HomeMy WebLinkAboutStaff Report 2302-100014.March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
1
7
4
7
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: City Manager
Meeting Date: March 20, 2023
Report #:2302-1000
TITLE
March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
RECOMMENDATION
Staff recommends that the Council receive this report and review its contents regarding
housing and services for unhoused residents in Palo Alto.
BACKGROUND
The City Council has identified housing for social and economic balance as a key priority in
2021, 2022, and 2023. To that end, in 2022, the City hired a staff person dedicated to providing
support on housing projects and programs, including renter protection and unhoused services,
coordinating multidepartmental efforts related to services for unhoused residents, engaging
with community groups and building collaborative relationships with key stakeholders. While
on April 5, 2021,1 City Council held a study session on services for unhoused residents, the
update report in Attachment A is the first to Council intending to provide a combined overview
of both housing and services for unhoused residents.
FISCAL/RESOURCE IMPACT
This report is informational only, no additional funding is requested with this update.
STAKEHOLDER ENGAGEMENT
Staff continues to work with community partners focused on housing and/or provision of
services to unhoused residents. Additionally, residents communicate to City Council and staff
with concerns and ideas relating to housing and services for unhoused residents.
1 City Council Staff Report, April 5, 2021, https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-
reports/reports/city-manager-reports-cmrs/year-archive/2021/id-12133.pdf
1
7
4
7
ENVIRONMENTAL REVIEW
This informational report will not cause physical changes to the environment and does not
constitute a “project” under the California Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A: Housing and Services for Unhoused Residents - 2023 Update
APPROVED BY:
Ed Shikada, City Manager
Housing and Services for Unhoused Residents 2023 UPDATE
Cover images, clockwise from upper left: Palo Alto Homekey rendering, Tree House apartments, staff at
emergency Community Resources Center (Rinconada Library) during January 2023 storm event, and rooftop
courtyard at Wilton Court.
Table of Contents
Introduction ................................................................................................................................................................1
Background Data ........................................................................................................................................................2
Guide ..........................................................................................................................................................................3
Relationship Building ............................................................................................................................................... 10
Outcomes ................................................................................................................................................................ 11
Investment ............................................................................................................................................................... 12
Highlights for 2023 .................................................................................................................................................. 14
Appendix .................................................................................................................................................................. 15
1
Introduction
This update provides an overview of the work performed by City staff relating to housing and services for
unhoused people. It reflects and draws from the multiple sources that guide City policy, including City Council,
Santa Clara County, and the State of California.
Typically, staff communicates to City Council activities relating to housing and services for unhoused people in a
variety of reports, at multiple times. To present the big picture and provide this information in one place, this
update contains:
► Background Data on the existing state of housing and unhoused residents in Palo Alto,
► a Guide to departmental goals, roles, activities, and priorities,
► Relationship Building describing the ongoing and new efforts to strengthen community ties,
► Outcomes from City work addressing housing and providing services for unhoused people,
► Investment relating to housing and services for unhoused people, and
► Highlights describing some new efforts in 2023.
2
Background Data
Palo Alto is known globally as the birthplace of technology and has a robust job market. Many are attracted to
living in this vibrant community and the City is committed to improving access to high quality housing for
residents across all income segments. The following section provides a quick look at some data on housing stock
and affordability and on the needs of unhoused residents in Palo Alto.
Housing 1
In Palo Alto, there are 26,150 occupied housing units. According to the Association of Bay Area Governments
(ABAG) Regional Housing Needs Allocation (RHNA) requirement, Palo Alto should plan for 6,086 new housing
units plus a 10 percent buffer for a total of 6,695 units.
Of occupied units in Palo Alto, 56 percent are owners and 44 percent are renters. While many household
incomes in Palo Alto are above moderate or moderate, 26 percent are low to extremely low. Approximately 17
percent of households spend 30-50 percent of their income on housing and 14 percent pay more than 50
percent of their income housing. This is not surprising considering that both home and rental prices have
increased significantly—a 40 percent jump for home prices between 2020-2021 and a 55 percent increase in
rents over the past decade.
As noted in the Palo Alto Housing Element 2023-2031,
The median priced home ownership units in the County require minimum household incomes upwards
of $296,580 for single-family units. The median income for renter-households in Palo Alto is $113,400
which equates to an affordable monthly housing cost of $2,835. The median income for owner-
households is $205,531 which equates to an affordable monthly housing cost of $5,138. In comparison,
the County’s median income for renter households in Santa Clara is $91,265 which equates to affordable
monthly housing cost of $2,281. The median income for owner-households is $155,139 which equates
to affordable monthly housing cost of $3,878. The upper end of the households in the above moderate-
income range can afford typical rental units, but low- and very low- income- households have much
more difficulty in finding rental properties in Palo Alto.
Unhoused Residents 2
Last year, 276 unhoused Palo Altans interacted with service providers, taking an assessment 3 that helps
providers understand individuals support needs. This included 44 households with children and 37 individuals
over the age of 65. Over half of those taking the assessment reported a mental health condition and 32 percent
a substance abuse disorder. Nearly three-fifths have not had permanent stable housing in more than two years.
Many unhoused Palo Altans sleep outdoors (33 percent) or in a vehicle (29 percent) with only a small number in
shelters (14 percent) or transitional housing (3 percent). In terms of the level of assistance people need, 36
percent simply need rapid rehousing, which is short-term rental assistance and services. However, over half (54
percent) require long-term assistance and case management or support services, known as permanent
supportive housing. Additional information on unhoused residents in Palo Alto is available in the appendix.
1 Palo Alto Housing Element 2023-2031, https://paloaltohousingelement.com/wp-content/uploads/2022/12/Palo-Alto-
Housing-Element-2023-2031.pdf
2 Santa Clara County Office of Supportive Housing, “Analysis of Homeless Households Affiliated with the City of Palo Alto,
CY2022.”
3 The vulnerability index and service prioritization decision assistance tool (VI-SPDAT) assessment.
3
Guide
In 2022, the City hired an Assistant to the City Manager to provide support on housing projects and programs;
coordinate multidepartmental efforts related to unhoused services; work with engaged community groups; and
build collaborative relationships with key stakeholders. Many departments contribute to this work, in obvious,
direct ways such as managing contracted services and grants. Other contributions are more indirect—including
the City Attorney’s Office review and advice on policy, the Office of Communications work to ensure
transparency and accessible, easy-to-understand information and outreach, and Administrative Services
assistance and guidance in procurement and contracting.
As an initial step in coordination, staff met and mapped out their work relating to housing and services for the
unhoused. They identified overarching goals of this work, the roles and key activities in each department, and
aspirational priorities for the year, as shown in the following pages.
4
GOALS | HOUSING AND SERVICES FOR THE UNHOUSED
Increase new and maintain existing affordable housing.
Provide appropriate services, identifying resources and ensuring access.
Decrease impacts on residents, community, and staff.
CITY MANAGER’S OFFICE
ROLE KEY ACTIVITIES
Coordinating
citywide activities
relating to housing
and services for
the unhoused.
• Homekey Palo Alto. Managing project to develop interim housing shelter with on-
site support services.
• Responses to Queries. Ensuring timely and complete response to questions or
concerns relating to housing or services for the unhoused.
• TRUST. Supporting a robust North County focus for TRUST, a new program
providing an alternative response for people experiencing mental health crises.
2023 PRIORITIES
• Provide training for staff who interact with the unhoused, including training on de-escalation. This
effort will involve identifying appropriate resources and partnering with departments whose staff are
outward facing, including Community Services, Library, Fire, Police, and Public Works. It will provide staff
with the knowledge and tools to encourage positive interactions and good outcomes.
• Collect data to better understand costs/benefits. The City Manager’s Office will work with the Office of
Management and Budget to identify and aggregate dollars spent on activities relating to housing and
services to the unhoused. This will help staff to identify gaps and suggest efficiencies.
• Identify resources missing and prioritize them. Building on knowledge gained from data collection, the
City Manager’s Office can develop a list of needed resources and seek Council direction on prioritization.
• Create clarity around departmental and individual roles and responsibilities. Many different
departments and people contribute to the City’s efforts relating to housing and services for the
unhoused. Clarifying the varying roles and responsibilities and how they interconnect will help people to
more effectively collaborate and problem-solve.
5
COMMUNITY SERVICES
ROLE KEY ACTIVITIES
Managing both
services for the
unhoused and
those relating to
maintaining
housing (e.g.,
tenant/landlord
mediation).
•Contracted Services and Grants. Managing the Human Services Resource
Allocation Process (HSRAP) and the Emerging Needs Fund to provide grant
monies to direct service providers and nonprofits. The activities supported
by these contracts and monies include: food (breakfast/lunch, grocery gift
cards, food pantry), housing search assistance, school supplies for
unhoused children, litter removal, tele-medicine equipment, technology
and improved digital literacy skills, backpack medicine, and workforce
development services and stipends.
•Partnerships. Maintaining relationships with a wide variety of community
partners to assist with providing a safety net of services.
•Tenant Landlord Mediation Services. Providing information and resources
for landlords and tenants with questions, concerns, or the need for dispute
resolution.
•Landlord Registry. Maintaining a registry of rental properties, in part, to
ensure the City has contact information for a person with legal authority to
resolve disputes.
2023 PRIORITIES
•Onboarding, managing, and evaluating contracted outreach worker. The Office of Human
Services will be contracting for services with an outreach worker. In this pilot effort, the outreach
worker will provide a range of services to meet and engage unhoused Palo Alto individuals where
they are, including outreach services, welfare checks, case management, service coordination,
shelter access and housing navigation services.
FIRE
ROLE KEY ACTIVITIES
Providing
emergency
medical care and
transportation to
unhoused
individuals.
•Paramedic Calls and Transport. Responding to paramedic calls and
transporting individuals to the hospital.
2023 PRIORITIES
•Communicate alternatives to paramedic transport for unhoused individuals seeking shelter or
resources. The Fire Department will collaborate with key service providers and the City’s
Communication Team to identify ways to ensure people are quickly connected to the resource
that best fits their needs.
6
LIBRARY
ROLE KEY ACTIVITIES
Serving as an
indoor open public
space (and
daytime refuge
from inclement
weather) for the
unhoused and
providing access to
information (e.g.,
via computers,
books, etc).
• Public Space Accommodation. Serving as an indoor public space.
• Information. Providing an abundance of information on housing and
services for the unhoused.
2023 PRIORITIES
• Leverage Library space. The Library will look at its space usage and talk with community partners
to see how Library space can be more actively supportive.
• Increase Library involvement in providing tools/resources for the unhoused. The Library will
collaborate with other City departments and key service providers to review how tools/resources
are currently provided and identify any potential opportunities for improvement.
7
PLANNING AND DEVELOPMENT SERVICES
ROLE KEY ACTIVITIES
Establish policies
to encourage
housing retention
and production;
secure and
disburse monies
relating to
housing.
• Housing Element. Developing a strategy for the City to provide adequate
sites and increase production of safe, decent, and affordable housing in the
community.
• Housing Workplan Implementation. Implementing Housing Element
Programs and various annually adopted State laws.
• Accessory Dwelling Units (ADUs). Increasing the variety of affordable
housing available in Palo Alto by providing clear guidelines and process for
ADUs.
• Downtown Parking and Affordable Housing on City Surface Lots.
Exploring, together with the Administrative Services Department, the
feasibility of using Downtown In-Lieu Parking Fees to develop new parking
in conjunction with affordable housing on City surface lots.
• Renter Protections. Developing a suite of renter protection policies,
including a rental survey program, just cause, and security deposit efforts.
• Affordable Housing Fund. Administering local funds for the development
of affordable housing for very-low, low, and moderate income households.
• Community Development Block Grant (CDBG) Program. Administering
federal funds to nonprofits for affordable housing or for services such as
case management to secure affordable housing and employment, fair
housing, and senior daycare.
• Below Market Rate (BMR) Housing Purchase Program. Administering a
program where when a development of three or more residential units is
built, the developer must contribute at least 15% of those units at below
market rate for ownership units. People who live or work in Palo Alto, and
are interested in buying a BMR unit, are given preference.
• Safe Parking. Administering the process to operate safe parking
programs—places where people living in their vehicles can safely and
legally park and connect with services and support.
2023 PRIORITIES
• Increase awareness of existing programs and resources, while reducing barriers to access. The
Department will work to educate all stakeholders (prospective and current homeowners, tenants,
and landlords) about available programs and resources.
• Improve communication about existing policies, programs, resources, and successes. This effort
will include seeking diverse, accessible ways to effectively communicate information.
• Adopt Housing Element. The Department will complete this effort towards a certified Housing
Element.
• Identify and secure additional funding for housing efforts. This will help support the
Department’s key activities.
8
POLICE
ROLE KEY ACTIVITIES
Responding to
calls, conducting
welfare checks,
minimizing
property damage,
and promoting
safety.
• Psychiatric Emergency Response Team (PERT). Pairing a licensed mental
health clinician with a law enforcement officer to provide expert mental
health assistance on some calls-for-service.
• Special Problems Team. Focusing on property crimes, establishing
relationships, and connecting the unhoused to services.
• Parking Enforcement. Responding to parking violations and providing
information to people living in their vehicles about available services (e.g.,
safe parking).
2023 PRIORITIES
• Re-establishing and maintaining PERT. The Police Department will continue to work with the City
Manager’s Office and the County to secure adequate staffing and provide ongoing support.
• Identify ways to address and prevent reoccurring complaints regarding parked vehicles. The
Police Department will work with other departments to better understand and coordinate the
City’s approach to prevention and response.
PUBLIC WORKS
ROLE KEY ACTIVITIES
Cleaning areas to
keep public spaces
clean and safe.
• Cleanup. Public Works responds to calls for cleanup of litter, human waste,
stains, and other items. These cleanups are sometimes associated with
places where the unhoused are sleeping, parked in their vehicles, or
camping out.
2023 PRIORITIES
• Achieve decrease in instances in vandalism and property damage. Public Works will begin
documenting when/where and what type of damage occurs. Then, together with the City
Manager’s Office and the Police Department, will explore best practices for preventing or
decreasing the different types of vandalism and property damage.
9
OFFICE OF TRANSPORTATION
ROLE KEY ACTIVITIES
Developing and
implementing
parking policies,
including those
affecting people
residing in their
vehicles.
• Parking Regulation. Developing and regulating parking policy to serve
residents, employees, and visitors.
2023 PRIORITIES
• Identify ways to address and prevent reoccurring complaints regarding parked vehicles. The
Office of Transportation is one of several departments, including the Police Department, who will
work together to better understand and coordinate the City’s approach to prevention and
response.
10
Relationship Building
To engage the community and strengthen ties with stakeholders, staff focus on relationship building. One
example of this is the work related to the 2023-2031 Housing Element, which included meetings of the Council
Housing Element Ad Hoc Committee, the Housing Element Working Group, community workshops, Commission
and Council meetings, a housing questionnaire, and stakeholder meetings. Some other examples include staff
participation in:
► RV Dwellers Meeting. A monthly meeting bringing together service providers, City staff, a representative
of Stanford University, members of the faith-based community, and people from the philanthropic
community to discuss and share information relating to Palo Altans living in recreational vehicles (RVs).
► Housing/Community Development Block Grant (CDBG) Coordinators Meeting. Santa Clara County Office
of Supportive Housing holds a monthly meeting with representatives from each city in the county to learn
about new opportunities relating to housing or services for the unhoused, discuss and share data and ideas,
and inform County activities relating to housing or services for the unhoused.
► TRUST CAB. The recently launched Trusted Response Urgent Support Team (TRUST)4 Community Advisory
Board includes TRUST staff, Santa Clara County staff, community members with lived experience, service
providers, and representatives from cities. The monthly meeting is a working meeting to share data, discuss
lessons learned, and improve service delivery.
Staff also convene a variety of meetings to initiate relationships or strengthen ties across departments and
service areas. These meetings include:
► Service Providers Meeting. This bimonthly meeting, convened by Palo Alto’s Office of Human Services,
consists of service providers who work with unhoused Palo Altans, representatives from the faith-based
community, and representatives from Santa Clara County Office of Supportive Housing. Attendees share
information, problem-solve, and coordinate activities.
► Site Visits. In recent months, staff has toured the new affordable housing at Wilton Court and visited the
Buena Vista Mobile Home Park, Safe Parking5 on Geng Road, and the Opportunity Center.
► Strategic Meetings. For new initiatives, such as TRUST, staff held targeted meetings. For example, meetings
to introduce TRUST workers to Human Services, Library, and Police staff. In other instances, staff new to
Palo Alto are introduced to key partners, such as the organizations operating Safe Parking or Hotel de Zink.6
4 TRUST is a resource (call center and field response) to help people with mental health and/or substance abuse conditions.
There is a North County TRUST based in Palo Alto. https://momentumforhealth.org/services/community-programs/trust/
5 Safe Parking is a program in Palo Alto which has both a congregational and a public land component. Congregational-
based safe parking provides a place for residents dwelling in vehicles to park overnight. Public land safe parking provides a
place to park 24 hours a day. All safe parking sites include access to restrooms, showers, and connection to services.
6 Hotel de Zink is a year-round rotating shelter program in local congregations operated by LifeMoves.
11
Outcomes
The City is involved in many activities that relate to housing and services for unhoused residents. The following
section includes a selection of outcomes of those activities.
Housing Outcomes 2022
Permitted 120 ADUs (accessory dwelling units), 50 affordable/special needs units, 48 townhomes
Palo Alto Planning and Development Department, Current Planning
Assisted 6 households with home rehabilitation
CDBG, Rebuilding Together Peninsula
Assisted 24 individuals in investigating fair housing complaints
CDBG, Project Sentinel
Assisted 262 mostly low- or moderate-income elderly residents at long term care facilities
CDBG, Catholic Charities
Provided onsite counseling services to 151 residents of the Single Room Occupancy Support program
CDBG, Alta Housing
Assisted 26 adults with disabilities in developing an independent living plan for housing, resulting in
improved affordable housing accessibility
CDBG/Silicon Valley Independent Living Center
Provided 1,026 hours after school programming and 192 hours summer camp programming for
youth, 13 in-person Family Reading Nights (literacy program), and twice monthly grocery boxes for
112 families living in affordable housing complexes
HSRAP/Alta Housing
Note: All data is from fiscal year 2022 (July 2021 - June 2022), except for permits which is for calendar year 2022.
Services for Unhoused Residents Outcomes 2022
Served 2 meals/day each weekday to an average of 60 unhoused residents weekly
HSRAP/LifeMoves, Opportunity Center
Provided case management and assistance with housing and job searches to 56 unhoused and/or
very low-income individuals
CDBG, LifeMoves, Opportunity Center
Conducted 162 medical outreach encounters to unhoused residents
HSRAP/Peninsula Healthcare Connection, Back Medicine Team
Made 485 contacts during tabling outreach at Lytton Plaza, while providing work experience program
information, resources, hygiene kits, personal protective equipment (PPE), and COVID home test kits.
HSRAP/Downtown Streets Team and Peninsula Healthcare Connection
Distributed education kits to 32 children living in RVs
HSRAP/Karat School Project
Connected with 175 attendees at the Homeless Resources Fair at the Opportunity Center, interacting
with over 20 resource agencies
City staff convened Palo Alto Homeless Service Providers Committee
Served 60 individuals at Palo Alto Safe Parking sites with 40% individuals and 43.75% households finding
positive placements in housing
City-County partnership, Move Mountain View
Note: All data is from fiscal year 2022 (July 2021 – June 2022), except for the Homeless Resource Fair held in August
2022 and the Safe Parking data which gives program data from its launch in January 2021 through December 2022.
12
Investment
In fiscal year 2022, the City supported a wide variety of activities relating to housing and services for unhoused
residents. The following table provides a selection of the City’s financial support.
Source Recipient Activity Amount
HSRAP Grants Downtown Streets
Team
Peer to peer outreach $ 10,000
Karat School Project Education package distribution (Edu-Kits) $ 5,000
LifeMoves Caring for Palo Alto's homeless and
impoverished residents
$ 84,039
Peninsula Healthcare
Connection
Backpack medicine $ 7,000
Emerging Needs
Fund
Downtown Streets
Team
Flex fund for educational, housing and
employment needs
$ 10,000
Peninsula Healthcare
Connection
Harm reduction supplies $ 6,157
General Fund Housing Element Housing Element/Implementation $ 97,000
LEAP Grant Housing Element Housing Element $ 175,000
REAP Grant Housing Element Housing Element $ 63,262
SB2 Grant Housing Element Housing Element $ 310,000
Below Market
Rate Program -
Emergency Fund
BMR Housing
Purchase Program
Estelle Champs (Shanks) Assessment Loan $ 26,734
Edith Gilbertson Litwiller Assessment Loan $ 26,734
Residential
Housing Impact
Fee Fund
Residential Subfund
Salaries and Benefits (30010 to 30990) $ 34,894
Liability Insurance (39160) $ 855
Allocation to below market rate
administration and related consultants
(72010)
$ 178,090
Commercial
Housing In-Lieu
Fund
Salaries and Benefits $ 34,894
Liability Insurance $ 855
CDBG Alta Housing SRO Resident Support: Provide in-house
case management and counseling services
to residents at Barker Hotel and Alma
Place.
$ 22,413
Catholic Charities of
Santa Clara County
Long term care ombudsman program:
Advocate for the rights of seniors and
disabled residents in long term care
facilities.
$ 10,000
LifeMoves Opportunity Services Center: Provide case
management services to Opportunity
Services Center and Hotel de Zink clients in
locating housing and/or employment and
be connected to benefits.
$ 26,660
13
Source Recipient Activity Amount
Silicon Valley
Independent Living
Center
Housing and Emergency Services: Provide
case management services to low-income
individuals with disabilities to secure
affordable and accessible housing.
$ 14,021
Project Sentinel Fair Housing Services: Provide fair housing
services including complaint investigation,
counseling, advocacy and community
education.
$ 33,698
City of Palo Alto
Planning and
Development
Department
CDBG Program Administration $ 121,816
Rebuilding Together
Peninsula
Safe at Home: Provision of critical health
and safety related home repair needs for
low-income Palo Alto homeowners
$ 73,135
Mitchell Park Place 525 E. Charleston Road: Funds for
predevelopment costs for a 50-unit
affordable housing complex.
$ 351,425
Looking forward to fiscal year 2024, there are some anticipated needs to consider:
►The City has committed $3 million for affordable housing at 525 E. Charleston Road—an affordable
housing project with 50 rental units for low-income residents and 50 percent of units deed-restricted to
residents with special needs.
Anticipated need: Unknown. However, the developer has requested additional funding.
►The City has committed $3 million for educator workforce housing at 231 Grant Avenue—approximately
110 affordable rental units for teachers, school employees and their families.
Anticipated need: $1 million.
►At 3001 El Camino Real there is a project undergoing the permitting process for approximately 129
affordable units.
Anticipated need: Unknown.
►The 50 affordable units at 801 Alma Street were built in part with three loans from the City totaling more
than $7 million.
Anticipated need: $3 million for repairs.
►The City has committed $7 million 7 towards operating expenses and provided land for the 88 unit Palo Alto
Homekey interim housing shelter.
Anticipated need: $2-3.5 million for capital funding and permitting fees.
7 $1 million per year for seven years.
14
Highlights for 2023
Staff anticipate a variety of activities relating to housing and services for unhoused residents in 2023, including:
►Applying $987,280 of permanent local housing allocation8 monies toward preservation of affordable
housing, an outreach worker pilot program, and costs related to emergency shelters,
►Using a $2,000,000 federal earmark to provide support and outreach to North County TRUST,
►Working in collaboration with We Hope, a shelter provider in East Palo Alto, to provide up to 5 shelter beds
to unhoused Palo Altans during inclement weather incidents,
►Building a program in response to funding from the National Opioid Settlement,
►Implementing the 2023-2031 Palo Alto Housi ng Element, including fair housing tenant protections (just
cause and security deposit ordinances, rental registry), and
►Constructing the 88-unit Palo Alto Homekey interim supportive housing project.
8 https://www.hcd.ca.gov/grants-and-funding/programs-active/permanent-local-housing-allocation
Thank you to the many dedicated staff who contributed to this update, especially:
Minka Van Der Zwaag, Community Services
Robert Gonzalez, Community Services
Kevin McNally, Fire
Alexander Perez, Library
Nathan Baird, Office of Transportation
Clare Campbell, Planning and Development
Amy French, Planning and Development
Jodie Gerhardt, Planning and Development
Tim Wong, Planning and Development
Sarah McRee, Planning and Development
Eric Jensen, Police
April Wagner, Police
Michelle Nelson, Public Works
Mike Wong, Public Works
15
Appendix
Analysis of Homeless Households Affiliated with the City of Palo Alto, CY2022
•276 homeless households who took a VI-SPDAT assessment during January 1, 2022 to December 31, 2022 have an affiliation with the City of Palo Alto through
answering “Palo Alto” to any of the following assessment questions:
•If employed, what city do you work in?
•If you go to school, in which city is your school?
•In which city do you spend most of your time?
•Which city did you live in prior to becoming homeless?
•City of Palo Alto affiliated households (“Palo Altans”) are 4% of the total number of households who took the VI-SPDAT during this period (6,711 households)
•154 or 56% of these households took the VI-SPDAT for the first time, a measure of homeless inflow.
•The following are demographics of Palo Altans who took the VI-SPDAT in CY2022:
8%, 22
20%, 54 21%, 58
17%, 46
21%, 59
13%, 37
0
10
20
30
40
50
60
70
18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or Above
By Age Tier
Male, 165,
60%
Female, 109,
40%
Transgender, 1, 0%
A gender
other than
singularly
female or
male (e.g.,
non-binary,
genderfluid,
agender,
culturally
specific
gender), 1,
0%
By Gender
Single Adult,
207, 75%
Household
with Children,
44, 16%
Household
without Children,
25, 9%
By Household Type
Non-
Hispanic/Non
-Latinx, 184,
67%
Hispanic/
Latinx, 91,
33%
Client
refused, 1,
0%
By Ethnicity
8 5 12 8 1
57
1 15
69
1 9 6
83
3%, 9 5%, 15
27%, 74
5%, 14 6%, 17 3%, 7
51%, 140
0
20
40
60
80
100
120
140
American
Indian, Alaska
Native, or
Indigenous
Asian or Asian
American
Black, African
American, or
African
Data not
collected
Multi-Racial Native Hawaiian
or Pacific
Islander
White
By Race and Ethnicity
Non-Hispanic/
Non-Latinx
Hispanic/Latinx
Client refused
Analysis of Homeless Households Affiliated with the City of Palo Alto, CY2022 (Cont’d)
3%, 9
11%, 31 5%, 15 9%, 24 12%, 33
58%, 161
1%, 3
0
20
40
60
80
100
120
140
160
180
Less than a
week
1 week - 3
months
3 - 6 months 6 months to
1 year
1 - 2 years 2 years or
more
Client
doesn't
know
How long has it been since you lived in permanent
stable housing?
Minimal
Intervention,
28, 10%
Rapid
Rehousing
Range, 98,
36%
Permanent
Supportive
Housing
Range, 150,
54%
VI-SPDAT Intervention Range
(Level of Need)
•The following are additional characteristics of the 276 homeless Palo Altans who took the VI-SPDAT assessment during CY2022. To summarize a few observations:
•54% score in the Permanent Supportive Housing range of intervention and 36% score in the Rapid Rehousing range of intervention.
•Nearly 60% report 2+ years since permanent stable housing
•33% report sleeping most frequently outdoors and 29% in their cars
•43% report a mental health condition and 32% report a substance use disorder
4%, 10
3%, 9
8%, 22
10%, 27
14%, 39
29%, 79
33%, 90
0 20 40 60 80 100
Data not collected
Transitional Housing
Couch Surfing
Other
Shelters
Car
Outdoors
Where do you sleep most
frequently?55%, 153
32%, 87 30%, 83 27%, 75 29%, 79
18%, 51 16%, 45
8%, 22
Mental
Health
Substance
Use
Chronic
Health
Learning/
Developmental
Domestic
Violence
Victim/
Survivor
Jail in Past
6 Months
Foster
Care
Background
Veteran
Status
Disabilities and Other Demographics
Enrollment of Unhoused Palo Altans in Emergency Shelters, CY2022
•212 homeless households who were actively enrolled in emergency shelter programs during CY2022 have an affiliation with the City of Palo Alto through
current/prior address, zip code of last permanent address, or answering “Palo Alto” to any of the following VI-SDPAT assessment questions:
•If employed, what city do you work in?
•If you go to school, in which city is your school?
•In which city do you spend most of your time?
•Which city did you live in prior to becoming homeless?
•City of Palo Alto affiliated households (“Palo Altans”) are 5% of the total number of households (4,585) actively enrolled in emergency shelter programs
during CY2022 (excluding FEMA Isolation Hotels/Motels).
•The following chart shows the percentage of Palo Altans enrolled in:
•Sunnyvale Nightly Shelter (7% of households)
•North County Shelters (16% of households)
•Non-North County Shelters (3% of households)
North County Emergency Shelter programs
include the following:
•Bill Wilson Center - Youth Shelter North County
•HomeFirst - Mountain View Nightly Shelter
•HomeFirst - Sunnyvale Nightly Shelter
•LifeMoves-Mountain View-ES-Families
•LifeMoves - Lifemoves-Mountain View-ES-
Singles and Couples
•LifeMoves-OSC-ES-Hotel de Zink-OSH
93%, 329 84%, 622
97%, 3,993
7%, 24
16%, 122
3%, 105
353
744
4,098
SUNNYVALE NIGHTLY
SHELTER
NORTH COUNTY
SHELTERS
OUTSIDE OF
NORTH COUNTY
Households Enrolled in Emergency Shelters, CY2022
Palo Altans
Other
City of Palo Alto Results – Total Assessments and Homeless Inflow
•Homeless inflow is defined here as the first time a client takes a VI-SPDAT assessment.
•In 2022, Palo Alto-affiliated households make up 4.6% of total homeless inflow, which is
lower than CY2021.
•For homeless inflow, city affiliation is established by only VI-SPDAT assessment questions:
city of work/school, city lived in prior to homelessness, and spending most of one’s time in
the city.
Homeless Inflow Trend
Year of First
Time VI-SPDAT
Total Homeless Inflow
(First Time VI-SPDAT)
Homeless Inflow with
Palo Alto Affiliation
Percent with Palo
Alto Affiliation
2018 5,383 169 3.1%
2019 4,757 138 2.9%
2020 3,429 139 4.1%
2021 3,165 174 5.5%
2022 3,349 154 4.6%
60
154
276
0 50 100 150 200 250 300
PLACED IN HOUSING (HEAD OF HOUSEHOLD):
MOVE IN DATE OR EXIT TO PERMANENT
HOUSING
HOMELESS INFLOW: REQUESTING ASSISTANCE
FOR THE FIRST TIME (CLIENTS WHO TOOK THE
VI-SPDAT FOR THE FIRST TIME IN CY2022)
HOMELESS IN CY2022 (VI-SPDATS COMPLETED
ANYTIME IN CY2022)
Households Affiliated with the City of Palo Alto,
CY2022