HomeMy WebLinkAboutStaff Report 13453
City of Palo Alto (ID # 13453)
City Council Staff Report
Report Type: Action Items Meeting Date: 8/9/2021
City of Palo Alto Page 1
Summary Title: Unhoused Services, Emergency Shelter, and Endorsement of
SCC Community Plan to End Homelessness
Title: Adoption of a Resolution Endorsing the Santa Clara County Community
Plan to End Homelessness 2020-25 and Discussion and Direction on
Strategies for Services for Unhoused Palo Alto Residents, Including Direction
Regarding Application for Project Homekey Program for an Emergency
Shelter in a Portion of the Former Los Altos Treatment Plant (LATP) Site and
Direction Related to Other Resources for Unhoused Palo Altans
From: City Manager
Lead Department: City Manager
Recommendation
Staff recommends that the City Council adopt a resolution endorsing the Santa Clara County
“Community Plan to End Homelessness 2020-25” (Attachment A) and provide direction on
strategies for services for unhoused Palo Alto residents, including the following:
1. Support for advancing an application for the Project Homekey Program for an
emergency shelter in a portion of the Former Los Altos Treatment Plant (LATP) site with
specific steps as described in this report.
2. Support staff to return to City Council for policy discussions related to elements which
will be included in a permanent Safe Parking Ordinance.
3. Take the necessary actions to allocate additional resources to support a Street Outreach
Worker and a Special Enforcement Team (SET) for additional support to Unhoused Palo
Altans.
Background
Previously, in 2014, the Santa Clara County Continuum of Care (CoC), in partnership with
Destination: Home, developed the 2015-2020 Community Plan to End Homelessness, creating a
five-year countywide roadmap that identified innovative strategies and set goals to create new
housing opportunities. The CoC is a collaborative created by a broad group of stakeholders led
by the County Office of Supportive Housing to coordinate housing and services funding for
homeless individuals. The CoC is intended to address homelessness in a comprehensive way
and to access state and federal funding. The Community Plan to End Homelessness, which is
CITY OF
PALO
ALTO
City of Palo Alto Page 2
driven and adopted by the Santa Clara County Continuum of Care, is a prerequisite for receiving
CoC funding from the U.S. Department of Housing and Urban Development (HUD).
In June 2019, and consistent with the timeframe for the 2015-2020 Community Plan, efforts
began to develop the next five-year plan – the 2020-2025 Community Plan to End
Homelessness (“Community Plan”). Santa Clara County and Destination: Home implemented a
community engagement process that involved various stakeholders, including people who have
experienced homelessness, subject matter experts, community members and organizations,
nonprofit service providers, and public agencies. Community feedback was sought to identify
challenges in the homeless system of care and to collect innovative ideas on how to reduce and
end homelessness countywide.
As the plan was being updated, the coronavirus pandemic of 2020 further exacerbated
homelessness. This highlighted the urgency to create a comprehensive response plan for
unhoused individuals and families, as well as our residents who are at risk of homelessness.
According to the 2019 Santa Clara County Point-in-Time count, there are 9,706 individuals
experiencing homelessness on any given night in Santa Clara County. Families with children,
seniors, individuals with disabilities, veterans, youth, and young adults are all represented in
the county’s diverse unhoused population. More than 80% of these individuals are unsheltered
- sleeping outside, in cars, or other places not meant for human habitation. The 2019 Point-in-
Time count identified 313 individuals experiencing homelessness in Palo Alto. More information
about this is provided in the Discussion Section below.
The 2020-2025 Community Plan builds upon the previous plan and organizes strategies from
the community engagement process into three main strategic areas:
Strategy 1: Address the root causes of homelessness through system and policy change.
Strategy 2: Expand homelessness prevention and housing programs to meet the need.
Strategy 3: Improve quality of life for unsheltered individuals and create healthy
neighborhoods for all.
These strategies form the basic framework of the Community Plan. In August 2020, the Santa
Clara County Board of Supervisors endorsed the Community Plan and supported working in
partnership with stakeholders to implement the plan. The Community Plan is included here as
Attachment B. Achieving the goals and advancing the strategies in the plan will require broad
collaboration across sectors and communities.
On April 5, 2021, the City Council conducted a Study Session (CMR #12133) related to services
for unhoused neighbors in Palo Alto. At the Study Session, the City Council had an interest in
staff returning to the City Council for the City Council to endorse the Santa Clara County
Community Plan as well as to discuss other services related to unhoused residents in Palo Alto.
Discussion
City of Palo Alto Page 3
During the April 5, 2021 Study Session about services for unhoused residents of Palo Alto, the
City Council asked for the following follow-up information:
- Specifics on the Palo Alto 2019 Point in Time Count: The City Council asked staff for
additional information about the Palo Alto Point in Time count from 2019 to better
understand the type of dwellings that unhoused Palo Altans live in. The tables below
provide that information.
Table 1: 2019 Point in Time Count for Palo Alto
Staying in
Shelters
Street/Vehicle/
Tent*
School
District/COE TOTAL
Palo Alto city 14 292 7 313
* (more detail in Table 2)
For context, the City of Mountain View total unhoused was 606, Sunnyvale was 624, and Los
Altos was 76 for the 2019 Point in Time Count.
Table 2: More Specifics on 2019 Point in Time Street/Vehicle/Tent Dwellings (n=292)
Dwelling Type
Palo
Alto city
Street/Outside-
Street Tent Building Car RV Van Total
46 3 4 40 157 42 292
16% 1% 1% 14% 54% 14% 100%
Source: Santa Clara County
- Which State and Local laws are used by the Police Department for enforcement
purposes related to the 72-hour parking rule?
The primary local ordinance addressing 72-hour parking is §10.36.030 of the Palo Alto
Municipal Code (PAMC). The California Vehicle Code (VC), specifically §22651(k), allows
law enforcement to tow and store a vehicle that is violating a local 72-hour parking
ordinance. Depending on the circumstances, other sections of state and local law may
also apply. (See VC §22523(a), which prohibits any person from abandoning a vehicle
upon any roadway, and PAMC §10.34 et seq., which prevents abandoned, wrecked,
dismantled, or inoperative vehicles on the roadway.)
The City Council also expressed interest in the following:
- Endorsement of the Community Plan
- A framework/plan related to homelessness services including a gap analysis, survey
information from Stanford, and a permanent Safe Parking Ordinance
- Consideration of additional Human Services Resource Allocation Process (HSRAP) funds
(Note, this was done in the FY 2022 Adopted Budget and the application process is
underway).
- Research Project Homekey and consider hotel/motel and other potential sites
City of Palo Alto Page 4
- Work with Santa Clara County related to unhoused services
- Research organizations which provide street outreach services
Community Plan to End Homelessness 2020-2025
The Santa Clara County Community Plan to End Homelessness 2020-2025 (Community Plan)
reflects the voices of over 8,000 individuals across the County, and provides stakeholders with a
common agenda to drive a large collective impact. Many of the Community Plan strategies align
with existing City-funded programs as described in the April 5 study session report (CMR
#12133). The Community Plan provides a county-level roadmap to address homelessness and
its root causes, with local jurisdictions tailoring the roadmap to meet local needs. On August 25,
2020, the Board of Supervisors of Santa Clara County endorsed the Community Plan.
Endorsement of the new Community Plan provides the City with the County’s framework to
keep implementing urgent strategies to address the homelessness crisis. As of the Santa Clara
County Unhoused Task Force meeting in June 2021, most cities in Santa Clara County have
already endorsed the plan.
The county-wide plan, which serves as the roadmap for ending homelessness in Santa Clara
County, calls for bold strategies and partnerships to address homelessness. The plan builds on
the collective efforts of the past five years, during which more than 14,000 people have been
housed in Santa Clara County and the number of supportive housing units and temporary
shelter beds have doubled. A new homelessness prevention system was also launched, now
serving more than 1,000 households a year.
The County has observed that despite this progress, homelessness continues to grow. For every
homeless family or individual connected to housing in the county, between two and three more
are experiencing homelessness for the very first time. This is fueled by a number of systemic
factors which have only been compounded by the novel coronavirus (COVID-19) pandemic,
placing ever-more pressure on the nearly 10,000 individuals currently experiencing
homelessness and the tens-of-thousands more at risk of falling into homelessness.
The Community Plan sets aggressive targets designed to reverse the current growth in
homelessness and bring the County one step closer to the collective goal of eliminating
homelessness in Santa Clara County. The Community Plan is built with individual jurisdictions in
mind to assist in meeting the larger goals. The Community Plan states that by 2025, the County
will:
• House 20,000 people through the supportive housing system;
• Expand the Homelessness Prevention System and other early interventions to serve
2,500 people per year;
• Achieve a 30 percent reduction in annual inflow of people becoming homeless; and
• Double temporary housing and shelter capacity to reduce the number of people
sleeping outside.
City of Palo Alto Page 5
This plan also includes explicit goals and strategies to address the racial inequities present
among unhoused people and families and track progress toward reducing disparities. The
Community Plan is attached here (Attachment B) and available online at:
https://housingtoolkit.sccgov.org/sites/g/files/exjcpb501/files/CommunityPlan_2020.pdf.
Attachment A is a draft resolution endorsing the Community Plan for the Council’s
consideration. Similar resolutions have been passed by other cities in the County over the past
10-12 months.
In addition to the endorsement of the Community Plan, Palo Alto continues to provide services
for unhoused neighbors in town. Many of the existing services align with the Community Plan,
especially in Strategy 3 of the Community Plan. City staff, in conversation with Destination:
Home, the Santa Clara County Office of Supportive Housing, and the Housing Authority, has
worked with Homebase, on an outline of a local Implementation Framework draft. The City
Council can review the draft, which includes next steps for Palo Alto in implementing local
initiatives related to the Community Plan strategies. This information is summarized below and
includes information about Project Homekey and encampments.
Draft Implementation Framework
The City of Palo Alto has been providing many services related to unhoused neighbors for years
as summarized in the April 5, 2021 Study Session Report (CMR #12133). Those services fall
within the three strategies of the Community Plan, with many in Strategy 3 related to “quality
of life services for unhoused residents.” As the City pursues endorsement of the Community
Plan, and given the City Council interests shared during the April 5 Study Session, staff
recommends that Council consider the following next steps while also continuing education for
the whole community about issues facing the unhoused Palo Alto population.
In addition to endorsing the Community Plan, move forward with a short-term (1-2
year) framework for unhoused services with these goals and sub-actions:
1. Achieve a 20% reduction in unsheltered homelessness in Palo Alto
a. Apply for Project Homekey (information later in report) (related to
Community Plan 1.3C and 3.1D Objectives within Strategies 1 and 3).
b. Pursue a permanent Safe Parking Program.
2. Provide tailored support to unhoused Palo Altans
a. Consider adding back a Special Enforcement Team within the Palo Alto
Police Department. Also consider funding a non-sworn street outreach
worker through collaborating with local partners. Both resources, the SET
and the street outreach worker would support unhoused Palo Altans
(related to Community Plan 3.4C and 3.2C Objectives within Strategy 3).
Both approaches represent the mix of strategies needed to meet the
needs of unhoused Palo Altans.
City of Palo Alto Page 6
3. Increase affordable housing development (This is a City Council priority for 2021
and links to the Community Plan) (related to Community Plan Strategy 1).
At this time, there is no one dedicated staff person or team at the City assigned to work on this
issue and the work outlined as part of this community plan. Work to-date has been done
irregularly as needs have required. See more information on this in the Resource Impact section
of the report.
More background information on Project Homekey:
Program overview: Project Homekey is a program, funded by the State of California
Department of Housing and Community Development intended to provide grant funding to
eligible applicants (such as municipalities) and facilitate a partnership with the State to quickly
acquire, rehabilitate, or master lease a variety of housing types. Once developed, these projects
provide interim or permanent housing options for persons experiencing homelessness and who
are also at risk of health concerns.
In the first round of Project Homekey (2020), the deadline was tight with very a short
turnaround, and the funds were highly focused on providing emergency shelter options given
the COVID-19 pandemic. The specific guidelines for the 2021 Homekey program have not yet
been released, but staff anticipates the Notice of Funding Availability (NOFA) to be issued in
September. Accompanying legislation to the Homekey funding allowed for certain California
Environmental Quality Act (CEQA) exemptions for some Homekey projects.
LifeMoves partnered with the City of Mountain View to do a Project Homekey Project in 2020.
Information about that project is available in Attachment C. The City of Mountain View and
LifeMoves worked together to get the site identified, the application done, and to figure out
the ongoing operating costs.
Local Context: Staff has explored options related to this program and have summary
information below for the City Council to review. If the City Council would like staff to continue
to pursue this program, the City Council would need to provide that formal direction to staff as
described below.
Location information: Specific, identified sites are essential to competitive Homekey
applications and to successful programs. If the City is awarded funds, the site must be known
and shovel ready; if successful, the City must be prepared to support permitting, construction,
renovation, or other activities needed to ensure the property can serve unhoused persons. At
the April 5, 2021 Study Session on Unhoused Services, the City Council expressed interest in the
Project Homekey Program, should funding become available through the State budget. The City
Council mentioned an interest in any hotels or motels that might be interested in selling their
property to the City for this program. Staff reached out to hotels and motels and received very
limited interest. The hotels that responded with interest noted high dollar per door costs
City of Palo Alto Page 7
associated with the sale of the properties. The few properties that did respond are located
along the El Camino Real corridor. Staff is sensitive to established neighborhoods and is trying
to understand the possible scope that the City Council is interested in pursuing if approaching a
Project Homekey application.
Staff also researched City-owned land to see if any potential sites could be suitable for this
purpose. In accordance with state law, the 2017 Comprehensive Plan identifies where
emergency shelters can be located within the City. The Comprehensive Plan states that an
emergency shelter could be located east of Highway 101. Staff further examined a portion of
the City of Palo Alto-owned “Former Los Altos Treatment Plant” (LATP)1 site and continues to
look into it.
The decision tree for the Homekey Application is as follows:
1. Interest in applying for the program?
2. Identify the site: if public, no acquisition needed; if private, follow up closed session
discussions would be necessary to determine the site, price, and terms. If a private site
is desired and it is west of Highway 101, the City Council would also have to consider
zoning text amendments needed to allow for the emergency shelter at any location
west of Highway 101.
3. Identify a local partner to do the application with; they would also serve as the site
operator upon it being built.
4. Estimate all project and operating costs. Determine funding sources.
5. City Council agreement on the full application package for the program.
Information about the LATP site:
The LATP site, was previously a treatment facility for the City of Los Altos. The site includes
three different parts: Area A, Area B, and Area C. The northern third of the site, known as Area
A, is approximately 4 acres of conservation land. This section is isolated from the rest of the
FLATP by a berm and fence. The middle third of the site, known as Area B, is approximately 6.64
acres and the location of the former treatment plant. The treatment plant included an
operations building, water tank, and series of treatment ponds. Several of the former
treatment ponds have since been identified as jurisdictional wetlands. The operations building
has been deconstructed, among other changes. The southern third of the site, known as Area C,
is approximately 2.62 acres. This area is currently used as a contractor rental storage/staging
yard related to the bike bridge project and as Green Waste storage yard and transfer site, the
City’s refuse collector. In the map below, the red 1.16-acre area is the relevant land plot of
interest for a Project Homekey site.
1 Though so named, the water treatment plant is no longer active and portions of the former facility have been
demolished. It is owned by the City of Palo Alto.
City of Palo Alto Page 8
Map of LATP Site
LifeMoves has provided some very high-level costing information related to potential options at
the LATP site. A summary slide is shown below and also included in Attachment C. An example
of the funding structure and number of beds for the LATP site can be seen below as an example
of what is possible through the Homekey program in such a site in Palo Alto.
City of Palo Alto Page 9
Project Homekey Next Steps:
If the City Council would like to pursue a Project Homekey application, staff seeks City Council
authorization for the following next steps:
- Direction on the site to pursue for Project Homekey (either a portion of the City-owned
LATP site or direction to follow up with the City Council regarding private property
locations)
- Direction on partnership with a nonprofit partner for the application. Staff recommends
LifeMoves as the nonprofit partner due to their experience with this process in a nearby
municipality. The Housing Authority expressed interest to assist if needed as well.
- Agreement to pursue zoning changes necessary to allow for an emergency shelter at the
LATP site.
- Direction to staff to identify funding sources and to include that information in the
return report to the City Council.
- Return to City Council in September with sufficient time to make an application; at that
time, include all application details including the explanation of all costs.
Safe Parking Program Permanent Ordinance Next Steps:
3.1.A: Build new partnerships to host emergency shelter, safe places to park and access services,
and sanctioned encampments that are not swept and include hygiene and supportive services.
and
3.1.D: Ensure that all families with children under 18 years old who are unhoused have access to
emergency shelter or temporary housing.
Homekey: get Scenarios (exc . Land)
(All costs are assumptions based on sliding-scale funding under Homekey 1.0)
100-180 doors -Interim
100%-150% impact in 1t year
Capital Costs
• $10M -$22M
• $100k/door-$120k/door
Capital Funding
• $10M project up to 100% by Homekey
• $22M project up to 90% by Homekey
• $20M Homekey
• $2M gap funding
Operational
• $2.SM -$4M per year
• State/Public/Other
Interim/Permanent
Capital Costs/Funding
• Mixed-use Project
• Opens up new funding opportunities
• Requires further exploration
Operational
• TBC
• State/Public/Other
Revenue
• TBC
• Opens new revenue streams
City of Palo Alto Page 10
Potential Next Step: Bring the Safe Parking Program to City Council for direction on
policy issues that should be included in a permanent ordinance, including:
- Consideration of if any background checks could be included in the program and
for what types of past criminal actions (e.g., violent felons and sex offenders).
- Consideration of geographical distribution of safe parking programs.
- Expansion of the program into private parking lots or for more vehicles per lot.
- Any other programmatic elements based on the process and program to date.
Existing and Proposed City-Supported Initiatives for Unhoused Palo Altans
These initiatives are also summarized in the April 5, 2021 Study Session. They are organized
below by the Community Plan strategy to which they relate. Subsequent to this section is
additional information on other ideas for Palo Alto related to unhoused Palo Altans in
connection the Community Plan that could be considered in the medium-term as part of the
local framework for unhoused services. Of note for the short and medium term, the City can do
many initiatives related to the Community Plan but there is no obligation that the City make
actions related to every objective in the Community Plan.
Community Plan Strategy 1: Address the Root Causes of Homelessness Through System and
Policy Change
1.1E: Advocate for the State and the Federal government to increase funding and access to
safety net services.
Existing Palo Alto Effort: The City, through the contract with the state advocates,
Townsend Public Affairs, advocates to the State for funding that can support local
counties, Continuums of Care, and local governments.
1.4B: Strengthen local rent control and tenant protections
Existing Palo Alto Effort: Due to the pandemic, the State, County, and the City all
adopted eviction protections to keep people housed. In June 2021, the City advocated
to the State to further extend the eviction moratorium to keep Palo Alto renters housed.
The moratorium now ends on September 30, 2021.
Ongoing Palo Alto Effort: The City is part of the “Challenge Grant” program of the
Partnership for the Bay’s Future. Through this program the City has a Fellow researching
tenant protections. The City Council will consider a suite of potential policies this
fall/winter.
1.4C: Provide legal assistance to ensure that individuals and families most severely impacted by
the lack of affordable housing, namely people of color, have equal access to housing.
Existing Palo Alto Effort: Community Development Block Grant (CDBG) FY 2020-21
funding includes funds to Project Sentinel (fair housing services to improve
understanding of residents and housing providers rights or obligations).
City of Palo Alto Page 11
1.5C: Provide training, internships, and mentorships to help people who are unhoused or at risk
of homelessness to obtain access to living wage jobs.
Existing Palo Alto Effort: CDBG FY 2020-21 funding includes funds to Downtown Streets
Workforce Development Program. Of note: due to COVID, finding low-wage job-training
opportunities for unhoused persons is more challenging than before.
Community Plan Strategy 2: Expand Homelessness Prevention and Housing Programs to Meet
the Need
2.1.A: Expand the supportive housing system to provide housing and services to help 20,000
unhoused people secure stable, permanent housing. Expansion would target: 7,000 people
housed in PSH programs; 10,000 people housed through RRH programs; 3,000 people housed
through Housing Problem Solving and other short-term or one-time assistance.
Existing Palo Alto Effort: Assistance to help homeless and low-income individuals secure
housing (LifeMoves, Silicon Valley Independent Living Center).
2.1.B: Develop programs tailored to the needs to specific populations of people experiencing
homelessness, including: youth and young adults, older adults (55+) and seniors, families with
children, adults (ages 25-54) without children.
Existing Palo Alto Effort: CDBG FY 2020-21 funding includes to Catholic Charities
(advocate for the rights of seniors and disabled residents in long term care facilities in
Palo Alto), Silicon Valley Independent Living Center (assistance to low-income Palo
Altans with disabilities, veterans and older adults to secure affordable, accessible
housing), YWCA of Silicon Valley (domestic violence services).
2.2.A: Expand the Homelessness Prevention System to prevent homelessness for an additional
7,000 households who are at risk by providing targeted financial assistance and supportive
services
Existing City-Supported Initiatives: The City has supported such relief programs by
allocating CDBG funding towards these efforts. Both state and federal relief programs
are providing some rental assistance to address the scale of assistance needed in
response to COVID-19. There are local and the State rental assistance programs
available to local residents during the COVID pandemic. LifeMoves - Opportunity Center
is designated by the County as the Emergency Assistance Network Agency for financial
assistance for Palo Alto. The City used CARES Act funds on this.
2.2.B: Provide targeted financial resources to prevent homelessness and eviction for severely
rent-burdened residents living in existing affordable units.
Existing City-Supported Initiatives: Emergency rent and utility funding assistance
(LifeMoves, Silicon Valley Independent Living Center, YWCA of Silicon Valley).
City of Palo Alto Page 12
Community Plan Strategy 3: Improve quality of life for unsheltered individuals and create
healthy neighborhoods for all
3.1.A: Build new partnerships to host emergency shelter, safe places to park and access services,
and sanctioned encampments that are not swept and include hygiene and supportive services
and
3.1.D: Ensure that all families with children under 18 years old who are unhoused have access to
emergency shelter or temporary housing.
Existing City-Supported Initiatives: There are two shelter options in Palo Alto, and both
are rotating shelters without a fixed place of operations. Both had capacity limits due to
COVID restrictions. Most shelters are concentrated in South County. The rotating shelter
program is supported by LifeMoves -- Hotel de Zink (year-round) and Heart & Home
Collaborative (seasonal). The Heart & Home Collaborative is a seasonal (winter) rotating
shelter program for women in local congregations run by Heart & Home Collaborative
and operates under the same permitting framework as Hotel de Zink.
Palo Alto also passed a Safe Parking Pilot Ordinance which allows for overnight for
households dwelling in vehicles. The program allows for congregations to apply for a
permit for up to 4 vehicles per congregation. The program includes access to restrooms,
showers, connection to services. To date: 1 permit approved; 1 permit tentatively
approved and under appeal; 2 permits in review.
The City also has a safe parking program on Geng Road that is run by Santa Clara
County. It serves up to 12 vehicles.
3.2.A: Increase access to basic hygiene resources, including bathrooms, showers, and laundry.
Existing City-Supported Initiatives: Support of mobile shower and laundry services in
South Palo Alto for the unhoused (We Hope). Funding for unhoused support is geared
towards things like shower/laundry services. LifeMoves also provides shower and
laundry services at its Encina Ave. site.
3.2.D: Provide opportunities for people who have lived experience of homelessness to provide
peer-to-peer support.
Existing City-Supported Initiatives: Provide comprehensive support services for
homeless/unemployed to secure employment. In addition, stipends to support
unhoused individuals providing peer to peer outreach and staffing at the Downtown
Food Closet (Downtown Streets Team).
Funding for unhoused support is geared towards things like food and school supplies for
homeless children. Services and support to families living in Recreational Vehicles
City of Palo Alto Page 13
including school materials, computer equipment, and other essential supplies such as
PPE, cleaning supplies, gas cards, food, etc. (Karat School Project, Kafenia Peace
Collective). Some of the funding was one-time grants.
3.3.C: Increase access to mental health treatment for people who are unhoused and struggling
with mental illness.
Existing City-Supported Initiatives: Purchases of equipment to enable telehealth and
compliance with HIPAA records retention for the unhoused and low income (Peninsula
HealthCare Connections).
3.4.A: Increase outreach to city and County staff and business and neighborhood associations
about available resources to assist people who are unhoused.
Existing City-Supported Initiatives: City staff collaborate with Stanford External Relations
to convene City, County, Palo Alto USA, non-profit, Stanford, and philanthropic
stakeholders to discuss status and support for RV dwellers living along El Camino. The
group has focused on understanding and meeting the needs of families, the new safe
parking efforts, sharing news and resources, and developing a survey to learn more
about families' needs.
3.4.C: Increase coordination between agencies engaging people living in encampments to
ensure consistent and humane approaches to encampment resolution.
Existing City-Supported Initiatives: Palo Alto seeks to address encampments in town
with compassion and humane approaches to encampment resolution. The Palo Alto
Police Department routinely offers connection to social services and available resources
for unhoused residents (living in vehicles and in public places), in collaboration with the
Community Services Department.
In the past, the City has had Special Enforcement Teams (SET) in the Police Department
since the mid-1990s to be a flexible team to address issues throughout Palo Alto and to
assist with connecting people with the services needed. They often built relationships
with unhoused residents throughout the city and focused on the health and safety of
downtown and commercial cores. The pre-pandemic SET staffing levels (Fiscal Year 2020
Adopted Budget) were two police officers. These officers effectively mitigated issues
often without any enforcement actions necessary. SET staff was frozen in FY 2021, then
eliminated in mid-year FY 2021.
3.4.D: Create a referral system where unhoused residents can access information and services,
such as available temporary housing and homeless services.
Existing City-Supported Initiatives: City partnerships include Destination: Home (a
public-private partnership that uses collective impact strategies to accomplish its
mission of ending homelessness in Santa Clara County), Downtown Street Team (job
training, leadership skills development, peer-to-peer outreach efforts, case
management, job opportunities, Downtown Food Closet), Heart & Home (seasonal
City of Palo Alto Page 14
rotating homeless shelter for women at local congregations), Karat School Project
(services and support to families living in RVs e.g., school materials, PPE, cleaning
supplies, gas cards, food), LifeMoves (financial assistance, food, shelter, case
management, Opportunity Services Center), OSH, Peninsula HealthCare Connections
(medical clinic at Opportunity Services Center), WeHOPE (shelter, food, job training
based in EPA).
3.5.B: Work with community organizations, cities, County agencies, and neighborhood
associations to ensure that public spaces such as parks, libraries, and community centers remain
clean, well-maintained, and welcoming to all.
Existing City-Supported Initiatives: Stanford collaborated with Karat School Project and
partners on a community clean-up of the El Camino corridor which included some
families who had moved to the Geng Road safe parking location. This collaboration
continues. Stanford is working with the Karat school to survey vehicle dwellers on El
Camino Real. The survey project had some delays.
Potential New Initiatives/Next Steps that the City could Consider:
There are other actions the City Council could take related to services for the unhoused in Palo
Alto. Some of those other ideas are short term and some are medium term items. And some of
the items link to other programs already in progress (such as the mental health alternative
response program). Staff did not include these in the top priority recommendations above but
still wanted to include them in the report as other initiatives the City could consider at some
point for work related to services for the unhoused. The information below summarizes those
programs.
Community Plan Strategy 1:
1.3C: Prioritize development of housing for extremely low-income individuals and families
making 30% of AMI or less and set joint targets.
Potential Next Step: Through the Housing Element Update, examine the existing housing
stock in Palo Alto to understand how the existing housing aligns with the wide variety of
housing needs in Palo Alto; from emergency housing to transitional housing to
permanent affordable housing for different income groups.
1.6.C: Create a county-wide education campaign that increases awareness of the causes and
impacts of homelessness and ongoing efforts to end homelessness.
Potential Next Step: Partner with Destination: Home and Direct the Human Relations
Commission (HRC) to create and deploy a community-wide education campaign that
increases awareness among the general Palo Alto population around unhoused
residents in Palo Alto and some of the root causes and ongoing efforts to end
homelessness. Can link to other community organizations as well.
City of Palo Alto Page 15
Community Plan Strategy 2:
2.2.A: Expand the Homelessness Prevention System to prevent homelessness for an additional
7,000 households who are at risk by providing targeted financial assistance and supportive
services
Potential Next Step: In reviewing the Human Relations Commission (HRC)
recommendations for HSRAP funds, consider the programs related to rental assistance
as homelessness prevention.
Community Plan Strategy 3:
3.2.C: Increase the number of street outreach staff and case managers working in
encampments.
Potential Next Step: An outreach case worker could provide services to other vulnerable
populations who regularly use public spaces such as parks, libraries, and community
centers. At present, the City does not have any organization under contract specifically
to perform this function on behalf of the City. Current funding for unhoused support is
geared towards things like case management. This would require additional funding and
potential partnership options with other agencies for funding.
3.3.A: Increase the number of mobile crisis teams with clinical staff, and expand their hours, to
support individuals experiencing severe mental health and substance use crises.
Potential Next Step: Continue participation in the implementation of the Santa Clara
County Community Mobile Response (CMR) program which will have a north county
location. Also, continue to implement the Psychological Emergency Response Team
(PERT) program for Palo Alto in partnership with Santa Clara County. Involve partners
such as Momentum for Mental Health, Project Safety Net, etc. as appropriate.
3.3.C: Increase access to mental health treatment for people who are unhoused and struggling
with mental illness.
Potential Next Step: Perform a program evaluation or gap analysis of programs funded
by HSRAP and CDBG funds. This could identify if the City is best utilizing existing funding
and meeting the highest priority needs for unhoused residents in Palo Alto. This would
require additional funding.
3.4.C: Increase coordination between agencies engaging people living in encampments to
ensure consistent and humane approaches to encampment resolution.
In the past, the City has had Special Enforcement Teams (SET) in the Police Department
since the mid-1990s to be a flexible team to address issues throughout Palo Alto and to
connect people with the services needed. They often built relationships with unhoused
residents throughout the city and focused on the health and safety of downtown and
commercial cores. The pre-pandemic SET staffing levels (Fiscal Year 2020 Adopted
City of Palo Alto Page 16
Budget) were two police officers. These officers effectively mitigated issues often
without any enforcement actions necessary. SET staff was frozen in FY 2021, then
eliminated in mid-year FY 2021.
Potential Next Step: The City could consider bringing back the SET as one part of the
outreach for unhoused residents living in encampments in Palo Alto. The City could also
consider an additional contract with a nonprofit partner as an additional street outreach
worker that is also assigned to Palo Alto. Between the 2-officer SET, the outreach
worker, and the upcoming clinician assigned to Palo Alto through the Psychiatric
Emergency Response Team (PERT) program, Palo Alto will be able to better meet this
quality-of-life tenant of the Community Plan to ensure for the most consistent and
humane approaches to encampments. These programs have budget implications with
each officer FTE costing $200,000-225,000, thus a total of $400,000-$450,000 for the 2-
officer SET. A nonprofit outreach worker could cost between $75,000 and $200,000
according to quotes.
Resource Impact
Endorsement of the Community Plan aligns Palo Alto with other communities in Santa Clara
County taking bold actions to address the very serious issue of homelessness in the region. The
specific timeline and resource impacts depend on the actions taken by the City Council based
on staff recommendations in this memorandum.
Specifically within Palo Alto, there continues to be constrained resources and intermittent
support of these intiatives to date from a strategic point of view based on reductions in
resources approved over the recent years, additional funding will be required to address the
services and programs outlined in this report. For context, below is a summary of some of the
resource allocations the City has previously deployed followed by recommended immediate
steps for the City Council’s consideration and direction to staff to implement in order to
support the desired strategies and address near term challenges.
Current Resource Allocations
Police staffing levels to address the unhoused population in the City has varied since inception
in the mid-90’s. There are two initiatives in the Police Department to address the unhoused:
Special Enforcement Team (SET) and the new Psychiatric Emergency Response Team (PERT).
• Special Enforcement Team (SET)
o Focus is health and safety of downtown and commercial cores and outreach for
the unhoused population that inhabit vehicles, streets, and/or parking facilities.
o Pre-pandemic staffing levels (FY 2020) were two Police Officers; this staffing level
effectively mitigated these issues prior to enforcement actions being taken.
o SET staff was frozen and eliminated in FY 2021. A potential staffing model in FY
2022 is to use overtime to address the unhoused population in the City.;
however, additional overtime funding would be needed for this.
• Psychiatric Emergency Response Team (PERT)
City of Palo Alto Page 17
o Focus is to address mental health issues though partnership with Police
Department; this program overlaps with work done in the community to address
the unhoused population.
o Expected to be online by late September/early October.
o The Police Department is dedicating one sworn position (expected to be an
office redeployed from patrol, resulting in potential overtime impacts to backfill)
at minimum, depending on how many County staff are deployed to Palo Alto.
In addition to the Police Department, funding has been dedicated to LiveMoves ($82,000)
through the HSRAP process, with the focus to provide food services for the unhoused and very
low income residents at the Opportunity Service Center (near Town & Country) through the
Breaking Bread Program. Additional as needed resources are deployed in a number of teams
including Public Works, Planning and Development Services, Fire, Community Services Human
Services staff, and the City Manager’s Office to address issues as they arise and work on longer
term planning such as the housing element.
Recommended Resource Adjustments
In the immediate, staff recommends the City Council consider providing direction to staff to
bring the actions necessary to allocate funding from the Budget Uncertainty Reserve (City
Council FY 2022 set-aside, currently at $425,000) and the Stanford University Medical Center
Fund: Community Health and Safety (currently estimated at $1.2 million) to fund the following
needs.
• Additional overtime funding for re-establishing the SET team in FY 2022 through use of
overtime resources, until and unless a new program, or full-time officer resources
become available. (1.0 Officer = approximately $225,000/year)
• Additional funding for engagement resources for a non-profit outreach worker.
(estimated between $75,000 and $200,000)
• Additional funding for a program evaluation or gap analysis of programs funded by
HSRAP and CDBG funds to assist the City in identifying if allocation of existing funding is
meeting the highest priority needs for unhoused residents in Palo Alto.
Lastly, depending on the City Council’s desired strategy, support will be required to manage and
oversee the implementation of services and programs. To-date, staff throughout the
organization have been addressing efforts on an as needed basis. In order to ensure timeliness,
consistency, and success of crafting and implementing a cohesive strategy, focused resources
will be required. As staff work through the prioritized workplan, further actions will be brought
forward as appropriate, however, direction to implement these would assist in addressing
immediate needs while positioning for the future refinement of the workplan. A component of
implementation would require staff to take the appropriate actions to meet required steps as
outlined in the development agreement for use of Stanford University Medical Center Funds.
Stakeholder Engagement
Many stakeholders were engaged in the Community Plan development process. The
Community Plan reflects the voices of over 8,000 individuals reached across the County, and
City of Palo Alto Page 18
provides stakeholders with a common agenda that will result in large collective impact. As the
City of Palo Alto moves forward on elements identified in the Framework above, the City will
incorporate community engagement as logical throughout the process.
Environmental Review
This report and policy discussion is not a project that requires environmental review. Based on
Council’s direction, staff will evaluate whether environmental review is needed for specific
projects or programs that the City is interested in pursuing.
Attachments:
• Attachment A: Resolution Endorsing the County Plan to End Homelessness
• Attachment B: 2020-2025 SCC Community Plan to End Homelessness
• Attachment C: LifeMoves Homekey Information (Aug 2021)
*NOT YET APPROVED*
1
Resolution No.___
Resolution of the City Council of the City of Palo Alto Endorsing the
Santa Clara County Community Plan to End Homelessness 2020-25
R E C I T A L S
WHEREAS, nearly five years ago, the Community Plan to End Homelessness in Santa
Clara County 2015-2020 was adopted, with partners working collectively to, among other
efforts, help households resolve their homelessness, increase the number of supportive
housing units in Santa Clara County, increase temporary housing and emergency shelter
capacity, and launch a new homelessness prevention system; and
WHEREAS, the Community Plan, which was driven by and adopted by the Santa Clara
County (County) Continuum of Care (CoC), is a planning requirement placed by the United
States Department of Housing and Urban Development on CoC funding that provides a county-
level roadmap to address homelessness and its root causes, with local jurisdictions tailoring the
roadmap to meet local needs; and
WHEREAS, despite the substantial progress made in creating an innovative, coordinated,
and more comprehensive supportive housing system, the housing crisis continues to grow
nationally and locally; in 2019 about 313 people found themselves homeless in Palo Alto, and
the challenges in ending homelessness are compounded by the COVID-19 pandemic and its
impacts on the economy and local budgets; and
WHEREAS, in June 2019, the County, Destination: Home, and other cities and non-
profits, embarked on strategic planning and an extensive community engagement process to
develop a new five-year Community Plan 2020-25; and
WHEREAS, during the development of the new Community Plan, community feedback
was sought to identify successes and challenges in the homeless system of care, and to collect
innovative and inspiring ideas about how to address homelessness generally countywide, and
specifically for certain subgroups such as youth and families; and
WHEREAS, this work resulted in the development of 14 strategies that fall into three
focus areas: (1) Address the root causes of homelessness through system and policy change; (2)
Expand homelessness prevention and housing programs to meet the need; and (3) Improve
quality of life for unsheltered individuals and create healthy neighborhoods for all; and
WHEREAS, many of the Community Plan strategies are items that the City of Palo Alto
regularly advances, some of which have been newly implemented given the urgent and ongoing
COVID-19 pandemic; and
Attachment A
*NOT YET APPROVED*
2
WHEREAS, the Community Plan provides stakeholders with a common agenda that, if
followed, will result in large collective impact, and endorsement of the new Community Plan
will provide the City the certainty to keep implementing urgent strategies to address the
homelessness crisis;
WHEREAS, supporting the Community Plan does not commit the City of Palo Alto to any
one component but rather encourages the implementation of strategies and funding for
programs to proactively house and serve the homeless, relative to the resources available in
Palo Alto and subject to City Council approval; and
WHEREAS, the City Council’s support of the Community Plan would continue to advance
the goal of developing regional strategies in collaboration with other jurisdictions and agencies
to end and prevent homelessness by creating permanent housing solutions and enhancing
existing service systems;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Palo Alto endorse
the Santa Clara Community Plan to End Homelessness 2020-25.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST: APPROVED:
_____________________________ _____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
_____________________________ _____________________________
City Attorney City Manager
2020–20252020–2025
COMMUNITY PLAN
TO END HOMELESSNESS
SANTA CLARA COUNTYSANTA CLARA COUNTY
Attachment B
Acknowledgements
The Community Plan Steering Committee would like to thank the many community stakeholders,
people with lived experience of homelessness, and organizations for their participation in the
process to update the plan and their valuable input.
For a full list of organizations that participated in the process, see page 14.
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 1
Table of Contents
Introduction
Our Homelessness Crisis
Ending Homelessness in Santa Clara County
The Strategies
Strategy 1: Address the Root Causes of
Homelessness Through System and Policy Change
Strategy 2: Expand Homelessness Prevention and
Housing Programs to Meet the Need
Strategy 3: Improve Quality of Life for Unsheltered
Individuals and Create Healthy Neighborhoods for All
Thank you!
2
4
6
10
11
13
14
16
2 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Helped 8,884 households resolve their homelessness, representing 14,132 people
Doubled the number of supportive
housing units in Santa Clara County
Doubled our temporary housing
and emergency shelter capacity
Launched a new
homelessness
prevention system
that now serves
about 1,000 households annually
Led a community-wide
campaign that has successfully
housed more than 1,600 veterans
and engaged nearly 800 private landlords
in the effort
Voters approved $950 million to develop
affordable housing through the 2016 Measure A
Affordable Housing Bond and raised another $100 million in private contributions to support
the implementation of the community plan
Supportive Housing System Progress 2015-2019
Thanks to the collective efforts of partners throughout the community,
over the past five years, we have done the following:
In 2015, the community came together to create a roadmap for ending homelessness in Santa
Clara County. This plan— which was centered around a collective impact response and the
proven Housing First model—set an ambitious goal to create 6,000 new housing opportunities
and identified innovative strategies and programs for reducing homelessness.
Introduction
Introduction
•••••••••••••••••••••• •••••••••••••••••••••• •••••••••••••••••••••• ••••••••••••••••••••••
•••••••••••• •••••••••••• •••••••••••• •••••••••••• •••••••••••• •••••••••••• ······o •••••• •••••• I •••••• ••••••
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 3
Introduction
Despite our progress creating a supportive housing system that assists thousands of homeless
individuals and families each year, the crisis continues to grow. The systemic factors driving
homelessness in our community— from the failed policies at the local, state, and national level
to the extreme lack of housing options that are affordable for low-income residents—remain
stronger than ever and are pushing more of our neighbors onto the streets every day.
These challenges have been compounded by the novel coronavirus (COVID-19) pandemic that
arrived in our community as this plan was in development, making implementation of many of
these strategies even more urgent. This public health crisis has ground our local economy to a halt,
leaving many more households on the brink of homelessness due to job loss, lack of childcare,
and economic uncertainty. The pandemic has also required a massive and immediate response
by our crisis response system to quickly ramp up shelter capacity, increase access to hygiene
services for people living outside, and protect those people experiencing homelessness who
are particularly vulnerable. As a result, as this plan goes into effect, we anticipate there will be
many more people experiencing or at risk of homelessness who will need immediate support,
which will require our community to continue to be flexible and innovative in our responses to
homelessness.
To truly end homelessness in Santa Clara County, we must summon the collective will and
resources to not only respond to the current crisis and scale our successful housing strategies,
but also address and eliminate the root causes of homelessness in our community.
Community Plan Steering Committee Members
Ky Le, Co-Chair
Jennifer Loving, Co-Chair
Jan Bernstein Chargin
Louis Chicoine
Erin Connor
Katherine Harasz
Miguel Marquez
Jacky Morales-Ferrand
Joel John Roberts
Claudine Sipili
Leland Wilcox
~'15' ~ ~#-a a/cttl'ILI
(!s~ ~'J~
1 Applied Survey Research, “Santa Clara County Homeless Census & Survey Comprehensive Report 2019.” 2019.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Pages/HomelessnessCensusandSurvey.aspx
2 Public Policy Institute of California, “Income Inequality in California.” 2020. https://www.ppic.org/publication/income-inequality-in-california/
3 Bay Area Equity Atlas, “Earned income growth for full-time wage and salary workers: Santa Clara County, CA, 2000–2015.”
https://bayareaequityatlas.org/indicators/income-growth#/?geo=04000000000006085
4 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Our Homelessness Crisis
According to the 2019 Point-in-Time count, there are 9,706 individuals experiencing homelessness
on any given night in Santa Clara County.1 Families with children, seniors, individuals with
disabilities, veterans, youth and young adults are all represented in the county’s diverse homeless
population. More than 80% of these individuals are unsheltered—sleeping outside, in cars, or
other places not meant for human habitation. We expect that these numbers will increase over
the coming months as the full impact of the COVID-19 pandemic is felt.
The gap between the rich and the poor in our community, combined with the lack of housing
development particularly at the lowest income levels, is fueling the homelessness crisis. According
to the Public Policy Institute of California, families at the highest income levels in the Bay Area
(the 90th percentile) have more than 12 times the income of families at the bottom (the 10th
percentile).2 Those at the bottom rung of the economic ladder have also not shared in the
region’s significant economic growth. Between 2000 and 2015 in Santa Clara County, workers
with earnings in the 10th percentile saw their income decline by 12%.3
This income inequality has been further exacerbated by the economic slowdown caused by the
COVID-19 pandemic as many low-income households living paycheck-to-paycheck struggle to
make rent and pay for other basic needs.
Our Homelessness Crisis
-20%
-10%
0%
10%
20%
-12%-10%
2%
10%12%
10thpercentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20thpercentile 50thpercentile 80thpercentile 90thpercentile
Earned income growth for full-time wage and salary workers
Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households”
San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34
8046
94
Black/African Americans
0%
5%
10%
15%
20%16.9%
2.5%
HomelessPopulation GeneralPopulation
Bl
a
c
k
/
A
f
r
i
c
a
n
A
m
e
r
i
c
a
n
s
American Indian/Alaskan Natives
<1%Am
e
r
i
c
a
n
I
n
d
i
a
n
/
N
a
t
i
v
e
A
l
a
s
k
a
n
s
HomelessPopulation GeneralPopulation
0%1%2%3%4%5%6%7%8%7.4%
His
p
a
n
i
c
/
L
a
t
i
n
x
Hispanic/Latinx
0%
10%
20%
30%
40%
50%
HomelessPopulation GeneralPopulation
43.7%
27%
4 National Low-Income Housing Coalition, “The Gap: A Shortage of Affordable Homes.” 2020.
https://reports.nlihc.org/sites/default/files/gap/Gap-Report_2020.pdf
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 5
Our Homelessness Crisis
In addition, longstanding and structural racial inequities continue to affect who becomes homeless
in our community. A recent report commissioned by Destination: Home found that people of
color are dramatically more likely than their white counterparts to become homeless in Santa
Clara County, and that poverty alone cannot explain disparities in homelessness. For example:
While the brunt of this crisis is borne by our unhoused neighbors, we know its impacts are felt
much more broadly. Our neighborhoods, first responders, businesses, and environment are also
suffering the consequences of our region’s severe homelessness crisis.
Even worse, the problem continues to grow as more people are slipping into homelessness
than ever before—the result of growing income inequality, gentrification and displacement,
rising housing costs, an extreme housing shortage, and a lack of sufficient safety net services to
adequately care for the most vulnerable in our community. In fact, for every homeless family or
individual we connect to housing, between two and three more are experiencing homelessness
for the very first time.
If this trend continues, in addition to the nearly 10,000 individuals currently experiencing
homelessness, another 20,000 are at-risk of falling into homelessness over the next five years—far
more than our supportive housing system currently has the capacity to serve.
-20%-10%0%10%20%-12%-10%2%10%12%10thpercentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20thpercentile 50thpercentile 80thpercentile 90thpercentileEarned income growth for full-time wage and salary workers Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households”
San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34
8046
94
Black/African Americans
0%
5%
10%
15%
20%16.9%
2.5%
HomelessPopulation GeneralPopulation
Bl
a
c
k
/
A
f
r
i
c
a
n
A
m
e
r
i
c
a
n
s
American Indian/Alaskan Natives
<1%Am
e
r
i
c
a
n
I
n
d
i
a
n
/
N
a
t
i
v
e
A
l
a
s
k
a
n
s
HomelessPopulation GeneralPopulation
0%1%2%3%4%5%6%7%8%7.4%
Hi
s
p
a
n
i
c
/
L
a
t
i
n
x
Hispanic/Latinx
0%
10%
20%
30%
40%
50%
HomelessPopulation GeneralPopulation
43.7%
27%
-20%
-10%0%10%20%-12%-10%2%10%12%
10thpercentile
0 to Extremely Low-Income Threshold
0 to 50% of AMI
0 to 80% of AMI
0 to 100% of AMI
20thpercentile 50thpercentile 80thpercentile 90thpercentile
Earned income growth for full-time wage and salary workers Santa Clara County, CA: 2000-2015
Affordable & Available Rental Homes “Per 100 Renter Households”
San Jose Metropolitan Area: 2018
0 20 40 60 80 100
34
8046
94
Black/African Americans
0%
5%
10%
15%
20%16.9%
2.5%
HomelessPopulation GeneralPopulation
Bl
a
c
k
/
A
f
r
i
c
a
n
A
m
e
r
i
c
a
n
s
American Indian/Alaskan Natives
<1%Am
e
r
i
c
a
n
I
n
d
i
a
n
/
N
a
t
i
v
e
A
l
a
s
k
a
n
s
HomelessPopulation GeneralPopulation
0%1%2%3%4%5%6%7%8%7.4%
Hi
s
p
a
n
i
c
/
L
a
t
i
n
x
Hispanic/Latinx
0%
10%
20%
30%
40%
50%
HomelessPopulation GeneralPopulation
43.7%
27%
Compounding the impacts of this inequality is the fact that housing costs are higher than ever
and housing that is affordable to the lowest-income families is not being produced. In fact, the
National Low-Income Housing Coalition’s most recent report, The Gap: A Shortage of Affordable
Homes, found that in 2018 there were only 34 affordable and available units for every 100
extremely low-income renter households in the San Jose metro area.4
6 | Ending Homelessness
Ending Homelessness in Santa Clara County
Photo of Villas on the Park. Courtesy of Dahlin Group Architecture Planning and Mark Davidson Photography
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 7
Solving this crisis is one of the great moral challenges facing us. It will require tremen-
dous effort, new partnerships, and even bolder strategies—and it will require the entire
community to be a part of the solution.
We must take immediate actions that can improve the quality of life for the huge number
of unsheltered residents in our community. We must increase shelter capacity and increase
interim housing options, and we must expand services to meet their basic health and
safety needs.
We need to significantly scale our housing development and programs to meet the
growing need in our community. This includes building many thousands more supportive
housing units, expanding our homelessness prevention strategies, and enhancing the
way our supportive housing system serves those in need.
Most importantly, we will never end homelessness in our community if we do not attack
the systemic root causes that continually push more of our neighbors into homelessness.
As a result, we must address inequitable land use and housing policy to allow every
jurisdiction to achieve their Regional Housing Needs Allocation goals for very low and
extremely low-income housing production. We must ensure every resident who is able to
work can access living wage employment and we must reverse decades-long structural
inequities that have driven people of color and other vulnerable residents onto the streets.
None of this will be easy or cheap. In fact, just meeting the affordable housing needs
of our community would require several billion dollars. But we cannot accept a future
in which thousands of our neighbors are forced to live outside. Every member of our
community deserves a safe and stable home—and it is our collective responsibility to
make this vision a reality.
Ending Homelessness
in Santa Clara County
As we implement the strategies in this plan, we will raise
the voices of people with lived experience and share power
with our unhoused and recently-housed neighbors. We will
focus on policies and programs that reduce racial inequity,
in an effort to reverse the disproportionately high rates of
people of color who are unhoused.
Ending Homelessness in Santa Clara County
8 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Our Plan
The 2020–2025 Community Plan to End Homelessness will serve as our
roadmap for ending homelessness in Santa Clara County and is organized
around three main strategies:
Our Plan
The strategies included in this plan are grounded in evidence-based practices, lessons learned
over the past five years, and robust conversation and input from more than 8,000 members of
our community; including people with lived experience of homelessness, subject matter experts,
key stakeholders, and community members.
In addition, this plan sets aggressive targets designed to reverse the current growth in home-
lessness we are experiencing and bring us one step closer to our collective goal of eliminating
homelessness in our community.
Address the root causes of homelessness through system and policy change
Expand homelessness prevention and housing programs to meet the need
Improve quality of life for unsheltered individuals and create healthy neighborhoods for all
STRATEGY 1 STRATEGY 2 STRATEGY 3
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 9
Our Plan
Our Targets
*The reduction in annual inflow target was based on annual inflow prior to the COVID-19 pandemic.
This target will be reevaluated once the longer term impacts of COVID-19 are known.
By 2025, we will:
Achieve a 30% reduction in annual
inflow of people becoming homeless*
Expand the Homelessness Prevention System
and other early interventions to serve 2,500 people per year
House 20,000 people through
the supportive housing system
Double temporary housing and shelter capacity to
reduce the number of people sleeping outside
Address the racial inequities present among
unhoused people and families and track progress toward
reducing disparities
ttt
~=t =t
•••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• •••••••••••••••••••••••• ······~············ •••••• • ••••••••••• •••••• I •••••••••••• •••••• • ••••••••••• •••••• • •••••••••••
10 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Reaching these ambitious goals will require a
collaborative community response based on proven,
evidence-based strategies to end homelessness as well
as innovative approaches that maximize the resources
available.
The strategies are organized under three areas of focus
that make up the basic framework for the plan.
The Strategies
The Strategies
To end homelessness in our community, we must address its root causes. This plan sets a five-year
goal of reducing new unhoused individuals and families in a given year by 30%. The strategies below
are targeted to address the entrenched economic and societal causes of homelessness through
transformational systemic and policy change. The system we live in has created social, economic,
and racial disparities and it will take monumental shifts in policies and priorities to make effective
change. While eliminating these disparities across our community will take more than the five years
covered by this plan, we can make substantial progress towards this important goal by implementing
the strategies below.
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 11
The Strategies
STRATEGY 1
Address the Root Causes of Homelessness
Through System and Policy Change
Ensure that people accessing safety net services have
the support they need to obtain and maintain housing.
Ensure that people involved in the criminal justice system do not become homeless.
1
2
Adopt housing screening and
referral processes for individuals
and families accessing safety
net services.
Support households with
incarcerated family members to
prevent homelessness.
Expand housing resources available to
Medi-Cal recipients accessing services in
the Specialty Mental Health System.
Expand housing
programs for families
involved in the child
welfare system.
Expand existing and develop new housing and workforce development
programs to successfully reintegrate people leaving probation, parole,
jails, and prisons into the community.
Advocate for the state and the federal
government to increase funding and
access to safety net services.
Expand and diversify housing
programs for foster youth to meet
their long-term housing needs, so no
foster youth become homeless.
A
A
D
B
B
E
C
12 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Create the conditions to develop enough affordable
housing to meet the need in our community.
Protect residents from evictions, displacement, and housing discrimination.
Ensure all residents who are able to work have access to living wage employment.
Expand public and private sector support for ending and preventing homelessness.
3
4
5
6
Work with cities to change local
land use and housing policy to allow
for development of more affordable
housing and help reverse housing
disparities that have negatively
impacted people of color.
Adopt and
implement
new fair
housing plans
for the region.
Support efforts
to increase the
minimum wage
to a living wage in
Santa Clara County.
Increase community
engagement and
support for affordable
and supportive housing
development throughout
the county.
Advocate for
flexible funding
that can speed
up and create
more affordable
housing.
Identify
underutilized land
across the county to
be used for dense
affordable housing
development.
Strengthen local rent
control and tenant
protections.
Partner with corporations
to create living wage job
opportunities for people
who are unhoused or at
risk of homelessness.
Provide leadership
opportunities for people
with lived experience of
homelessness to shape how
we address homelessness in
our community.
Prioritize development
of housing for extremely
low-income individuals
and families making 30%
of Area Median Income or
less and set joint targets.
Provide legal assistance to ensure that
individuals and families most severely
impacted by the lack of affordable
housing, namely people of color, have
equal access to housing.
Provide training, internships,
and mentorships to help
people who are unhoused or at
risk of homelessness to obtain
access to living wage jobs.
Create a county-wide education campaign that increases
awareness of the causes and impacts of homelessness and
ongoing efforts to end homelessness.
Create a fund to
preserve both
naturally affordable
and income-restricted
affordable housing.
Invest in social
enterprises that train
and employ people who
are unhoused or at risk
of homelessness.
A
A
A
A
DB
B
B
B
C
C
C
C
D
D
STRATEGY 1 Address the Root Causes of Homelessness Through System and Policy Change
(Continued)
The Strategies
~=======----==------1 iL __ _
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 13
While Strategy 1 aims to close the gaps in our social safety net and address the other systemic
causes of homelessness, we know that there will be some people over the next five years who will
still become unhoused due to a severe shortage of affordable and accessible housing. To end
homelessness, we will need to continue to build capacity to provide a broad array of housing and
services over the next five years.
The Strategies
STRATEGY 2
Expand Homelessness Prevention and
Housing Programs to Meet the Need
Increase the capacity of supportive housing
programs for people experiencing homelessness. 1
Expand the supportive housing system to provide housing
and services to help 20,000 unhoused people secure stable,
permanent housing. Expansion would target the following:
• 7,000 people housed in Permanent Supportive Housing
programs that provide long-term support.
• 10,000 people housed through Rapid Rehousing
programs that provide short- and medium-term support.
• 3,000 people housed through Housing Problem Solving
and other short-term or one-time assistance.
Develop programs tailored to the
needs of specific populations of people
experiencing homelessness, including:
• Youth and young adults
• Older adults (55+) and seniors
• Families with children
• Adults (ages 25 to 54) without children
A B
Provide a broad range of supports to prevent homelessness.2
Expand the Homelessness Prevention System to prevent
homelessness for an additional 7,000 households who are at risk
by providing targeted financial assistance and supportive services.
Provide targeted financial resources to prevent
homelessness and eviction for severely rent-
burdened residents living in existing affordable units.
A B
Create a state-of-the-art supportive housing system.3
Center the voices of people
who have lived experience
of homelessness, especially
people of color, in the
policy and program design
decisions of the supportive
housing system.
Increase access
to supportive
housing programs
for people of color
by addressing
racial bias in our
system.
Invest in professional
development and
competitive pay to
attract and retain
a highly qualified
workforce of homeless
service provider staff.
Incentivize hiring of
people who have
lived experience of
homelessness to reflect
the client population—
especially people of color
and LGBTQI+ persons.
A DBC
___ Ii __ _
14 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
The first two strategies of the plan seek to end and prevent homelessness for as many people as possible
over the next five years. However, the reality is that many people will remain unhoused due to an extreme
housing crisis and increasing income inequality. To address this immediate crisis in our community and
ensure healthy neighborhoods for all, we must begin by doubling our temporary housing and shelter
capacity to serve 2,000 additional households each night and increase investment in health, safety and other
basic services to better meet the needs of people living in unsheltered conditions and build connections to
housing programs and safety net services offered throughout the county.
STRATEGY 3
Improve Quality of Life for Unsheltered Individuals
and Create Healthy Neighborhoods for All
Double the number of year-round temporary housing beds and offer a
variety of welcoming temporary housing options throughout the county.1
Build new partnerships to host emergency
shelter, safe places to park and access services,
and sanctioned encampments that are not swept
and include hygiene and supportive services.
Ensure that all families with children under 18
years old who are unhoused have access to
emergency shelter or temporary housing.
Provide opportunities
for people who have
lived experience of
homelessness to provide
peer-to-peer support.
Reduce barriers to shelter such as allowing
for pets, storage of personal items,
greater privacy, longer stays, and provide
higher levels of safety for residents.
Provide more public services in
neighborhoods hosting emergency
shelter or temporary housing programs.
Expand hours at
new and existing
shelters to remain
open during the day.
Increase the number of
street outreach staff and
case managers working
in encampments.
A
D
D
B
E
C
C
Increase street outreach, hygiene services, and transportation options to match the needs of unsheltered residents. 2
Increase access to basic
hygiene resources,
including bathrooms,
showers, and laundry
Increase the number of free
public transit passes and
other transportation options
for people who are unhoused
to access services.
A B
Increase mental health and
substance use services.3
Increase the number of mobile
crisis teams with clinical staff,
and expand their hours, to
support individuals experiencing
severe mental health and
substance use crises.
Develop a plan to
eliminate service access
and treatment gaps
for unsheltered people
struggling with chronic
and severe mental illness.
Increase the number
of beds available for
substance use treatment
and provide the follow-up
supportive services needed
to prevent relapses.
Increase access to
mental health treat-
ment for people
who are unhoused
and struggling with
mental illness.
A DBC
The Strategies
.______I ._____i _
• Share data across safety net, criminal justice, and housing
systems to better predict and target households who are
experiencing homelessness or at risk of homelessness.
• Better utilize data collected in the homeless system of care
and across County departments to know what is working
well, what programs need improvement, and to identify
inequities in the system.
• Provide demographic data, including race and ethnicity,
in all reports on homelessness to highlight and address
inequities.
• Create accessible dashboards that show our progress and
hold our systems accountable.
• Provide trauma-informed care and racial equity/anti-racism
training to all staff working with people experiencing
homelessness.
• Increase access to services, including providing system
navigation resources and training to all staff working with
people experiencing homelessness.
• Align racial equity work in the homelessness sector with
other racial equity initiatives in Santa Clara County.
• Expand partnerships with corporations, philanthropic
institutions, and individual donors to secure private funding
to reduce and prevent homelessness.
• Align and coordinate with other community efforts to
address homelessness, such as the Homelessness Task
Force.
Process Improvements Across Strategies 1, 2, and 3
Throughout our work, we must continue to expand coordination between systems, increase the use of data
to improve programs, and increase training opportunities for all partners, including:
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 15
The Strategies
STRATEGY 3 Improve Quality of Life for Unsheltered Individuals and Create Healthy
Neighborhoods for All (Continued)
Engage a cross-section of community partners to address the needs of unsheltered residents.
Ensure that community spaces are safe and welcoming for housed and unhoused residents.
4
5
Increase outreach to
city and County staff
and business and
neighborhood associations
about available resources
to assist people who are
unhoused.
Partner with new private sector, community-based,
and faith-based organizations to create safe and
welcoming community spaces in every community for
unhoused people to access services during the day.
Engage the private
sector to contribute
funding to support
health and safety
services and shelter
for people who are
unhoused.
Work with community organizations, cities, County agencies,
and neighborhood associations to ensure that public spaces
such as parks, libraries, and community centers remain clean,
well-maintained, and welcoming to all.
Increase coordination
between agencies
engaging people living
in encampments to
ensure consistent and
humane approaches to
encampment resolution.
Create a referral system
where unhoused
residents can access
information and services,
such as available
temporary housing and
homeless services.
A
A
B
B
C D
16 | Santa Clara County Community Plan to End Homelessnes: 2020–2025
Thank You!
The Community Plan Steering Committee would like to thank the following agencies and staff
who participated in the Community Plan Work Group to gather community input and update
the community plan:
The Steering Committee and Work Group would like to thank the many people who are currently
or formerly unhoused who shared their input and experiences to inform the community plan,
including the following:
The Steering Committee and Work Group would like to thank the following community stake-
holders, agencies, and organizations for participating in the process:
• County of Santa Clara: Jackie MacLean, Hilary
Barroga, Kathryn Kaminski, Hilary Armstrong
• City of San José: Sarah Zárate, Ragan Henninger
• Destination: Home: Ray Bramson, David Low
• City of Morgan Hill: Rebecca Garcia
• City of Mountain View: Wayne Chen
• LifeMoves: Bruce Ives
• Sacred Heart Community Service: Erin Stanton
• Community Solutions: Erin O’Brien
• Lived Experience Advisory Board
• Sacred Heart’s Survivors of the Streets
• HomeFirst Sunnyvale Shelter’s Client Collaborative
• Clients/residents from Hope’s Corner, Bill Wilson
Center, New Haven Inn, and Second Street Studios
• Abode Services
• Alta Vista High School
• Amigos de Guadalupe
• Anthem Blue Cross
• Bill Wilson Center
• Bitfocus
• Catholic Charities of Santa Clara County
• Charities Housing
• Cisco
• Cities Association of Santa Clara County
• City Team
• City of Cupertino
• City of Morgan Hill
• City of Mountain View
• City of Palo Alto
• City of San José
• City of Milpitas
• City of Santa Clara
• Community Services Agency
• Community Solutions
• County of Santa Clara:
o Behavioral Health Services
o Office of the District Attorney
o Probation Department
o Public Defender Office
o Public Health Department
o Reentry Services
o Santa Clara Valley Medical Center
o Social Services Agency
o Office of Supportive Housing
o Office of Equity and Social Justice
o Offices of Supervisors Cindy Chavez, Dave
Cortese, Susan Ellenberg, Joe Simitian, and
Mike Wasserman
o Valley Homeless Healthcare Program
• David and Lucile Packard Foundation
• Destination: Home
• Dependency Advocacy Center
Thank You!
Santa Clara County Community Plan to End Homelessnes: 2020–2025 | 17
• Downtown Business Association
• Downtown Streets Team
• EAH Housing
• East Side Union High School District
• Family Supportive Housing
• First Community Housing
• Gilroy Compassion Center
• HomeFirst
• Housing Trust Silicon Valley
• Humane Society of Silicon Valley
• Hunger at Home
• Kaiser Permanente
• Kids in Common
• Law Foundation of Silicon Valley
• LifeMoves
• LinkedIn
• Los Altos Community Foundation
• Mental Health Systems
• Next Door Solutions
• On Lok
• PATH
• Razing the Bar
• Resources for Community Development
• Santa Clara County City Managers Association
• Santa Clara County Housing Authority
• Santa Clara County Office of Education
• Santa Clara County Domestic Violence Advocacy
Consortium
• Santa Clara Family Health Plan
• Sacred Heart Community Service
• Salvation Army
• Silicon Valley Community Foundation
• Silicon Valley Council of Nonprofits
• Silicon Valley at Home
• Silicon Valley Independent Living Center
• Silicon Valley Organization
• South Bay Coalition to End Human Trafficking
• Spectrum Equity
• St. Joseph Family Center
• Sunnyvale Community Services
• The Health Trust
• United Way Bay Area
• U.S. Department of Veterans Affairs
• West Valley Community Services
• YWCA of Silicon Valley
Thank You!
Expedited Delivery Demo to Completion (6 months)
The image part with relationship ID rId6 was not found in the file.
Attachment C
LifeMoves Leghorn homeless
Mountain View, CA
t:::] Fri, Nov 20th, 2020 11 :02 AM j 54° F LI:] Change View
LifeMoves Leghorn homeless
Mountain View, CA
t:::] Sun, Apr 18th, 2021 11 :05 AM
·. ·'jt-. . ... ,
j 61° F
2 LIFEMOVES | BREAKING THE CYCLE OF HOMELESSNESS2
Proof Point: Homekey 1.0 | LifeMoves Mountain View
•1 Acre
•100 doors | 124 beds
•30% supportive services space
•Cost: $170K/door (including land)
•Time: 6 months from HCD commit
•Impact: serve ~350 clients in first year and scaling to 1,750 over 5 years
•Non-congregant
80 Single Units
8 Units for Couples
Dog Kennels
/
Dining Area
Children's
Playground
-
Community Cl assroom
Case Ma nagement off· ices
Onsite Nurse
12 Family Units with
bathrooms and h s owers
3 LIFEMOVES | BREAKING THE CYCLE OF HOMELESSNESS
Homekey 2.0:
Cost Efficient •Rapid Timeline
Flexible Deployment •Immediate Impact
SITE FLEXIBILITY
(CONFIGURATION)
.,,-· /
./
_ _,..../~, 1·/ ,
i i
I
i
/ ,,,.,,,,..
_,./
__ .,,../,,.
,,,.---
.v _,,,..,,I ,,,,.,,. !
,,,,,.,,.. !
J_ ______________ ..
I •_; ;
\
\ \
\
\
l•-i -\ ·---r
linear site
Homekey 2.0: Potential Site Layout (180-240 doors)
LIFEMOVES | BREAKING THE CYCLE OF HOMELESSNESS
\
• ' . '•<
'12) SLEEPING \ MODULES
EiC\<\ ll(R
(WEST)
,OOD
SERVICE
•, I
O
I
'-; ----------------------
-
-
-
-
-
-
-
-
-
---------------.
'
... """"""""'
. --
', ,, ·,
' ~\,. ·,.. I I I ,, ·,
'
'
450'-o"
101\.tTS/S\-\OW(RS
) SLEEPING l'\wnuu:s
u.cH l\ER
(E~Sl)
.. .JJ~ : mtll!!'!rJmm-P~---
-
-
-
-
-
-
-
-
0
_______________ _
SUPPOF.i
surroRl
u tl(R or BEDS
R ODUL£ 72 3 RODI.IS Pt S1 (\2x3x2)~ 10s (2.) T\ERS EA ( 12x3x3)--i\ERS 'I/EST 180
(3) .
R ooul.:E . 96 4 RODI.IS PE q 2)(4X2):: EJ.ST \ · )-144
(2.) TIERS T (\2x4x3 -O il•RS VIES 24
(3) t.
t ----~m I IP ~U....J
•
I
--~---·-··-··-··---
·
-
-
·
'
··-··-··-··-----------
-
-
-
-
-
-
-
-
-
-
-
r
' '
co1.1uuN1i\' BUILDING
Jss·-o·
' '
32 p,JlKI G SPAC[S
0 /
. c:,
I 'io
Homekey: Budget Scenarios (excl. Land)
(All costs are assumptions based on sliding-scale funding under Homekey 1.0)
100-180 doors –Interim
100% -150% impact in 1st year
Capital Costs
•$10M -$22M
•$100k/door -$120k/door
Capital Funding
•$10M project up to 100% by Homekey
•$22M project up to 90% by Homekey
•$20M Homekey
•$2M gap funding
Operational
•$2.5M -$4M per year
•State/Public/Other
Interim/Permanent
Capital Costs/Funding
•Mixed-use Project
•Opens up new funding opportunities
•Requires further exploration
Operational
•TBC
•State/Public/Other
Revenue
•TBC
•Opens new revenue streams
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ......................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............................. . . .................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
··············································································•·••··········································································································································································································•·•········· ·•••••••••••••••••••••• ................................................................................ : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : ... : . : . : . : . : . : . : . : . : . : ............. : ..... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::-:::::'.::::::
........................................ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : ~ : ; : : : : : : : : : : : : : : : : : : : : ~.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:. : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : : : . : . : . : . : . : . : ~:::. ~.:.:.:.:.:.:.:.
( . . .
. '
·,·
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . :·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:-:·: :·:·:·:·:·:·:·:·:·:·:·:·:·:·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.· .. ·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.:·:-:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::·:·:::::::::::::::::::::::::::::::::::::::::::::::::·:·:::::·:::::::::::::::::::::::::::::::·:::::::::::::::::::::::::::::::::::::::::::·:::::::::::::::::::::::.:·:·::::::::::::::::::::::::::::::::::::::::::::::
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::·:·:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::·::::::::::::::::::::::::.:::::::::::::::::::::
. : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : . : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : ; : : : : : : : :: : : : : : : : : : : : : : : : : : : : : : : : : : : . : : : : : : : : : : : : : : : : : : : : : : : : : : : : : . : : : . : . : . : . : . : : . : : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : . : .
. .......................... .
·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.· ...................................................................... ·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.· .. ·.·.·.·.·.·.·.·.·.·.· :·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:::::::::::::::::::·:·:·:·:·:·:::::::'.::::::::::::::::::::::::::::::::::: ·:···:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·················:······ ·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::··:·:·.<:.:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:·:•:·:·:·:·:::::::::::::::::::::::::::.:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::.:::::::::::::::::::::: ·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.·.· ............................................................. ,....................... . ................................... .
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::_::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::·::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
6 LIFEMOVES | BREAKING THE CYCLE OF HOMELESSNESS
Beautiful, Modern,
Flexible Design