staff will return to the City Council each quarter to report on city’s progress in reducing the
number of persons experiencing homelessness in Carlsbad over the next five years, or until the
goal is achieved. Staff will bring the next quarterly report, covering the period from Oct. 1-Dec.
31, 2021, to the City Council in early 2022.
Environmental Evaluation
This action does not constitute a project as defined under the California Environmental Quality
Act under Public Resources Code Section 21065 in that these actions may not cause a direct
physical change in the environment or a reasonably foreseeable indirect physical change in the
environment.
Public Notification
This item was noticed in keeping with the state's Ralph M. Brown Act and it was available for
public viewing and review at least 72 hours before the scheduled meeting date.
Exhibits
1.Quarterly report on goal to reduce homelessness, July 1-Sept. 30, 2021
2.City Council resolution
Dec. 7, 2021 Item #12 Page 4 of 27
This report details the progress the City of Carlsbad
has made during the first quarter of FY 2021-22
toward achieving its goal of reducing homelessness.
City Council goal
Reduce the homeless unsheltered population,
among those who want help, by 50% within five
years. Provide quarterly reports for five years or
until this goal is met, whichever comes first.
Exhibit 1
Dec. 7, 2021 Item #12 Page 5 of 27
Work plan tasks were identified to be accomplished over various stages during the fiscal year. All work plan
tasks that were identified to be complete for Q1 have been completed within the identified timeline and
budget. *
Work Plan Timeline Employment and benefits specialist Progress on track Q1 Q2 Q3 Q4
Develop scope of work and budget for consultant services for a two-year contract
Issue request for proposals for contract services
Design program and informational materials
Additional homeless outreach officers and social workers Progress on track Q1 Q2 Q3 Q4
Promote an additional sergeant to the Homeless Outreach Team
Recruit for two new Homeless Outreach Team officers
Create roles, responsibility and deployment model for enhanced Homeless Outreach Team
Develop and provide necessary training for new Homeless Outreach Team members
Identify metrics for data collection
Partner with social workers from the County of San Diego’s contracts with the North
County Homeless Pilot Program and PATH
Enhancing clinical services at La Posada Emergency Shelter Progress on track Q1 Q2 Q3 Q4
Develop scope of work for expanded consultant services to include two licensed clinicians
and additional training for staff
Research and analyze best practice emergency shelter programs
Design new program rules, expectations and outcomes
Develop a training schedule, courses, programs, and completion timeline
Re-evaluate the program practices, as necessary
Limited-term stay Emergency Hotel Voucher Pilot Program Progress on track Q1 Q2 Q3 Q4
Identify and partner with hotel/motel vendors
Develop pilot program rules, policies and expectations
Train Homeless Outreach Team Officers and social workers
Prepare public informational materials
Create a new program manager position
Develop and implement a tracking system to assess program efficacy
Provide a report to the City Council (after first six months and following the 12-month program) to determine if the program should be continued and/or modified
Develop and implement a contract with the San Diego Humane Society
Community Resource Center services Progress on track Q1 Q2 Q3 Q4
Contract with the Community Resource Center
Develop scope of work for services
Two-year contract with three, one-year extensions
Revise policies and procedures based on lessons learned from year one
FY 2021/23 Work Plan Progress
Dec. 7, 2021 Item #12 Page 6 of 27
Work plan progress continued
Create a new Housing & Homeless Services Department Progress on track Q1 Q2 Q3 Q4
Create new positions (Director, Housing Services Manager and Management Analyst)
Develop budget and purchase resources
Advertise, recruit, hire for new positions
Prepare public informational materials
La Posada de Guadalupe Facility Expansion Q1 Q2 Q3 Q4
Work with Catholic Charities to pursue opportunities to expand the number of shelter beds within the existing facility
Work with Catholic Charities to pursue opportunities to expand the existing facility to
accommodate women and families
Project Homekey funds Progress on track Q1 Q2 Q3 Q4
Develop a list of potential projects eligible for Project Homekey funding and develop a
specific proposal for the City Council’s consideration and direction.
Pursue a Project Homekey funding application, if so directed by the City Council
* Some tasks have changed or been eliminated based on City Council direction.
Dec. 7, 2021 Item #12 Page 7 of 27
The City Council approved $6.8 million in general funds and one-time reserve funds to support the homeless
goal during fiscal year 2021-22. A significant portion of the budget, $3.2 million, was initially allocated for an
emergency shelter hotel voucher pilot program. Based on initial research and feedback, the City Council
decided to pursue a different model, which is expected to require fewer resources.
TOTAL BUDGET EXPENDITURES TO DATE
SPENDING BY CATEGORY
Expenditures
Dec. 7, 2021 Item #12 Page 8 of 27
Point in Time Count data
*The Point in Time Count did not take place in 2021 due to COVID-19 precautions. The City of Carlsbad took
over the Point in Time Count from an outside organization starting in 2017.
Dec. 7, 2021 Item #12 Page 9 of 27
Homelessness-related calls for service
Carlsbad Police received 1,542 homelessness-related calls for service, which made up 9% of all calls for
service received between July 1 to Sept. 30, 2021.
TOTAL
HOMELESSNESS-RELATED STATISTICS BY CATEGORY*
* These statistics show the percentages of homelessness-related citations, arrests or mental health holds
compared to those of the general population.
OFFERS OF HELP
Public Safety
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In late September the City Council introduced an ordinance that amended the city’s municipal code to
address quality of life issues related to homelessness. This ordinance became effective Nov. 11, 2021.
Changes include:
• Amending the city’s existing camping laws to prohibit camping on public, private and open space
property
• Requiring that a person be offered and refuse temporary shelter prior to being cited for camping on
public property
• Amending the city’s existing camping laws to prohibit storing or leaving personal property
unattended in public areas during certain times of the day
• Adding a new law that prohibits fires and cooking on public property unless in authorized areas.
• Clarifying and adding to the city’s existing prohibition on solicitation to people in vehicles, including
regulating aggressive solicitation
• Expanding and adding city laws that prohibit obstruction of property, trespassing and disorderly
conduct
• Adding Holiday Park and Pine Avenue Community Park to the list of areas where open containers of
alcohol are prohibited (with some exceptions)
All the above offenses are chargeable as a misdemeanor, although police officers will continue to use
their discretion to issue warnings and citations, including infraction level citations, instead of making
misdemeanor arrests.
Quality of life
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The city recognizes homelessness is a top concern of the community and understands the importance of
outreach and engagement. Below is an overview of some of the outreach efforts implemented from July 1 to
Sept. 30, 2021, to help keep the community informed and engaged about the city’s efforts to reduce
homelessness.
Three community group presentations Six virtual office hours
(small group community meetings)
37 participants*
Nine community newsletter updates
22,000+ reached via social media
*Some community members attended more than one small group meeting.
Members of the Homeless Outreach Team and Housing & Homeless Services Department have jointly
provided information presentations at several meetings with the downtown Carlsbad Village Association,
Chamber of Commerce and Housing Commission. Additionally, staff facilitated six small group community
meetings held virtually where community members had a chance to ask questions, share their concerns and
brainstorm ideas.
Staff also responded to hundreds of phone calls and emails from individuals experiencing homelessness,
business owners, social service providers and members of the public.
Public Outreach
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The City of Carlsbad believes in addressing homelessness with compassion and fairness. Here is a current list
of services created to help those experiencing homelessness as well as improve the quality of life of the
community for everyone.
San Diego Humane Society
The purpose of the San Diego Humane Society Contract is to provide individuals experiencing homelessness
with a safe place to temporarily board their animal when they are not able to bring them to treatment
facilities or services. Staff have found this has been a primary barrier preventing people from accessing
services. The contract will provide short-term emergency boarding and emergency medical care for approximately 25 animals of persons experiencing homelessness – free of charge – so the individual could
access care and resources. This contract was approved on Sept. 28, 2021. No animals have been placed in the
program to-date.
Rocket John portable restrooms and handwashing stations
The Rocket John contract provides four portable restrooms and handwashing stations and routine cleaning
and maintenance in the Village. The city first added these public bathrooms in 2017 to combat the Hepatitis
A crisis in the homeless community. In response to COVID-19, the city has added more restrooms and
handwashing stations to promote health, sanitation and 24/7 access to clean water to individuals living
unsheltered.
Community Resource Center
The city currently has a contract in place with the Community Resource Center with one-time funding from
the state. This contract provides rapid rehousing funding to reduce homelessness by providing permanent
housing. From July 1, 2020, to present, the program has screened 79 households at-risk or experiencing
homelessness in Carlsbad and served 53 households. The center’s staff have helped 22 households
experiencing homelessness move into permanent housing and prevented 17 households from failing into the
homeless system with deposit support, rental assistance, landlord advocacy, case management and financial
literacy training. The Community Resource Center has helped 14 individuals get bridged to a higher level of
care. Last quarter, the center screened and enrolled 36 new clients into its rapid rehousing program. Its staff
placed seven people into permanent housing and referred eight people to higher-level resources for long-
term supports. Staff will be bringing back a new, two-year $350,000 per year contract in January 2022 for the
City Council’s consideration.
Interfaith Community Services
Interfaith Community Services is the current outreach and case management contractor for the City of
Carlsbad’s Homeless Outreach Team. It provides two licensed or master’s level clinicians and one part-time
licensed program manager. They provide seven-day coverage offering outreach and case management in the
field to individuals experiencing homelessness in the City of Carlsbad. The clinicians engage, assess, plan and
refer individuals to resources such as housing, medical care, public benefits, mental health and substance use
treatment and places they can obtain basic needs. In the calendar year 2020, they engaged with 507
unduplicated individuals and provided 3,839 services. They referred and placed 133 individuals into
emergency shelter and 12 individuals into permanent housing. Staff issued a contract amendment and
extension on July 1, 2021, for one year. Last quarter, Interfaith Community Services and the Homeless
Outreach Team engaged with 256 unduplicated clients at-risk and experiencing homelessness. They bridged
Regional Partnerships
Dec. 7, 2021 Item #12 Page 13 of 27
19 people to emergency shelter and nine individuals to permanent housing. Additionally, they referred 32
people experiencing homelessness to programs for mental health, substance use and health.
North County social worker
The new North County Social Worker Pilot Program has one dedicated full-time social worker providing
outreach in the City of Carlsbad. The county has been working very closely with the city on integrating this
program into existing resources. The city has facilitated several meetings inviting key stakeholders and
service providers to ensure continuity of care and clarity of roles, and to discuss resource management.
Urban Corps
A new contract was issued with Urban Corps of San Diego in September 2021 for trash abatement, litter and
encampment cleanup related to persons experiencing homelessness. Urban Corps works very closely with
Public Works and the Homeless Outreach Team and it is responsible for responding to and triaging any
incoming cleanup requests related to homelessness on city. The contractor has the capacity to request
additional staff for large encampment clean-ups or major city events. This year, Urban Corps will be collecting
and tracking data on encampment size, volume of litter, trash type and other useful information. Staff will
include this information in future updates.
Additional collaborations
The city collaborates with many stakeholders in the community to reduce homelessness. Homelessness
impacts all aspects of a community, so it takes a concerted effort to try to end it.
Dec. 7, 2021 Item #12 Page 14 of 27
Each quarter, staff will include one or more success stories of real people who were connected to community
services as a result of the city’s homeless response efforts. These are two of their stories, which the subjects
have given the city permission to share.
Bryce
Male, age: 50
Years homeless: 13
Permanently housed: September 2021
Bryce grew up in Carlsbad, graduating from Carlsbad High School. When he injured himself on the job and
became unable to work, he collected unemployment, but eventually his benefits expired, and he lost his
home. He was able to stay with friends and family for a while, then stayed in motels. His money eventually
ran out. While living on the street, he sustained physical injuries that further limited his ability to work. Bryce
also developed a substance use disorder that caused him to be in and out of jail.
What worked
• Officers on the Homeless Outreach Team worked with Bryce, off and on, for four years.
• Because he trusted our team, Bryce was eventually willing to accept help signing up for disability
benefits, providing a small but steady income.
• City staff monitored Bryce’s position on the city’s Section 8 rental assistance program waiting list.
• When a rental voucher became available, the city’s Housing Navigator helped Bryce obtain critical
documents, find apartments and fill out rental applications.
• Through the city’s contract with the Community Resource Center, Bryce got help with his security
deposit, first and last month’s rent, and furniture.
• He is now living in his first apartment in thirteen years.
• Bryce continues to meet regularly with his Community Resource Center case manager for long-term
housing stabilization and support as he adapts to his new life.
Success stories
Dec. 7, 2021 Item #12 Page 15 of 27
Judy
Female, age: 63
Years homeless: 5
Placed in long-term care: August 2021
Judy is well known to Carlsbad residents who frequent the
Village, as well as business owners in the area. With severe,
undiagnosed mental illness, Judy was chronically homeless.
One way she coped with her mental health while living on the
streets was to self-medicate with illegal substances, soon
developing a substance use disorder. She was known to scream
at passersby, harass people eating at restaurants, steal from
businesses and defecate in public. The Homeless Outreach
Team frequently received complaints about Judy’s behavior. In
2021 officers responded to 109 calls for service from residents
and Village businesses related to Judy.
Recognizing signs of mental illness, Homeless Outreach Team
officers transported Judy 11 times to psychiatric care facilities
so she could be assessed and transitioned into the high level of
care she likely required. Each time, however, she was quickly
released, often the same day she arrived. Many long-term inpatient programs have significant backlogs due
to the COVID-19 pandemic.
Working with the city’s Psychiatric Emergency Response Team, the Homeless Outreach Team was able to
refer Judy to a mental health program specializing in serious mental illness. However, her needs exceeded
the services provided, and she once again returned to the streets and her erratic behavior. The situation with
Judy’s behavior eventually caused several businesses to reach out to the city, calling for a restraining order.
City staff continued to brainstorm potential options, reaching out to a social worker who had previously been
part of the city’s Homeless Outreach Team. This clinician now works for an inpatient mental health facility for
older adults. Because the HOT officers had established a long history with Judy, they were able to provide the
necessary background information to qualify Judy for long-term placement into the facility. Judy has been
admitted and is finally getting the care she needs to treat her illness and is awaiting conservatorship. Her
story demonstrates the institutional barriers and challenges facing those who need mental health treatment.
What worked
• With a dedicated team sensitive to Judy’s situation and the effect it was having on our community,
persistence eventually paid off.
• Because the Homeless Outreach Team officers and social workers had developed a long history with
Judy, they were able to be effective advocates, eventually getting her the help she so desperately
needed.
• Relationships with health care facilities and other providers played an important role in Judy with
the services she needed.
In 2021 officers responded to 109 calls
for service from residents and Village
businesses related to Judy and
transported her 11 times to psychiatric
care facilities before ultimately placing
her in a long-term facility where she
could get the help she needed.
Dec. 7, 2021 Item #12 Page 16 of 27
Staff have experienced several challenges around the implementation of the City Council’s goal to reduce the
homeless unsheltered population, among those who want help, by 50% within five years. Some of these
include:
Multiple service providers
It has been a challenge to coordinate resources when multiple services providers are involved. As the city and
county continue to add more programs, it will be critical for all agencies to meet regularly to ensure outreach
efforts are being effectively administered and coordinated to ensure the most vulnerable individuals are
being prioritized and served.
Data collection
Staff will continue to look at better ways to refine the city’s data collection to allow for more real-time
information. This is the city’s first quarterly report and staff are working to develop better metrics to
measure progress towards the City Council’s goal. Staff hope to get feedback from the City Council to refine future reports.
There are challenges identifying and measuring service-resistant clients. Different outreach programs have
different philosophies. It may be hard to track who is working with whom and how many times people have
been engaged over a six-month period unless all of the providers are sharing and inputting data in the
Homeless Management Information System.
Limited housing resources
There is a limited number of emergency shelter and permanent supportive housing resources in San Diego
County.
Staff vacancies
There have been transitions and position vacancies on the Housing & Homeless Services Department,
Homeless Outreach Team and social worker team. These vacancies have caused an increase in workload on
the team. New programs have been slower to implement due to these limitations.
Overcoming challenges
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City staff have several new programs on the horizon:
• The Police Department and Housing & Homeless Services Department have designed a new single night
hotel voucher program and referral process. Training was provided, and the program launched in early
November.
• The city is enrolling as a participating agency in the Homeless Management Information System, which
will allow staff to see real-time, unduplicated data of individuals experiencing homelessness in Carlsbad.
This system will help staff help bridge households experiencing homelessness to resources such as the
Windsor Pointe housing project being built to serve low-income individuals and families and people who
are homeless or nearly homeless with mental illness, as well as other regional housing projects, and
monitor the data of the city-funded contractors.
• The Housing & Homeless Services Department is in the process of recruiting and interviewing for several
positions.
• The city will be hosting and organizing the 2022 Point-in-Time Count on Jan. 27, 2022. Volunteer
registration will begin in November. More information will be shared by the Housing & Homeless
Services Department.
• A new rapid rehousing contract will be signed with the Community Resource Center.
• City staff has updated the initiatives and objectives outlined in the 2021 homeless goal work plan
originally approved by the City Council on April 27, 2021, based on the latest direction received from the
City Council on Sept. 28, 2021. An updated work plan is being presented to the City Council to document
the City Council’s September direction.
Upcoming work
Dec. 7, 2021 Item #12 Page 18 of 27
RESOLUTION NO. 2021-269
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING AN AMENDED CITY COUNCIL HOMELESSNESS
GOAL WORK PLAN
Exhibit 2
WHEREAS, homelessness is a local, state, and national problem. More than 580,000 people
experienced homelessness in the United States on a single night count in 2020 according to the 2020
Annual Homeless Assessment Report to Congress. This marks the fourth consecutive year that
homelessness has increased across the country, and it was first time the data showed more homeless
people were living outdoors than staying in shelter locations;
WHEREAS, California has the highest homeless population in the country with 161,548
homeless persons total, including 63,706 homeless persons in the County of Los Angeles, 9605
homeless persons in the County of Santa Clara, 8137 homeless persons in the County of Alameda, and
7658 homeless persons in the County of San Diego; and
WHEREAS, recent estimates of the number of people experiencing unsheltered homelessness
in the City of Carlsbad ranges between 94 during a single night count and 253 persons over a three-
month period; and
WHEREAS, these data only reflect the minimum scope of the problem and that, while the
magnitude of the impacts of the COVID-19 pandemic on those at-risk or newly homeless are not fully
understood, the community impacts of homelessness in Carlsbad are acutely felt; and
WHEREAS, the City Council engaged in goal-setting workshops on Feb. 4, Feb. 11, and Mar. 11,
2021, to establish strategic goals and develop short-term and long-term objectives in fulfillment of
those goals; and
WHEREAS, on Mar. 11, 2021, the City Council established a Fiscal Year 2021-22 priority goal to
"Reduce the homeless unsheltered population, among those who want help, by 50% within five years,
with quarterly reports until we decrease the unsheltered homeless population or five years," and
directed staff to develop a work plan to achieve a set of specific objectives over the next 12 to 18
months toward achieving this goal; and
WHEREAS, parallel to the goal-setting process, the City Council received a report on Mar. 23,
2021, to consider possible programs to address homelessness in Carlsbad; and
Dec. 7, 2021 Item #12 Page 19 of 27
Goal Reduce the homeless unsheltered population, among those who
want help, by 50% within five years, with quarterly reports until
we decrease the unsheltered homeless population or five years1
Lead Housing & Homeless Services / Police Department
Supporting City Attorney’s Office
Communications
Finance
Human Resources
Community Development
Parks & Recreation
Public Works
City Clerks
City Manager’s Office
Resource needs • Funding: See Attachment B to Exhibit 2: “Summary of Homeless
Workplan Objective Costs”
Estimated
completion
Refer to individual objectives (all dates/time frames taken from
May 4, 2021)
1.Employments & Benefits Specialist
Contract for one full time outside position who will be able to help connect people to
disability and social security benefits, general relief, CalWORKS, CalFresh, Veteran
benefits, stimulus checks, employment programs, and other aid programs (Mar. 23, 2021
City Council direction).
Tasks
•Develop scope of work for contract position
o Five-year contract, no extension
•Develop budget
•Issue RFP for contract services
•Design program and informational materials
Operational in three to nine months
2.Additional Homeless Outreach Officers & Social Workers
Expand the existing homeless outreach team (H.O.T.) by adding one police sergeant, two
police officers, and pursue options for up to two additional social workers (Mar. 23, 2021
City Council direction).
Tasks
•Homeless Outreach Team
o Promote an additional sergeant to the H.O.T.
o Recruit for two new homeless outreach officers
o Develop roles, responsibility and deployment model for enhanced H.O.T.
o Develop and provide necessary training
1 As part of the established goal, the City Council adopted a series of related “goal points” that support and
provide additional information about the goal’s intent. A Goal Point Priorities Matrix (Attachment C to
Exhibit 2) has been created that shows how the City Council goal points are being addressed through the
objectives of this work plan.
Attachment A
Dec. 7, 2021 Item #12 Page 21 of 27
o Identify metrics for data collection
Currently operational
• Social Workers
Partner with the San Diego County for the duration of their North
County Homeless Pilot program2
Currently operational
3. Enhancing Clinical Services at La Posada Emergency Shelter
Enter into an agreement with Catholic Charities to hire two licensed clinicians. Additionally,
enter into an agreement with a third-party consultant to provide their staff with training
in order for the facility to operate as a “low-barrier” shelter (Mar. 23, 2021 City Council
Direction).
Tasks
• Develop scope of work for expanded consultant services
o Two licensed clinicians and additional training for staff
o Three-year contract, no extensions
• Research and analyze best practice emergency shelter programs
• Design new program rules, expectations and outcomes
• Develop a training schedule, courses, programs and completion timeline
• Re-evaluate the program practices, as necessary
Operational in three to nine months
4. Limited Term Stay Emergency Hotel Voucher Program
Operate a 12-month limited-term stay emergency hotel voucher pilot program (Oct. 2021
through Sept. 2022) in the City of Carlsbad. Hotel vouchers would be offered to homeless
individuals or families at no charge that would provide for limited-term stays (one
evening authorized at a time) at a participating economy hotel, with the intent of
providing an immediate shelter alternative to camping or sleeping on public property.
The hotel site selected (participant placement) would be located as near as reasonably
possible to where the participant was contacted. All participants who receive a hotel
voucher under this program will be visited by Homeless Outreach Team officers and
social workers the next morning, who will offer additional social services and offer to
connect the participant to longer term shelter and housing solutions. Program to be
funded with $100,000 from the $3.2 million allocated to the previously proposed
Carlsbad Hotel/Motel Voucher Pilot Program.
Tasks
• Limited-term Stay Emergency Hotel Voucher Pilot Program
o Develop pilot program rules, policies and expectations
o Identify and partner with hotel/motel vendors
o Develop and implement a contract with the Humane Society
o Train Homeless Outreach Team Officers and social workers
2 County Board of Supervisors’ Apr. 6, 2021 Meeting Agenda, Item #7: Pilot Program to Address
Homelessness in North County San Diego (Districts: 3 & 5).
Dec. 7, 2021 Item #12 Page 22 of 27
o Develop and implement a tracking system to assess program
efficacy
o Prepare public informational materials
o Provide reports to the City Council after first six months and
following the 12-month program to determine if the program
should be continued and/or modified
• Animal Contract
o Review animal shelter options
o Develop a contract for animal services
o Establish program criteria, rules, and forms
Operational. The limited-stay emergency hotel voucher pilot program has been
implemented and has been running since Nov. 1, 2021. On Sept. 28, 2021, the city
executed a contract with the San Diego Humane Society for animal services in the
amount of $29,825 from the City Council’s contingency for FY 2021-22.
5. Community Resource Center Services
Contract with Community Resource Center to implement a rapid rehousing program for
households currently experiencing homelessness in the City of Carlsbad (Mar. 23, 2021
City Council direction).
Tasks
• Contract with the Community Resource Center
o Develop scope of work for services
o Two-year contract with three, 1-year extensions
• Revise policies and procedures based on lessons learned from year one
Operational in three to six months
6. Create a new Housing & Homeless Services Department
The CA League of Cities ranks affordable housing and homelessness as the top issues
facing all local governments across the State of California. To successfully implement the
City Council’s goal of increasing the supply of available affordable housing, while also
developing and implementing the programs and services needed to reduce homeless
levels by 50% within five years, a new department within the Community Services Branch
with the necessary technical expertise and leadership is needed, for the following
reasons:
• Provides leadership and staffing singularly focused on housing and homeless
services
• Ensures appropriate oversight and a reasonable span of control to achieve the
mission
• Confirms focused attention on a critical need
• Strengthens collaboration and coordination with outside agencies
• Pairs complementary functions (housing and homeless) to improve internal
collaboration, communications and resource management
• Ensures that the 5-year City Council Homeless Goal can be achieved
Dec. 7, 2021 Item #12 Page 23 of 27
• Centralizes the expertise and programing needed to advance individuals and
families through the full spectrum – from homelessness to fully housed and self-
sufficient
Tasks
• Create new positions (Director, Housing Services Manager, Program Manager
and Management Analyst)
• Develop budget and purchase resources
• Advertise, recruit and hire the new positions
Operational in approximately six months. Department, new positions, and budget
created with FY 2021-22 budget; new position recruitments and hiring are underway.
7. La Posada de Guadalupe Facility Expansion
Work with Catholic Charities to pursue opportunities to expand the number of shelter
beds within the existing facility and to expand the size of the existing facility to
accommodate women and families.
Tasks
• Shelter bed expansion – existing facility
o Explore the allowances under SB-48 (Low Barrier Navigation Centers)
o Coordinate with Catholic Charities on requirements for building plans, if
needed
o Expedite building permit plan review, if needed
o Assist in funding alternatives for required improvements (e.g., bed
partitions)
• Expanded facility size to accommodate women and families
o Explore the allowances under SB-48 (Low Barrier Navigation Centers)
o Coordinate with Catholic Charities in evaluating feasibility of expansion
o Explore possible funding options to assist in expediting construction
o Return to City Council for further direction regarding funding options
Existing facility: Operational in six to 12 months
Expanded facility: Operational in 24 to 36 months
8. Project Homekey funds
Explore potential projects that would be eligible for Project Homekey funds and develop
a proposal for the City Council’s consideration. Project Homekey funding is available from
the State of California for local cities, counties and other local public entities to purchase
and rehabilitate housing, including hotels, motels, vacant apartment buildings and other
buildings and convert them into interim or permanent housing resources. The city could
apply for Homekey funds independently or jointly with a nonprofit or for-profit
corporation as a co-applicant.
Tasks
• Develop a list of potential projects that are eligible for Project Homekey funding
and develop a specific proposal for the City Council’s consideration and direction
if any projects meet application criteria.
Dec. 7, 2021 Item #12 Page 24 of 27
• Pursue a Homekey funding application, if directed by the City Council
Present specific proposal, if feasible, to the City Council for direction in the 2nd quarter of
2022
Dec. 7, 2021 Item #12 Page 25 of 27
GOAL OBJECTIVE
Proposed Staffing/Program
FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25
FY
2025-26 TOTAL
1.Employments & Benefits Specialist
Contract services $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
Operational expenses $20,0002 $20,0002 $20,0002 $20,0002 $20,0002 $100,0002
2.Additional Homeless Outreach Team Officers & Social Workers
Homeless Outreach Team staffing $330,1173,4 $614,9843 $645,7333 $678,0203 $711,9213 $747,5173 $3,728,2923
Social workers
•County of SD Pilot Program option5 $0 $0 $0 $0 $0 $0
3.Enhancing Clinical Services at La Posada Emergency Shelter
Agreement with Catholic Charities $180,000 $180,000 $180,000 $0 $0 $540,000
4.Operate a Limited Stay Emergency Hotel Voucher Program
Hotel voucher program $100,0006 $0 $0 $0 $0 $100,000
Animal services contract $29,825 $35,000 $35,000 $35,000 $35,000
5.Community Resource Center Services
Agreement with CRC $350,000 $350,000 $0 $0 $0 $700,000
6.Create a new Housing and Homeless Services Department
Director $20,593 $247,1131 $259,4691 $272,4421 $286,0641 $300,3681 $1,386,0491
Housing Services Manager $182,2261 $186,0871 $195,3921 $205,1611 $215,4191 $984,2851
Management Analyst $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
Program Manager $123,7951 $124,7351 $130,9711 $137,5201 $144,3961 $661,4171
7.La Posada de Guadalupe Facility Expansion
Explore and Coordinate $0 $0 $0 $0 $0 $0
8.Project Homekey
Project Feasibility $0 $0 $0 $0 $0 $0
TOTAL $350,710 $2,095,533 $2,050,494 $1,773,767 $1,670,706 $1,751,492 $9,692,7027
1 Mid-range personnel costs (salary, benefits) plus one-time equipment purchases in FY2021-22 (Director position reflects upper-range). Includes anticipated personnel cost increase of 5% per
year.
2 Covers expenses helping individuals secure employment such as bus passes, clothing vouchers, background checks and printing.
3 Personnel costs for one sergeant and two officers (salary, benefits, overtime, vehicle replacement). Includes anticipated personnel cost increase of 5% per year.
4 Reflects two months of personnel costs plus one-time equipment purchases.
5 The County’s Pilot Program is funded through the County of San Diego and does not require any city funds.
6 Pilot program estimated at $100,000 one-time annual cost out of original $3,200,000 allocation for a hotel voucher program.
7 The amount appropriated by the City Council for the original May 4, 2021 work plan was $13,122,877. Changes to the work plan directed by the City Council on Sept. 28, 2021 have reduced costs. The funding need for the amended work plan is $9,692,702. The difference of $3,430,175 is available to explore reprogramming for future work plan initiatives or other City Council priorities. Attachment BDec. 7, 2021 Item #12 Page 26 of 27
Goal point priorities
Employment
and benefits
specialist
Additional
Homeless Outreach
Team
officers,
social workers
Enhancing
clinical
services at La
Posada
Emergency
Shelter
Operate a limited stay
hotel
voucher
program
Community
Resource
Center
services
Housing and
Homeless
Services
Department
La Posada de
Guadalupe
facility
expansion
Project
Homekey
Fully fund, staff and implement the city’s Homeless Response Plan ●●●●●●●●
Create specific and measurable targets and timelines for reducing homelessness (within first year or two)●●●●●●●●
Preventing and ending homelessness among youth and veterans ●●●●●●●●
Increase social services/social workers ●●●●●●●
Partner with county ●●●●
Work with entities within the city and county to increase transitions to permanent supportive housing ●●●●●
Advocate for legislative changes needed to effectively address homelessness ●
Prevent homelessness by supporting those at risk of becoming homeless/losing their housing ●●●
Work through a regional group to develop regional action plan that includes integrated services
within/among cities ●●
Develop an encampment policy ●●
Focus on trauma informed care ●●●●●●●●
Focus on aggressive individuals to address their needs (substance abuse, mental health, other)●●●●●●●●
Explore expansion of La Posada ●●●
Complete financial analysis to identify opportunities for quickest results ●
No visible encampments ●●●●●●●●
Identify city and regional goals ●●●●
Emphasize affordable housing ●●
City Council Work Plan objectives
Attachment CDec. 7, 2021 Item #12 Page 27 of 27
Tammy Cloud-McMinn
MI Receive - Agenda Item #
For the Information of the:
CITY COUNCIL
nptp 2) CA 5s-tc
CM k AC x DCM (3) X"
From: Robert Lee <rfamylee@hotmail.com>
Sent: Monday, December 6, 2021 11:05 AM
To: City Clerk
Cc: Matthew Hall; Keith Blackburn; Teresa Acosta; Priya Bhat-Patel; Peder Norby; Scott
Chadwick; Mickey Williams; Eric Kovanda; Shaun Lawton
Subject: Carlsbad City Council Meeting Comment. 12-7-2021
Attachments: Magee Park-0823. 12-6-2021.jpg; Pine Bluff-0838++, 12-5-2021.jpg; Pine Bluff-0838,
12-5-2021,jpg; Magee Park-1143, 12-4-2021.jpg; B&G Club-0936, 12-3-2021,jpg;
Smart&Final-1429, 12-1-2021.jpg
Members of City Council,
The homeless crisis in Carlsbad has long been a problem that seems to be escalating despite the outrage that
is has attracted. As it currently exists, the HOT program is a dismal failure which does nothing to control the
homeless population but rather appears to attract more individuals who wish to take advantage of it.
Ordinance enforcement by police is random at best with infraction response often only dispatched in response
to citizen complaints. Conversations with police officers indicate that they would like to do more, but that they
are constrained by multiple layers of bureaucracy. Meanwhile with impunity, "unsheltered" individuals stake
out turf all over town. The attached photos are almost irrelevant reminders of conditions we see every day.
Perhaps not as clear are the economic impacts on businesses. It is difficult to gauge the loss of income to local
businesses due to the presence of individuals who roam the streets and occupy our parks, sidewalks, benches,
restrooms and parking lots. While documenting the proliferation of the homeless population particularly in
the downtown area, observed reactions range from mild dismay to outright disgust and revulsion. Rhetorically
ask yourself, "Would I take my child to the restroom at Magee Park, watch the sunset at the Pine Bluff,
patronize a downtown restaurant or shop at Smart & Final with the conditions that have become routine?".
Homeless occupation in the manner they choose is to effectively exclude those of us for which the areas are
intended.
After meeting with the director of operations at the Boys and Girls Club last week, a group of us became more
aware of the well-known threats to our safety posed by homeless. Frustrated with the lack of response to
complaints, she desperately reached out us for help. She spoke of homeless individuals sleeping on the
sidewalk and in the doorways, but also entering the facility. To lend further perspective to the potential
danger to her staff, there are no less than 250 after-school children present there each day. Can we really
afford to assume that all vagrants are harmless?
Zero-tolerance enforcement of our recently enacted ordinances is mandatory. That goal can be achieved with
regular police patrols which will make it inconvenient for the homeless to make Carlsbad a desirable habitat.
Prosecution of criminal acts including shoplifting, theft of shopping carts, urinating in public and lewd behavior
is a method to help minimize the problem that has become a primary concern locally and throughout
California. Rather than culturing a continued reliance on compassionate tolerance and handouts, effective
enforcement might provide incentive to get off the streets. Help can be offered to those who need it.
It is clear that our approach to solving the homeless problem is not working.
Respectfully,
Dr. Robert Lee
(760) 207-2365
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is
safe.
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REDUCING HOMELESNESS
QUARTERLY REPORT
July 1 –Sept. 30, 2021
Mandy Mills, Director
Housing & Homeless Services
Holly Nelson, Senior Program Manager
Housing & Homeless Services
Christie Calderwood, Captain
Carlsbad Police Department
TODAY’S PRESENTATION
1.Work plan progress
2.Resolution -recent work plan changes
ITEM 12 HOMELESS QUARTERLY UPDATE
CITY COUNCIL GOAL
Reduce the homeless unsheltered population,
among those who want help, by 50%within five
years. Provide quarterly reports for five years or
until this goal is met, whichever comes first.
ITEM 12 HOMELESS QUARTERLY UPDATE
Data tracking tools
•Point in Time Count
•Homeless Management Information System “HMIS”
•Help App (next quarter)
ITEM 12 HOMELESS QUARTERLY UPDATE
Comprehensive Plan
ITEM 12 HOMELESS QUARTERLY UPDATE
Approved Work Plan
•All tasks on track
•All deadlines met
ITEM 12 HOMELESS QUARTERLY UPDATE
Budget Report ITEM 12 HOMELESS QUARTERLY UPDATE
Budget Report ITEM 12 HOMELESS QUARTERLY UPDATE
AT A GLANCE
Quality of Life
•Updated city ordinances
•Camping, fires, cooking
•Storage of belongings
•Aggressive solicitation
•Alcohol in parks
•Went into effect Nov. 11
ITEM 12 HOMELESS QUARTERLY UPDATE
Emergency Vouchers
•Pilot program
•Gather data
ITEM 12 HOMELESS QUARTERLY UPDATE
Temporary Pet Boarding
•San Diego Humane Society
•Remove barriers to accepting services
•Short-term emergency boarding and
medical services
ITEM 12 HOMELESS QUARTERLY UPDATE
Community Resource Center
•1-time funding from the state
•Rapid re-housing funds
•Placed 7 households into permanent housing
•Bridged 8 people to higher-level resources
•Enrolled 36 new participants into the program
•New contract in Jan. 2022
ITEM 12 HOMELESS QUARTERLY UPDATE
Interfaith Community Services
•237 unduplicated clients experiencing homelessness
•Bridged 19 people to emergency shelter and 9 into
permanent housing
•Referred 32 people experiencing homelessness to
programs for mental health, substance use and
health
ITEM 12 HOMELESS QUARTERLY UPDATE
Regional Partnerships
Police Calls for Service
ITEM 12 HOMELESS QUARTERLY UPDATE
(1,542 calls)
Acceptance of Services
ITEM 12 HOMELESS QUARTERLY UPDATE
Judy’s story
In 2021 officers responded to 109 calls for
service from residents and Village
businesses related to Judy and
transported her 11 times to psychiatric
care facilities before ultimately placing
her in a long-term facility where she
could get the help she needed.
ITEM 12 HOMELESS QUARTERLY UPDATE
•With a dedicated team sensitive to Judy’s situation and the effect it
was having on our community, persistence eventually paid off.
•Because the Homeless Outreach Team officers and social workers
had developed a long history with Judy, they were able to be
effective advocates, eventually getting her the help she so
desperately needed.
•Relationships with health care facilities and other providers played
an important role in Judy with the services she needed.
ITEM 12 HOMELESS QUARTERLY UPDATE
What Worked
Bryce’s Story
Growing up in Carlsbad, Bryce never imagined he
would be homeless. But after a workplace injury left
him permanently disabled, he bounced around from
family and friends until he ran out of money, and he fell
into homelessness. Bryce lived on the streets for 13
years and started working with the city’s Homeless
Outreach Team in 2018. He was placed in permanent
housing in September 2021.
ITEM 12 HOMELESS QUARTERLY UPDATE
•The Homeless Outreach Team worked with Bryce, off and on, for four years.
•Because he trusted our team, Bryce was eventually willing to accept help signing up
for disability benefits, providing a small but steady income.
•City staff monitored Bryce’s position on the city’s Section 8 rental assistance program
waiting list. When a rental voucher became available, the city’s Housing Navigator
helped Bryce obtain critical documents, find apartments and fill out rental
applications.
•Through the city’s contract with the Community Resource Center, Bryce got help
with his security deposit, first month’s rent, and furniture.
•He is now living in his first apartment in 13 years.
ITEM 12 HOMELESS QUARTERLY UPDATE
What Worked
Workplan Revisions
•Pursue a limited-term stay hotel voucher program
•Expand La Posada de Guadalupe to accommodate women
and families
•Explore Project Homekey funds
ITEM 12 HOMELESS QUARTERLY UPDATE
1.Receive report
2.Approve Resolution amending the FY21-
22 work plan
ITEM 12 HOMELESS QUARTERLY UPDATE
Recommended Action