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HomeMy WebLinkAbout05/23/23 HOUSING AND HOMELESSNESS COMMITTEE• POSTED ON 1013 MAY 19 AM 1137 ,A K E R S F I E L D by City Clerk's office BAKERSFIELD CI',Y CLERhB City of THE SOUND OF6SWWIWN V84* Bakersfield by �. Staff: Committee Members: Christian Clegg, City Manager Vice -Mayor Andrae Gonzales - Chair Anthony Valdez, Assistant to the City Manager Councilmember Ken Weir Priscilla Martinez, ECD Principal Planner Councilmember Eric Arias Juan Heredia, Administrative Analyst III Paige McCallister, Economic Development Planner II Special Meeting of the Housing and Homelessness Committee of the City Council - City of Bakersfield Tuesday, May 23, 2023 12:00 p.m. City Hall North, First Floor, Conference Room A 1600 Truxtun Avenue, Bakersfield CA 93301 AGENDA 1. ROLL CALL 2. PUBLIC STATEMENTS a. Agenda Item Public Statements b. Non -Agenda Item Public Statements 3. ADOPTION OF THE APRIL 25, 2023, MINUTES 4. STAFF REPORT a. Staff update on the City's efforts to address housing and homelessness. 5. NEW BUSINESS b. Presentation regarding the Regional Homelessness Action Plan (Informational item only, Staff recommends receive and file the presentation) C. Presentation regarding the 2023 Bakersfield Homeless Point -in-Time Count. (Informational item only, Staff recommends receive and file the presentation) 6. COMMITTEE COMMENTS 7. ADJOURNMENT BAKERSFIELD THE SOUND OF 5004kf 'tReW Staff: Committee Members: Christian Clegg, City Manager Vice -Mayor Andrae Gonzales - Chair Anthony Valdez, Assistant to the City Manager Councilmember Ken Weir Jenni Byers, Assistant Economic Development Director Councilmember Eric Arias Juan Heredia, Administrative Analyst III Special Meeting of the Housing and Homelessness Committee of the City Council - City of Bakersfield Tuesday, April 25, 2023 12:00 p.m. City Hall North, First Floor, Conference Room A 1600 Truxtun Avenue, Bakersfield CA 93301 MINUTES ROLL CALL Committee members present: Vice -Mayor Andrae Gonzales Committee Member Ken Weir Committee members absent: Committee Member Eric Arias City Staff: Christian Clegg City Manager Jenni Byers, Assistant Economic Development Director Anthony Valdez, Assistant to the City Manager Nina Carter, Homeless Services Principal Paige McAllister, Economic Development Planner II Scott Andrews, Assistant City Manager Julie Drimakis, City Clerk Joshua Rudnick, Deputy City Attorney II Joe Conroy, Public Information Officer Juan Heredia, Administrative Analyst III Michele Cruz, Management Assistant Crystal Rubio, Assistant to the City Manager Gary Hallen, Assistant City Manager Cecelia Griego, Economic Development Principal Jessica Golden, Economic Development Planner II Sergio Carrero, City Fellow Additional Attendees Members of the Public 2. PUBLIC STATEMENTS a. Agenda Item Public Statements Sandra Plascencia spoke on Item 5.b. Written materials were provided. b. Non -Agenda Item Public Statements None. 3. ADOPTION OF THE March 28, 2023, MINUTES Motion to adopt the March 28, 2023, minutes by Committee Member Weir. Motion was unanimously approved. 4. STAFF REPORT a. Staff update on the City's efforts to address housing and homelessness. Assistant Economic Development Director Byers gave a PowerPoint presentation. Assistant to the City Manager Valdez gave a PowerPoint presentation. 5. NEW BUSINESS a. Fair Housing Month Presentation (Informational item only; Staff recommends receive and file the presentation.) Assistant Economic Development Director Byers gave a PowerPoint presentation. Committee Member Gonzales left at 12:43 p.m. and returned at 12:46 p.m. b. California Tenant Rights Presentation (Informational item only; Staff recommends receive and file the presentation.) Assistant Economic Development Director Byers gave a PowerPoint presentation. C. Discussion regarding eviction prevention services in the City of Bakersfield. Assistant Economic Development Director Byers gave a PowerPoint presentation. Motion to receive and file all PowerPoint presentations by Weir. Motion unanimously approved. Housing and Homelessness Committee Meeting April 25, 2023 Agenda Page 2 6. COMMITTEE COMMENTS None. 7. ADJOURNMENT The meeting was adjourned at 1:04 p.m. ANDRAE GONZALES, CHAIR HOUSING AND HOMELESSNESS COMMITTEE ATTEST: JULIE DRIMAKIS, MMC, CPMC CITY CLERK and Ex Officio Clerk of the Council of the City of Bakersfield Housing and Homelessness Committee Meeting April 25, 2023 Agenda Page 3 BAKERSFIELD THE SOUND OF ba04641kf V64W Bakersfield City Council Housing & Homelessness Committee Monthly Report: April 2023 Housing The City of Bakersfield's Development Services Department collects data on the number of residential housing unit permits that were issued which signify the beginning of \ development of new housing. P.VCCDCprogram. The City of Bakersfield contracts with VCCDC for the Hope to Home Hope to Home is a deferred loan program to make a A New Way Home homeownership possible for income qualified individuals. and requires VENTURA COUNT' COMMUNM DEVELOPMENT CORPORATION recipients to first participate in home -buyer education. April In -Person Training [English] 9 1 70 April In -Person Training [Spanish] 1 34 Home Acquisition 0 0 Habitat The City of Bakersfield contracts with Habitat for Humanity and Staples Energy for the for Humanity Home Repair and Weatherization Program. This program helps qualified Golden Empire homeowners receive necessary home repair and weatherization improvements. The program was recently released, target areas were canvassed, and three applications have been submitted and are under review. April Report Requested Repairs App Approved Completed Plumbing repairs and weatherization April 11, 2023 No Window/door repairs; electrical and plumbing repairs; handicap accessibility improvements; weatherization April 11, 2023 No Roof repair; electrical and plumbing repairs; weatherization April 11, 2023 No Roof repair April 11, 2023 No Heating/Air conditioning system repair April 13, 2023 No Page 1 of 3 Roof repair; electrical and plumbing repair; handicap accessibility April 21, 2023 No Window and wall repair April 25, 2023 No Roof, windows, and electrical repairs April 25, 2023 No Door/wall repairs; weatherization improvements April 26, 2023 No Floor and window repairs April 26, 2023 No Window, door, and heating/air conditioning system repair April 28, 2023 No Electrical, plumbing, and heating/air conditioning system repair April 28, 2023 No Roof Repair April 28, 2023 No The City of Bakersfield aims to ensure every Bakersfield resident has t access to safe, secure, and affordable homes that meet their needs. The City contracts several companies to design, construct, and operate affordable housing projects. Affordable Housing Report: April 2023 Project Developer Recently Under Pre - Completed Construction Development Affordable Housing Infill Program HACK 28 — -- Westchester Senior Village HACK 27 — — Residences at East Hills HACK 81 -- — 22nd Street Lofts HACK 20 -- — Chardonnay Tract (FTHB) Self -Help 10 -- -- 6,h Street Apartments (Homekey) HACK -- 40 — Sagewood Apartments Chelsea _ 72 Inv. Corp. Brentwood Crossings Danco -- 58 — Milestone Housing Rehabilitation HACK -- 32 — (Homekey) Self -Help Enterprises Multi -Family Self Help -- 80 -- Rehabilitation Project Renaissance at Baker HACK — — 85 4th Street Senior Housing HACK -- -- 16 CityServe Housing (Homekey) HACK / 126 CityServe 800 South Baker HACK -- -- 8 Auburn Street Apts. Chelsea 60 Inv. Corp. City View HACK -- -- 37 Letzring Senior Housing HACK — -- 150 Bakersfield Senior Center Housing & HACK -- -- 36 Facility Project 166 282 1 518 Totals 966 Page 2 of 3 Homelessness The City of Bakersfield contracts with Flood Ministries for street outreach services to Flood unsheltered individuals. Ministries April Report Weekly Average Total Contacts with homeless individuals in the field 143 City's Brundage Lane Navigation Center (BLNC) turn-aways due to lack of dorm or pet capacity (includes field contacts, walk-in, and call -ins) 42 BLNC turn-aways due to lack of dorm capacity 36 Male 19 Female 1 1 Couple # of individuals 6 BLNC turn-aways due to lack of pet capacity 6 Male 3 Female 1 Couple # of individuals Service Resistance Shelter Referrals 2 Monthly Total 391 Referred individuals who refused shelter 201 Percentage of individuals refusing service 51 MERCY The City of Bakersfield contracts with Mercy House to operate all aspects of the HOUSE City's Brundage Lane Navigation Center (BLNC). * BLNC's current maximum capacity is 235 beds. Each night four (4) beds are held open for the Bakersfield Police Department to utilize which brings the functional capacity to 231. Maximum capacity will ultimately be 249 beds with the expansion. The City of Bakersfield contracts with the Open Door Network for a jobs th _ program serving multiple City functions, including but not limited to .en downtown ambassadors, green solid waste, highway clean-up, animal door shelter, and sump cleaning. The new City -funded Open Door Network reimagine to be Jobs Center building was completed in December. April Report April Total Calendar YTD Newly Hired Employees 12 29 Max. Capacity -- % Filled -- Current Employees 119 -- 94 127% Male 81 -- -- -- Female 38 -- -- -- Program Participants Placed in Permanent Jobs 1 6 -- -- Page 3 of 3 Bakersfield Kern Regional Homeless Collaborative - Regional Action Plan -Targets and Metrics Goal 1: Prevent Homelessness Before It Begins, Divert Homelessness Early On Targets / Metrics costs Data to determine If goal is reached: Strategy 1A: Increase 1. One-time financial assistance to keep individuals or families housed. _ households supported with About 20% of households entering the system each year qualify for I. HMIS data on number of households entering the prevention and diversion 2. Legal assistance to prevent eviction. prevention funds annually, _ prevention or diversion funding. This comes out to 750 households system each year (reduce by _ n or _%). resources. 3. Community resources to support financial literacy. households supported with diversion per year (20% of 3,600/year = 750 households). At a cost of $400k 4. Provide regular training for all homelessness partners in problem -solving techniques and funds annually. per 75 households, this would cost $4 million for 750 households per li. System Performance Measures Indicate that the motivational interviewing to promote prevention and diversion. year. CoC has decreased both first-time homelessness and 5. Identify a cohort of staff (from healthcare, schools, human services, and other partner agencies) Two additional FTE to support prevention returns to homelessness (within _ years or by _ who focus on problem -solving with people before they enter the homeless system of care. and diversion efforts. 2 FTE Total: date). 6. Mediation with landlords to keep renters housed. Assessor (A) and Case Manager (CM) 7. Funds for reliable transportation. Cost per FTE: A = $41,184.00 and CM = $45,760.00. Ili. Increased numbers of households served via 8. Reunification with family members or support systems. Average Monthly cost per HH = $3,400.00 prevention and diversion funds. 9. Early interventions for those experiencing severe mental Illness and behavioral health challenges that put them at risk of homelessness. Staff Ratio Per Case load 1:35 $205,944 for every 35 households served $4,413,085 for 7S0 houshoids Reduce the overall numbers of certain I. HMIS data showing reduced rates of entry into populations entering the system each year homelessness for specific subpopulations. by _%, specifically: foster youth, families, and Individuals exiting recovery homes ii. Reduced exits from foster care, incarceration, and and Incarceration. sober living into homelessness (by _N or _%). Strategy 16: Identify and 1. Identify and Implement Improvements to current processes to both (1) scale prevention and Establish a team (with prevention a. Add to existing roles within the system and agencies, and/or I. Report on barriers to prevention and diversion as address barriers that are diversion and (b) remove barriers to prevention and diversion.' advocates within the system) to routinely b. Fund_ FTE for a small team of prevention advocates. well as projection of future prevention / diversion inhibiting diversion and examine and refine processes to eliminate needs for Bakersfield/Kern. Draw upon data from Lead prevention measures. a. Establish a team (with prevention advocates in the system) to routinely examine and refine these barriers to prevention and diversion. Agencies on barriers to prevention and diversion for at processes to eliminate barriers, such as a sub -committee with Open Door Network to assess barriers risk populations. to prevention and diversion access, including: ii. Recommendations for Improvements to better 1. Working directly with clients to understand barriers. meet prevention and diversion needs In the ii. Addressing bureaucratic barriers and how the community can work around them to address community. Draw upon data from Lead Agencies on to timeliness to access of benefits, restrictions, and making the process easier for clients. what extent prevention and diversion needs to be III. Reporting back to the CoC on barriers and advocating for system changes to remove barriers.. scaled to meet the future need over the next 1 year, 3 years, and 5 years. 2. Identifying additional funding sources for prevention and diversion (beyond state or federal III. Timelined plan for acquiring funding and funding). distributing additional prevention and diversion resources. Goal 2: Ensure Timely, Equitable Access to the Coordinated Entry System and Homeless System of Care Targets / Metrics Costs Data to determine if goal is reached: Strategy 2A: Increase Increased numbers of outreach staff. Hire In 2020, outreach staff enrolled 1,205 persons in HMIS. It is FTE numbers of outreach staff. HMIS data on effective and equitable 1. Increase outreach to underserved geographic areas. to ensure outreach staff include peer estimated that there are at least double that number of unsheltered outreach. outreach. a. Increase outreach staff numbers and skill sets to ensure clients in need are contacted and triaged support and/or individuals with lived persons in the county during an average year. into the coordinated entry system in a timely manner. Stakeholders to hire peer support and/or experiences of homelessness. individuals with lived experience for outreach teams. The community would need to double the number of outreach staff b. Use data systems (e.g., GIS) to ensure outreach coverage to all remote areas and areas with _ increase in number of households system wide from 30 FTE to 60 FTE to meet the need. Estimated cost encampments. served via outreach annually. per FTE $50K = $1.5 Million annually to increase. 2. Engage in targeted outreach for underserved groups. 1 FTE Outreach Worker (OW) _ $38,896 a. Certain groups have lower rates of access to CES: those who are older, those with disabilities, adult- 30 FTE OW = $1,166,800 only households (see CES SWOT analysis). Vehicle = $26,000.00 +Gas & maintenance = $7,000 b. Identify and implement strategies to increase penetration for underserved groups, utilizing 30 FTE OW w/1 vehicle = $1,199,880 strategies that may include campaigns, resources, and targeted outreach to those groups. $1,166,800.00 annually 3. Ensure all systems have accessible outreach materials on homelessness resources. $26,000 one time cost Total start up cost = $1,199,880 Strategy 28: Improve 1. Increase numbers of highly qualified case managers (including case coordinators, care Improve the case management to client Last year the system added 23 such positions to bring the total to 92. system navigation for coordinators, housing navigators, and others in similar case management roles) in the CES to support ratio. Increase the number of case To meet the full need, the number of case managers would need to clients. client navigation and reduce case management -to -client ratio. managers by _. Decrease case increase to about 275 FTE, with a cost of $15.2 million annually (275 management to client ratio to _ FTE X $5SK = $15.2 million). 2. Ensure equitable access to the CES and its services (e.g., through training on quality data entry, increased staffing to improve response times, and additional access points). 3 FTE Total a. Strengthen CES policies, procedures, and training to support equitable access to the CES. Case Manager (CM), Data Clerk (DC), Supervisor (5) b. Ensure all staff across all agencies that touch CES receive twice -annual training on "screening in" 260 FTE (CM) _ 545,760 clients and triaging to appropriate resources. + 6 FTE (DC)=$38,896 c. All staff should be trained in trauma informed care and motivational interviewing. + 10 FTE (S) $52,624 _ $12,657,216 for 276 FTE Goal 3: Increase Inventory of and Connections to Affordable and Permanent Housing Targets / Metrics Costs Data to determine if goal is reached: Strategy 3A: Increase 1. Acquire new and rehabilitated Permanent Supportive Housing units. At least _ (p) new PSH units exist Community need for 2,136 PSH units. inventory of permanent a. Rehabilitate existing housing for use by the CoC. throughout the county (via purchase, housing available to CoC building, and/or rehabilitation) by_ Different types of PSH units: clients. 2. obtain new funding for Rapid Rehousing. (date). These units are ready for (a) Vouchers - our average cost last year was $10,000 per unit per occupancy by _ (date). year (Includes services) 3. Implement shared housing models. (b) New construction — cost varies from $150k to $400k per unit. You could probably use an average of $200,000 per unit. 4. Increase housing focused case management and Improve case management ratios and appropriate (c) Acquisition/rehab — cost varies from $100k to $200k per unit. aftercare services to mirror the level of need of the client. You could probably use an average of $150,000 per unit. (d) Services (if not Included with unit) are closer to $2,500 per S. Coordinate with and Incentivlze developers. person, per year a. Evaluate the feasibility and next steps for Immediate development of rent -controlled apartment buildings, multi -family housing units, and in-law units, as well as non-traditional options such as repurposec Housing Authority estimate: motels/hotels and/or Accessory Dwelling Units (ADUs). 75% vouchers 15% new construction 6. Coordinate with and incentivize landlords. 10% acq/rehab a. Develop partnerships with landlords and enhance landlord Incentive program (expand on current work done by The Open Door Network). 2,136 X .75 = 1602 X $10,000 = $16,020,000 per year 2,136 X .15 = 320 X $200,000 = $64,000,000 one-time expenditure 7. BKRHC to develop a summary of affordable housing needs that we can supply to developers who want to 2,136 X .10 = 214 X $150,000 = $32,100,000 one-time expenditure develop regional approaches to affordable housing for their projects. 534 X $2,500 (for services)= $1,335,000 per year 8. Encourage and support local governments' efforts to expand affordable housing through local policy, Startup costs: especially for extremely low-income households. Annual costs:$1717,35000 35 5,000 Goal 4: Increase Access to Su000rtive Services Targets / Metrics Costs Data to determine If goal is reached: Strategy4A: Ensure that 1. Increase capacity for mental, behavioral, and physical healthcare services. Implement a pilot project to provide wraparound services are a. Increase coordination for discharge planning through additional staff, planning, and training. intensive case management to at least 20 available for all housing older adults by _ (date). and shelter options. 2. Increase availability of supportive services that lead to self-sufficiency through coordination of social agencies across the CoC. a. Have interdisciplinary teams at housing, shelter, and CES access locations. b. Ensure up-to-date and streamlined referral services between the CoC and other social services that help to support client self-sufficiency, such as (for committee to complete e.g., DHHS, workforce services, school systems, etc.] Goal 5: Improve Emergency Shelter Options, Increase Bridge Housing Options, and Expand Crisis Response Targets /Metrics Costs Data to determine if goal is reached: Services. Strategy SA: Improve 1. Evaluate current emergency shelter options for the community, incorporating a social Develop plans for supplemental «Each of the alternative shelter / temporary housing variety of shelter options determinants of health model and collaborating with Built for Zero efforts to assess the needs of the temporary housing solutions, such as tiny models likely needs "numbers of people served" for the community. following subpopulations: youth, seniors, families with children, and those with intensive needs homes or a Pallet Program, by (date). included. However, this may depend on an evaluation (acute mental health / substance abuse). of how many people who are unsheltered might use a. Evaluate current emergency shelter options for their appropriateness for different unhoused Develop plans for Safe Parking programs these different kinds of programs.] populations in the community. Work with those with lived experience to determine key shelter and sites by _ (date). models that would be accessible and effective. In. Incorporate People with Lived Experience in developing program models and increasing Implement Safe Parking program by _ effectiveness. date). 2. Develop plans for interim, non -congregate, medical respite, detox, skilled nursing, and alternative (4) temporary housing sites with models for the following subpopulations: youth, seniors, families with children, and those with daily capacity to serve _ (t7) people by intensive needs. (date). a. Work with parallel systems (e.g., healthcare) to evaluate needs for and how to implement interim and non -congregate emergency healthcare services for the houseless population, including: medical Recuperative care dorm in navigation respite, detax, and skilled nursing. center, 30 new ES beds for youth b. Incorporate People with Lived Experience in developing program models and increasing emergency scattered site sheltering, 200 effectiveness. people with intense service needs served with bridge housing in intensive service 3. Secure funding for additional emergency shelter models to be implemented. group homes, 25 NCS public health response shelter beds (iso/quarantine/extreme weather). The _ (year) PIT Count to show _% less unsheltered individuals than the 2022 PIT Count. Strategy SB: Increase 1. Expand Mobile Crisis Response Teams with additional staff. Outreach teams to include and _ community capacity for a. Coordinate with medical teams to ensure Outreach includes medical and crisis -response staff. roles (funded; hired for; implemented) crisis -response to b. Increase the number of mobile crisis teams and expand their hours, to support individuals (e.g., mental health worker, substance 3 FTE mental, behavioral, and experiencing severe mental health and substance use crises. abuse specialist). Outreach Worker (OW)= 545,760 physical healthcare Mental Health Worker (MHW) = $54,912 needs. 2. Expand behavioral health resources with after-hours service access. Substance Abuse Specialist (SS) = $50,336 3 FTE = $151,008 3. Ensure the community has enough healthcare -related beds for those in need. a. Increase the number of beds available for substance use treatment and provide the follow-up supportive services needed to prevent relapses. b. Strategies for motivating clients to receive services (e.g., recovery and housing -based peer ambassadors / specialists to support outreach; motivational interviewing; collaboration with Behavioral Health services to support clients to accessing services). Goal 6: Implement a Sustainable Homeless Management Information System (HMIs) Targets / Metrics Costs Data to determine if goal is reached: Strategy 6A: Evaluate 1. Evaluate staffing and licensing needs for HIVIIS participation. Report out of staffing needs for HMIS current needs for the a. Evaluate what is needed for agencies using HMIS to have sufficient FTE for timely and accurate data entry participation and cost estimate completed HMIS's sustalnability and into HMIS. by _ (date). expansion and secure I. Anecdotally, providers have expressed a need for at least one half-time staff member focused specifically on permanent sources of HMIS. They suggested that two providers could share one staff member at full time who is focused only on funding for its HMIS. b. Evaluate staffing needs related to Integration of HMIS across service systems (e.g., what staffing Is needed to operations. coordinate with the healthcare system within HMIS?). 2. Acquire sustainable and renewable funding for expanded HMIS. a. Create a budget and funding plan for HMIS. b. Evaluate how many additional licenses are needed for HMIS, and secure funding for these licenses. c. Formalize training to onboard new operators Into HMIS. d. Evaluate which eligible organizations are not participating In HMIS and collaborate to encourage their participation. e. Supporting providers with changing data requirements based on funding streams. 3. Formalize data report out structure and feedback loops with HMIS data. a. Formalize data report out structure (e.g., all of the main areas of the system - outreach, ES/TH, Permanent Housing - reported on to the Governing Board and other stakeholders monthly). b. Ensure data Is available to the public via public -facing data dashboard. c. Feedback loop to ensure (1) SPMs are up-to-date and active, and (2) Flexibility to respond when looking at that data (how to pivot strategically). Strategy 6B: Formalize 1. Formalize data reporting structures and feedback loops with HMIS data. data structures for HMIS. a. Formalize data report out structure (e.g., all the main areas of the system -outreach, ES/TH, Permanent Housing - reported on to the Governing Board and other stakeholders monthly). b. Ensure data is available to the public via public -facing data dashboard. c. Feedback loop to ensure (1) SPMs are up-to-date and active, and (2) Flexibility to respond when looking at that data (how to pivot strategically). 2. Evaluate data quality needs for HMIS. 3. Formalize data quality standards and data training for HMIS. Goal 7: Formalize Partnerships for a Coordinated Response to Homelessness Targets / Metrics costs Data to determine if goal is reached: Strategy 7A: Develop data sharing between homelessness system and other systems in the community. 1. Develop data sharing between health and homelessness systems. a. Use HMIS or another system as a central database across service providers. b. Develop data sharing between health and homelessness systems that includes addressing privacy concerns. Strategy 7A: Strengthen 1. Create MOU or protocol to prevent institutional discharge of the patient directly to the streets or referral and discharge other inappropriate shelter situations. between systems to prevent homelessness. 2. Ensure strong, bidirectional referral system between healthcare and homeless services. a. Develop a committee/ownership group to bring all stakeholders together to develop a comprehensive community -wide plan to support PEH behavioral health needs. In. Increase coordination to treatment access for those exiting systems (e.g., healthcare, criminal legal, etc.). 3. Enhance coordination between educational entities and CoC. 4. Re-entry and discharge planning to prevent homelessness for those exiting the criminal legal system. a. Develop integration between the justice system (prisons and jails) for release of those without a housing plan. b. Reduce the number of formerly incarcerated who are discharged into homelessness. Outreach team will meet with current incarcerated folks to develop re-entry plans including housing options, prior to discharge. Strategy 7C: Develop 1. Develop health care innovations, including: hospital discharge; respite care; Cal -Aim programming; healthcare innovations and hospital data collection on housing status of patients. to support those a. Identify how many individuals in HMIS might need respite care. experiencing b. Develop a plan to eliminate gaps to service access and treatment for unsheltered people struggling homelessness. with chronic and severe mental illness. Goal B: Develop Public Education about Homelessness. -Strategy BA: Educate the public on what needs and services exist in our community to Increase compassion and support for new services. -Strategy BB: Educate the public on what services exist so they can connect with and support service providers. Targets /Metrics Costs Data to determine if goal is reached: -Strategy SC: Educate the public on what services exist for those seeking help. -Strategy BD: Ensure BKRHC funding for community engagement and public education, including creation of a plan for Strategies BA -BC and an annual report on progress. 1. Secure funding for a. Secure funding for two full-time positions within the CoC to support community education and Two full-time staff positions are funded Staff to Support engagement. and hired to support education and Education and engagement by_. Engagement 2. Develop and a.Campaign that includes landlords, people recently housed, the business community, and other A year-round education and engagement implement Community- leaders to dispel common myths about homelessness and celebrate progress of the community's campaign plan to educate the public Wide Engagement efforts to reduce and end homelessness. about homelessness has been created, Campaign b.Help the community understand affordable housing myths and facts (i.e., transportation, property finalized, and put In place no later than values, crime). _ (date). c.Communication of success using data to stakeholders and the wider public. d.Ensure businesses, neighborhoods, faith -based organizations, and other community groups are aware of resources in the community to prevent and address homelessness. e.Develop a central website with resources, educational information, progress towards Strategic Plan goals, and other relevant information. 3. Outreach to and a. Outreach and engage philanthropy, service organizations, and the faith -based community in The CoC website has a public -facing Involve Community supporting engagement campaigns. dashboard that provides visualization of Groups to support b. Create a high school training on community resources to support educating young adults before progress toward the _ (p of goals in final Education and they become 18 and graduate. plan) stated goals; educational materials; Engagement Campaign resource connections; and other Items relevant to education and engagement. roy s � '�! .-" �,t.'.f•`�$"-.�:-e •-:_ ae'�.� ira - v% �., � a.. y,,��yY � t :• � _. .... 'd' � """Y �i7aar.. "�bna•4 h1AtlFII1FIPAl � �t k�ilRe�i+R �xF j�4:�r�,'4�."[Mi��,+?'�.t`�'t'�C+.� � i' Y�-. ' Y _ rr? ON0[Q• QUINT IN TIME CD 202-1 REPORT TABLE OF CONTENTS Acknowledgements.......................................................................................................................................1 Introduction..................................................................................................................................................4 Methodology................................................................................................................................................. 4 Currentand Comparative Data.....................................................................................................................5 KeyFindings.................................................................................................................................................. 6 PopulationDemographics.........................................................................................................................6 Living Accommodations and Duration for Unsheltered Homeless Population ......................................... 8 Perceived Causes of Unsheltered Homelessness....................................................................................... 9 Health and Unsheltered Homelessness..................................................................................................... 9 SpecialPopulations of Interest................................................................................................................ 10 Additional Homeless Populations........................................................................................................... 10 Unsheltered Population Distribution for Kern County.............................................................................11 Conclusion...................................................................................................................................................11 AppendixA: Definitions............................................................................................................................. 12 Appendix B: Density Maps, Count Totals by City, and Metropolitan and Rural Data by Shelter Status ...13 Acknowledgements The Bakersfield -Kern Regional Homeless Collaborative (BKRHC) Point in Time (PIT) Count Committee would like to thank all the individuals and partner agencies who contributed to this endeavor and whose efforts were instrumental in the success of the count. Over 462 volunteers registered to participate in the 2023 PIT Count with 312 individuals assigned to survey teams and headquarters support staff. Employees from the County of Kern, City of Bakersfield, homeless service providers, and community organizations gave their time with several aspects of planning, implementing, and conducting the count. A huge thank you to Adventist Health for their sponsorship of this year's event and for their volunteer contributions. Thank you to the Mission at Kern for providing logistics space for the PIT Count, to the PIT Committee members and committee chair Manuel Vieyra (Flood Ministries) for providing leadership and guidance in planning for such a huge undertaking, to partners with lived experience of homelessness for gifting us with insight where it was needed, and to the BKRHC staff for their commitment and support to the work. Thank you to Suzanne Baehr and the amazing Kern County GIS team for supporting the survey app work and data needs of the PIT Count volunteers. Thank you to City and County partners in government, code enforcement, fire/emergency services, law enforcement, parks and recreation, human services, public works, and aging and adult services for helping navigate through the work. A special thank you to the private citizens and volunteers of Kern County who took part in the count and showed that, through collaboration, we can complete extraordinary work. Thank you to all the participating organizations who provided their time, energy, and support to the Kern County 2023 PIT Count, including volunteers from: Adventist Health • All of Us or None • Alpha Omega Wellness Center • Amazon • American General Media • American Kids Sports Center • Aspiranet Bakersfield College Bakersfield Recovery Services, Inc • Bakersfield Rehab Center • BARC Bitwise Industries Boys and Girls Club BroidaCo Auto Sales • Cal — Student Opportunity and Access Program (SOAP) • California State University Bakersfield • California Veterans Assistance Foundation • Casa Esperanza • Chevron City of Bakersfield • City of Ridgecrest • CityServe • Clemmer & Company • Clifford and Bradford • Clinica Sierra Vista • Com Plus Inc • Community Action Partnership of Kern • Community College Services • Community Water Center • Correctional Kern Behavioral • County of Kern • Cushman & Wakefield • Dagny's Coffee • Department of Corrections • Department of Veterans Affairs Page I 1 Dignity Health • First5 of Kern Flood Ministries • Good Steward Pest Management • Greater Bakersfield Legal Association Habitat For Humanity Golden Empire • Health Net Housing Authority of the County of Kern • Jessica Armstrong • JustServe • Kaiser Permanente • KC Steakhouse/ Stockyard • Kern Council of Governments • Kern County Grand Jury • Kern County 999 Foundation • Kern County Superintendent of Schools • Kern Health Systems • Lazzerini Family Foundation • Li and Liao Optometry • LifeHouse Church • Loud For Tomorrow • Manila Inn • Mercy House • NBC Universal • Oasis Family Resource • Office of Assemblyman Vince Fong • Office of Senator Shannon Grove • Omni Family Health • Paradise Cove • Peralez Insurance Advisor Positive Visions • Ridgecrest First Aid • Rock Canyon Builders • South University • Stewards Telecare Corporation • The Courts • The Daily Independent • The Gombos Company • The Needs Center • The Open Door Network • The Salvation Army • United Way of Kern • Villagers Inc Walter Mortensen Insurance • Wasco Free Will • Women's Center High Desert • Wood Smith Henning • Youth 2 Leaders Education Page 1 2 III --- Adult Adults with Children ��—III Children Total *2021 PIT Count was not conducted in person due to COVID, HMIS data used i'fill 7y [�l 83►7IeL�]1911�1.7 [�l\� ADULTS WITH NO CHILDREN � a 43% 57% Sheltered Unsheltered 1747 Individuals in 1728 Households ADULTS WITH CHILDREN �• •• 93% 7% Sheltered Unsheltered 11 ft 199 Individuals in 71 Households UNACCOMPANIED MINORS .... 50% 50% Sheltered Unsheltered 2 Minors in 2 Households Under 18 years 18-24 25 — 34 35-44 45 — 54 55-64 65 years and older 6% —125 individuals 6% —120 individuals 22% — 432 individuals 26% — 501 individuals 19% — 369 individuals 15% — 299 individuals 5% — 102 individuals 50% 50% CHRONICALLY HOMELESS Sheltered Unsheltered 254Individuals 251Individuals 64% 36 VETERANS Sheltered Unsheltered 59Individuals 33Individuals 59% 41% YOUTH Sheltered Unsheltered 71Individuals 49Individuals IDENTIFIED AS HISPAN IC/LATIN(A)(0)(X) 41% AMERICAN INDIAN, ALASKA NATIVE, OR 1.8% INDIGENOUS ASIAN OR ASIAN AMERICAN 0.6% BLACK, AFRICAN AMERICAN, OR AFRICAN 15.8% NATIVE HAWAIIAN OR PACIFIC ISLANDER 0.6% NO SINGLE WHITE 77.2% FEMALE MALE GENDER TRANSGENDER 32.3% 67.2% 0.4% 0.1% MULTIPLE RACES 4% Page 13 Introduction The United States Department of Housing and Urban Development (HUD) defines homelessness as individuals who lack resources and support networks to obtain permanent housing and can be categorized as those who are literally homeless, imminently homeless, unaccompanied youth or families with children/youth, and individuals or families fleeing or attempting to flee various forms of violence such as domestic violence, dating violence, stalking, sexual assault, or other life threatening conditions. The nationally conducted PIT Count is an annual snapshot of sheltered and unsheltered individuals experiencing homelessness within a geographic area. Specifically, Kern County covers over 8,100 square miles with a variety of ecosystems ranging from high deserts, chaparral -laden mountains, and fertile agricultural land within the valley. Although HUD requires Continuums of Care (CoC) to conduct counts biennially, the Bakersfield - Kern Regional Homeless Collaborative completes an annual count to identify changes within the homeless delivery system and understand the needs within the community. Methodology The 2023 PIT count utilized a HUD -approved methodology for conducting the count of individuals experiencing homelessness in Kern County. Typically, the PIT count occurs over a 12-hour time period. The shelter count was completed using a survey hosted within the ArcGIS Survey 123 application, a geographic information system that works by collecting data via survey administration, and occurred on the night of Tuesday, January 24, 2023. The unsheltered count was completed the following morning on Wednesday, January 25, 2023 utilizing the unsheltered version of the ArcGIS survey application, however that morning's count was decreased by one hour overall due to a later start time. For the unsheltered PIT count, the BKRHC PIT Committee and Governing Board approved the addition of two extra days to continue the count for encampment areas a►ong the Kern River and rural areas. The methodology change, allowable by guidance provided by HUD, included several required contingencies to ensure surveys were not duplicated on individuals already surveyed on prior days. These measures included comparison of personally identifiable information including name or date of birth and survey screening questions (e.g., have you already been surveyed). The PIT count utilizes an in -person interview of individuals experiencing homelessness throughout Kern County. For those individuals who were not able to complete a survey or in situations where it was impossible or unsafe for a volunteer to survey an individual, an observational survey was completed. For instances where demographic (gender, race, ethnicity) data could not be collected, the HUD data extrapolation tool was used to obtain missing data Page 14 extrapolated from data that was present. Data underwent a thorough process that included scrubbing/cleaning, deduplication, error -checking within the extrapolation tool, analysis, post analysis review, and entry into HUD's reporting system, which also conducts automated, real- time error tracking. Any errors caught in HUD's reporting system were corrected before the data submission could be completed. Even prior to official submission to HUD, the data and report are reviewed and approved within the CoC's Governing and Executive Boards. Current and Comparative Data During the 2023 PIT Count a total of 1948 individuals were counted, 931 comprised sheltered individuals and 1017 comprised unsheltered individuals. This is a 22% increase in the total number of individuals when compared to the 2022 PIT Count (1603 individuals). Sheltered and unsheltered counts both trended upward with an increase of 6% and 40% respectively. When not considering the additional two days of this year's unsheltered count, the single day 2023 unsheltered count included 825 individuals. Comparing single day unsheltered counts from 2022 (728 individuals) and 2023 results in only a 13% increase in unsheltered individuals. This is important to note as the additional two days of the 2023 unsheltered count added nearly a 25% increase in surveys conducted. Total Homeless Population by PIT Year 1948 1580 1603 1330 885 2018 2019 2020 2022 2023 Figure 1. Total homeless population by PIT year. Page 15 2019 Sheltered and unsheltered status by PIT year. 2020 2022 2023 39% 36% 45% 48% 55% 52% 61% C4 64% C% 4) 40 Figure 2. Comparison of sheltered (blue) and unsheltered (green) populations by PIT year. More sheltered individuals utilized Emergency Shelter programs versus Transitional Housing programs during the night of the 2023 shelter count. Shelter and unshelterd breakdown by program type. 52.0% 37.5% 10.5% ■ Emergency Shelter Transitional Housing ■ Unsheltered Figure 3. Shelter program and unsheltered utilization percentages. Key Findings Population Demographics Age Children (under 18 years) and youth (aged 18 — 24) comprised 6.42% and 6.16% of the total sheltered and unsheltered homeless populations respectively, while adults (aged 25 and older) comprised the remaining 87.42% of the population. Specifically, nearly half of the entire homeless population consisted of adults between the ages of 25 — 44 and 5.24% of individuals experiencing sheltered or unsheltered homelessness were considered elderly (102 individuals aged 65 or older). Page 1 6 Age 25.72% 22.18% 18.94 % 15.35% 6.42% 6.16% 5 24% Under 18 18 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 years years and over Figure 4. Age Range Distribution for Homeless Population Gender As in previous years, males made up 67.2% of the homeless population. Females accounted for 32.3% of the total population, while individuals identifying as no one specific gender represented 0.4% and transgender individuals comprised the remaining 0.1% of the population. Gender Transgender _: _ _ .,___ -- - No Single 0.1% Gender - -- --' _ 0.4% Female _ .. 32.3% Male - d - 67.2% Figure 5. Gender Distribution of Homeless Population Ethnicity There was no change from last year and this year's percentages of individuals experiencing sheltered and unsheltered homelessness who also identified as Hispanic or Latin(a)(o)(x) with 40.6% of the total population representing that ethnic identity (see Table 1). Race Individuals who identified as American Indian/Alaska Native/Indigenous, Asian/Asian American, Native Hawaiian/Pacific Islander, or multiracial represented similar percentages as in the previous PIT count year (see Table 1). Page 17 There was a noticeable decrease in the number of individuals that identified as Black, African American, or African from 20% in 2022 to 15.8% in the current PIT count with increased shelter utilization when compared to their unsheltered counterparts. The opposite trend was noticed with individuals who identified as White, with an increase from 71% in 2022 to 77.2% in 2023 and more individuals experiencing unsheltered homelessness than staying in shelters. It is important to note that identification of White in the homeless population data does not necessarily constitute an individual identifying as Caucasian, rather it could mean that an individual identifies as Hispanic/Latin(a)(o)(x) and White or non-Hispanic/Latin(a)(o)(x) and White. This detail is critical as data from the latest United States census has Kern County's Hispanic population at 56.1% and White alone/not Hispanic population at 31.1%. Table 1. Age Breakdown Among Sheltered and Unsheltered Homeless Population. Non -His pan ic/Non-Latin(a)(o)(x) 62.5% 56.5% 59.4% Hispanic/Latin(a)(o)(x) 37.5% 43.5% 40.6% American Indian, Alaska Native, or Indigenous 2.1% 1.6% 1.8% Asian or Asian American 0.9% 0.4% 0.6% Black, African American, or African 20.3% 11.5% 15.8% Native Hawaiian or Pacific Islander 0.6% 0.7% 0.6% White 72.5% 81.4% 77.2% Multiple Races 3.6% 4.4% 4.0% Living Accommodations and Duration for Unsheltered Homeless Population The majority of unsheltered individuals that provided a response to their current living situation resulted in an overwhelming majority living outdoors, typically in places not meant for human habitation which can include tents or other makeshift structures. Unsheltered individuals encountered during the PIT count were also currently living in abandoned buildings, cars, or garages. Page 18 Current Living Situation 741 38 62 19 Abandoned Car Garage Outdoors building Figure 6. Current living situation for unsheltered individuals. There were 253 individuals experiencing unsheltered homelessness who reported this was their first episode of homelessness. As for length of current episode for unsheltered homelessness, those who have been homeless for a year or more had the highest count. Length of Current Episode of Unsheltered Homelessness by Count 1 night or less 1 8 2 - 6 nights ■ 13 1 week to 1 month M 24 1- 3 months 35 3 months to 1 year 77 1 year or more KIN Figure 7. Length of current episode of unsheltered homelessness. Perceived Causes of Unsheltered Homelessness Data on perceived causes of homelessness was collected from 513 unsheltered respondents who provided a response to this survey question. The top three perceived causes were other homeless issues (99), addiction or substance abuse (89), and household issues (81). For other homeless issues, these ranged from health issues such as COVID or underlying health conditions, pets, relationships, and lack of systems navigation. Health and Unsheltered Homelessness There was a total of 183 self -reported health conditions for the unsheltered population that ranged from a single disease or morbidity to as high as 6 co -morbidities. These diseases include asthma, diabetes, heart disease, hepatitis C, HIV/AIDS, tuberculosis, and valley fever. Page 19 Table 2. Morbidity and Co -Morbidity within the Unsheltered Homeless Population .. •. .. 1 74 2 80 3 14 4 14 6 1 Additionally, health insurance data was included as part of the survey questions for this year's PIT count. There were 851 individuals that provided an insurance response when asked. The intersection between healthcare and homelessness has been a recent focus and a better understanding of an individual's insurance availability and their access to quality healthcare can be gleaned from the data. This information can enable better coordination of services between healthcare providers and homeless services organizations. Table 3. Insurance Among the Unsheltered Homeless Population. Employer health insurance 1 State health insurance 5 Medi-Cal 302 Veterans administration 5 Medicare 23 Other 13 Don't Know 323 No Insurance 179 Special Populations of Interest Three particular populations of interest within the overall homeless population include individuals who are chronically homeless, those with military service, and individuals aged between 18 — 24 years (youth). The count for these populations is listed below. Table 4. Count of Homeless Populations of Interest. Chronically homeless 254 251 Veterans 59 33 Youth 71 49 Additional Homeless Populations Other populations of focus for individuals experiencing homelessness include those with self - reported mental illness, substance abuse, HIV/AIDS, and those who identify as survivors of domestic violence (see Table 5). Mental Illness There was a total of 530 adults who self -reported a serious mental illness. More sheltered individuals reported a serious mental illness than their unsheltered counterparts. Page 1 10 Substance Use Disorder 382 individuals in the homeless population self -reported a substance use disorder with the majority also being sheltered. Substance use disorders range from alcohol, drug, or alcohol and drug use. HIV/AIDS The majority of individuals who self -reported living with HIV/AIDS were also experiencing unsheltered homelessness with 17 respondents. Domestic Violence Survivors There were more sheltered individuals who identified as survivors of domestic violence than those that were unsheltered, 52 to 6 individuals, respectively. Table 5. Count of Additional Homeless Populations. Adults with a serious mental illness 343 187 Adults with a substance use disorder 220 162 Adults with HIV/AIDS 5 17 Adult survivors of domestic violence 52 6 Unsheltered Population Distribution for Kern County Density maps provide an overall view of the homeless population spread throughout Kern County and within metropolitan areas. Additionally, count totals are divided up by City. Please see Appendix B for additional information. Conclusion Homelessness is solvable in Kern County and efforts are being made to reduce the number of individuals experiencing homelessness at any given time. While the overall number of homeless individuals rose for the 2023 PIT count, consideration should be given to the additional two days of the survey count. Through collaborative efforts, Kern County can come together to accomplish amazing work. Page 1 11 Appendix A: Definitions Adult An individual who is aged 25 and older. Bakersfield -Kern Regional Homeless Collaborative (BKRHC) The primary entity charged with responsibility for overseeing CoC functions as mandated by HUD, including submission of the annual CoC Notice of Funding Opportunity (NOFO), HMIS oversight, Point In Time Count, Housing Inventory Count, as well as other annual reports. Chronically Homeless Individual An individual or family head of household with one or more disabling conditions who has been continuously homeless for 1 or more years and/or experienced 4 or more episodes of homelessness within the last 3 years. Families A household that consists of at least one adult who is 18 years of age or older and at least one child who is under 18 years of age. Housing and Urban Development (HUD) The U.S. Department that funds low-income and affordable housing initiatives, including the McKinney-Vento Homeless Assistance Act, through the HUD Continuum of Care Program and Emergency Solutions Grant Program. Point In Time (PIT) Count The Point -in -Time (PIT) count is a count of sheltered and unsheltered people experiencing homelessness on a single night in January. Sheltered Homelessness A state of homelessness where an individual is currently residing in an emergency shelter, navigation center, or transitional housing. Unsheltered Homelessness A state of homelessness where an individual is currently residing in a place not meant for human habitation including abandoned buildings, vehicles, park benches, sidewalks, or encampments. Unaccompanied Youth Youth under the age of 18 and individuals between 18 through 24 years of age experiencing homelessness and without a parent or legal guardian. Veteran An individual who has served on active duty in the Armed Forces of the United States. Page 112 Appendix B: Density Maps, Count Totals by City, and Metropolitan and Rural Data by Shelter Status 096 Richgrove Doo t66 ..__,,�,�11 Naval Air a '. ¢' n,�� Warfare dial Center McFarland 179 7t0 Ridg a� W&o \ d ShaRer a9° I Button . \ "W14 it6 K, � f m= Tek>pcltapi : Calif"kCity farrizo Flaln National , N;`. , Monument ` Maricopa �.. - H 166 1{ Gorman lose tires -" •'`' I©' National Forest Lancaster Figure 8. Density map of Kern County for the 2023 Point -in -Time Count. Page 1 13 ti_ 7th Standard Rd Merle Haggard Dr.� z BFL X N `� � 4t, . Harr ■ Snow Rd China Grade Loeor Olive Or - �, t �t r Rd _ WON � 6 Yl AL a aedwm Rd Meacham Rd dWar * Bakersfield RD*le Vocress �itvale Kern v Sake % ditAbe V, Brimhall Rd _ to s�deQr Caril California Ave --CLn Breck,;nridge,Rd t� Kam City E a e In sa - — - Calla:,,State o a ,;, _ e Unlve�[ty c Bak.*Id*wv — a* MEN Mayfair �� �s • sMew IL GO sat N White U* hard INS w • s Harris Rd R s ,� to r S m 0 OL Fuller Acres a Panama Ln E Panama Ln E Pana Figure 9. Density map of metropolitan Bakersfield for the 2023 Point -in -Time Count. Page 114 l County Line Rd Calte Felix 23rd Ave x_ 10=r ° Avenida Castro 22ndA d o m �' a • o ' c w .N.LAc, c c -' 22nd Ave v+ 21s2 Ave W 201h Ave 20th Ave Zetraceo, G7 a 19th Ave 18fh Ave Lq 18th Ave 3 '^ 1 - 17th Pt 1 =' pelario Hil 17th Ave 17th Ave SCItC$!I 171h Ave v � Cecil Ave » Cecil Ave > �s Charlotte Chichester W 15th Pt 15th Ave Auditorium W 15th Ave �? 13th Ave o 16th Ave u.+ o $ 11th Ave o W 13th Ave • 1 c 12"h O• u o fah Ave Delano cL w11tnAve N 11t1,Ave �^ Jenny's a 9thAve _ 8thAve a m Ave 7th Pt 9th Ave :n 5 L N Avea o 7th o ;o Viejo o 6th Ave obi Aveo Dr 8th ? _ , v 5th [ D A 5th Pl � � O '" -„ 5th Ave lsli • 6th Ave • + Delano Regional Garces Hwy Gass Hwy Medical Center tss c � b p UI,tAve o ,• j N DiazAve m� c� Delano Public Golf Course f °o Del Sol Pkwy 10 Figure 10. Density map of Delano for the 2023 Point -in -Time Count. Page 115 Russell St Russell St IN Edmundson Acres Mitchells Corner Sunset Bld z n Landers Rd 3 `g— tE Arvin High � n o School — — ? Richardson Rd kto 5th Ave Widmere Rd 3 4d Ave 0 m BeaSountain Blvd xtd Arvin E Bear Mountain Blvd • Orange Ave f • Haven Or ' N Hood St =� x = Mark St P ^ Bushst N Durham St Olsen St v = o i v Sycamore Rd � v_t Figure 11. Density map of Arvin for the 2023 Point - in -Time Count. McKee Rd p N N j G f as coltison St a . Bertal St B = Montal St • _ - Lana St • E Panama Rd 'µ E Panama Rd Delight Ave n Burger Way — ? i 3 3 a 3 8 a 3 s c4 v 0 3 3 � N Rihier Ave => S a S s s 4 `V Bonita Rd School St Gait Marie or Belgain t ain Copper St Halt Rd Lamont Hall Rd ;n 0Bernard Ave Palm Ave Palm Ave x o c n x a' + Figure 12. Density map of Lamont for the 2023 Point - in -Time Count. Page 1 16 'IL ff • � RId9�rest � Regional Mospl WI ovum—d.w. _ t, rn a•i Pia P1.1 Rd Ridgecrest n E1bdg9ueA 91M . ECEO Aw • 4 O 13 • FE Bowman Rd N • E Fr,n Ave Figure 13. Density map of Ridgecrest for the 2023 Point -in -Time Count. W.ane.91 F„ sl Elmsl Fab City all Si IC w4sn 91 waan f� N�' J AT aft BLS lene St �Nh — rak laue�w College t 3 TA A, port 0.19nmM C.e r 4 Y nr, sl O Taft Eleiynts o; # N south ran E It L F51 3 = 0"llM,usLern eum Bura Vnu91 o CPC Sv.NSI Figure 14. Density map of Taft for the 2023 Point - in -Time Count. Page 1 17 6rvmer.r. 7 Il.vgab 5l wrwagi r.. q•. Waimart p...•mmen5i igpercenter Fw Si c irteevY +!i 2 i t.al S! i xn o t Tn 51 VOSCO r® .mar D. .aN .NR � SNvw S! O pu Sl NN S 4 wwR r r Alba St RE St Figure 15. Density map of Wasco for the 2023 Point -in -Time Count. The count of unsheltered individuals for which there was a recordable geolocation and their respective cities can be found on Table 4 below. Records without geolocation points are not included. Table 6. Unsheltered Population Count by City/Area For Records with Associated Geolocation. Arvin 22 Bakersfield 815 Hwy 99 north of Bakersfield 2 Buttonwillow 1 California City 2 Area east of California City 7 Delano 39 Lake Isabella/Kern River Valley 12 Hwy 178 between Bakersfield and Lake Isabella 1 Lamont 18 Lost Hills 0 Maricopa 1 McFarland 1 Mojave 6 Ridgecrest 7 Rosamond 6 Shafter 0 Taft 10 Tehachapi 1 Wasco 7 Page 1 18 Table 7. Metropolitan and Rural Data by Shelter Status —Acluits Metro Bakersfield - Sheltered 739 Rural Sheltered 6 Metro Bakersfield - Unsheltered 844 Rural Unsheltered 158 Total Metro Bakersfield 1583 Total Rural 164 2022 Total 1361 2020 Total 1359 2019 Total 1115 `2021 PIT Count was not conducted in person due to COVID, HMIS data used. 62 8 101 15 902 29 4 5 853 2 4 164 66 106 1755 10 19 193 237 5 1603 79 142 1580 74 141 1330 Page 1 19 5/23/2023 RECEIVE AND PLACE ON FIL AT N0,9 MEETING OF 5 ZS Z.S III oft —e- 4k / BAKERSFIELD THE SOUND OF5uvI U. 4-tj Cieti{ei Bakersfield City Council Housing and Homelessness Committe May 23, 2023 5/23/2023 3JR NO 33AJq OIAA 3VI3330 10 OPIT33M TA City of Bakersfield Point in Time Homeless Count 2022 2023 Sheltered 744 902 Unsheltered 612 855 3 City Sponsored Shelter Beds Since 2018 629 QO 529 529 wo 410 410 v 400 0 330 v E300 Z 200 100 0 2019 2020 2021 2022 2023 2024 2025 4 2 Point -in -Time (PIT) Count What is the PIT Count? An annual count that provides a snapshot view of homeless individuals as required by the U.S. Department of Housing and Urban Development (HUD). y - I I ..111111 •.. Ill lII.! , .._ _-..."��y. 1 •P9'�'t""� , fir, �.� rnr What was different this year? The unsheltered count included 2 additional days. Record number of volunteers. 5/23/2023 ADULTS WITH NO CHILDREN 48% 52% lT " Sheltered Unsheltered 1s40 ldMdu.H In 1626 H—hok. ADULTS WITH CHILDREN == 95% 5% Sheltered Unsheltered 1681ndMduais In 60 Househok. UNACCOMPANIED MINORS 50% 50% Sheltered Unsheltered 2 Minon In 2 Hous.hok. 7 SUB -POPULATIONS CHRONICALLY 54% 46% HOMELESS Sheltered Unsheltered 254 Individuals 218 Individuals Under 18 years 6%— 1os Individuals 18 — 24 7%— 13a Individuals 25 years and older 87%-1a1Individuals FEMALE MALE NO SINGLE TRANSGENDER GENDER 32.3% 67.2% 0.3% 0.2% IDENTIFIED AS HISPAN IC/LATIN(A)(0)(X) 38% AMERICAN INDIAN, ALASKA NATIVE, OR 2% 66% 34% INDIGENOUS VETERANS Sheltered Unsheltered ASIAN OR ASIAN AMERICAN 0.8% 59 Individuals 31 Individuals BLACK, AFRICAN AMERICAN, OR AFRICAN 15.9% 59% 41% YOUTH NATIVE HAWAIIAN OR PACIFIC ISLANDER 0.8% Sheltered Unsheltered 701nclMduals 48Individuals WHITE 75.9% MULTIPLE RACES 4.6% 8 4 5/23/2023 Male 57% 67% Transgender < 1% < 1% 18 — 24 years 8% 7% Veteran Status 8% 5% Asian or Asian American 1% < 1% Native Hawaiian or Pacific Islander 1% < 1% •HMIS doto based on most recent HUD -reported Wpi t,d-1 Systems Anoly-(fSA( dot, . Rep,rtpe,odisl0/01/7011-9/30/1011. Kern County Homeless Inflow in 2022 Number of persons who experienced homelessness for the first time in Kern County. Number of persons experiencing who exited to permanent housing in Kern County. 10 Multiple race Hispanic/Latin(a)(o)(x) 2374 1353 5 5/23/2023 Homelessness Statistics • In 2022, 50% of the nation's unsheltered individuals resided in California (115,481 in California versus 233,832 in the U.S.) • California has 12% of the total U.S. population • Two-thirds are in major cities • 90% of those seeking service in Bakersfield are from Kern County Source: Public Policy Institute of California and Flood Ministries 11 Bakersfield Staff Analysis • The State of California has a systemic problem with its safety net and the delivery of social services. • The inflow into homelessness is greater than the system can place into permanent housing. • Despite this, the City of Bakersfield investments in shelter beds have ensured one of the lowest unsheltered rates in the state. This is the second year of more sheltered than unsheltered in Metro Bakersfield. • Homeless Shelters are a triage and crisis intervention but not the solution. 12 1 S/23/2023 www.bakersfieIdcity.us/homelessness (01 City of Bakersfield Homeless Hub BAKERSFIELD Bakersfield Homeless Population by Point -In -Time (PIT) Count Year Sheltered vs. Unsheltered Status (2013-2023) 902 U.shefteired 855 N— ShO- N— H .... J I„LLW.Ik-d, ILI 500 260 154 120 91 13 7 5/23/2023 BAKERSFIELD THE SOUND OF,.�jc+vteltaj Ceti{zr Bakersfield City Council Housing and Homelessness Committee May 23, 2023 15 Regional Homeless Action Plan • Bakersfield Kern Regional Homeless Collaborative • City of Bakersfield Purpose • Public, private, and non-profit sector know their role • Develop solutions for sub -populations — youth, seniors, families, mental health/substance abuse • Support existing non -profits and build capacity • City funded 16 5/23/2023 Regional Homeless Action Plan — Steering Committe • Stacy Kuwahara, Kern County Department of Behavioral Health and Recovery Services • Lauren Skidmore, Open Door Network • Steve Peterson, The Mission at Kern County • Diane Contreras, Flood Ministries • Amisha Pannu, Kern Health Systems • Anthony Valdez, City of Bakersfield • Rick Ramos, Bakersfield Kern Regional Homeless Collaborative • Nina Carter, City of Bakersfield 17 Regional Homeless Action Plan - Process • Develop Goals, Strategies and Action Items • Data deep dive • Crucial conversations • Develop Metrics —Through September 2023 • Meeting bi-weekly to discuss one goal each meeting • Each goal an action plan • Started with housing • Assign Responsibility and Funding Mechanisms — October 2023 • Executive Board Approval — November 2023 • Public Distribution — Expected December 2023 18 W 5/23/2023 Regional Homeless Action Plan — Goals, Strategies, Action Goal 1: Prevent Homelessness Before It Begins, Divert Homelessness Early On Strategy SA: 1. One-time financial assistance to keep individuals or families housed. Increase 2. Legal assistance to prevent eviction. prevention and 3. Community resources to support financial literacy. diversion 4. Provide regular training for all homelessness partners in problem -solving techniques and motivational interviewing to promote prevention and diversion. resources. 5. Identify a cohort of staff (from healthcare, schools, human services, and other partner agencies) who focus on problem -solving with people before they enter the homeless system of care. 6. Mediation with landlords to keep renters housed. 7. Funds for reliable transportation. 8. Reunification with family members or support systems. 9. Early interventions for those experiencing severe mental Illness and behavioral health challenges that put them at risk of homelessness. Strategy 18: 1. Identify and implement improvements to current processes to both (1) scale prevention and diversion and (b) remove barriers to prevention and diversion. Identify and address barriers a. Establish a team (with prevention advocates in the system) to routinely examine and refine these processes to eliminate barriers, such as a sub -committee with that are open Door Network to assess barriers to prevention and diversion access, including: inhibiting diversion and i. Working directly with cllentsto understand barriers. prevention ii. Addressing bureaucratic barriers and how the community can work around them to address timeliness to access of benefits, restrictions, and makingthe process measures. easier for clients. iii. Reporting back to the CoC on barriers and advocating for system changes to remove barriers.. 19 Regional Homeless Action Plan — Goals, Strategies, Action 6oa12: Enure yknely, Access to the Coordinated Entry System and Homeless System of Care Strategy 2A: Increase effective 1. Increase outreach to underwived geographic areas. and equitable a. Increase outreach staff numbers and skill sets toensure clients in need are contacted and triaged intothe coordinated entry system in a timely manner. Stakeholders to outreach hire peer support and/or mr!ivldua is with lived experience for outreach teams b. Use data systems (e.g., GIS) to ensure outreach coverage to all remote areas and areas with encampments. 2. Engage in targeted outreach for underserved groups. a Certain groups have lower rates of access to LES.-those who are older, those with disabilities, adult -only households (see CES SWOT analysis) b. identify and implement strategies to increase penetration for underserved groups, utilizing strategies that may include campaigns, resources, and targeted outreach to those groups. 3. Ensure all systems have accessible outreach materials on homelessness resources. .Strategy 25 1. Increase numbers of highly qualified case managers (including case coordinators, care coordinators, housing navigators, and others in similar case management roles) Improve system in the CES to support client navigation and reduce case management-to-c I lent ratio - navigation for clients. 2. Ensure equitable access to the CES and its services (e g, through training on quality data entry, increased staffing to improve response times, and additional access points) a. Strengthen CES policies, procedures, and training to support equitable access to the CES. b. Ensure all staff across all agencies that touch CES receive twice -annual training on "screening In' clients and triaging to appropriate resources c. Al I staff should be trained in trauma informed care and motivational interviewing 20 10 5/23/2023 Regional Homeless Action Plan — Goals, Strategies, Action Goal 3: Increase Inventory of and Connections to Affordable and Permanent Housing Strategy 3A: 1. Acquire new and rehabilitated Permanent Supportive Housing units. Increase a. Rehabilitate existing housing for use by the CDC. inventory of 2. Obtain newfundingfor Rapid Rehousing. permanent housing 3. Implement shared housing models. ava ilable to CoC 4. Increase housingfocused case management and improve case management ratios and appropriate aftercare servicesto mirrorthe level ofneed ofthe client. clients. S. Coordinate with and imerltivite developers. a. Evaluate the feasibility and next steps fw immediate development of rentcontrolled apartment buildings, mufti -family housing units, and in-law units, as well as non-traditional options such as repurposed motels/hotels andjor Accessory Dwelling Units (A)Us). 6. Coordinate with and incentivite landlords. a. Develop partnershipswith landlords and enhance landlord incentive program (expand on currem wort done by The Open Door Network). 7. BKRHC to develop a summary of afordabl. housing needs that we can supplyto developers who want to develop regional approaches to affordable housingfw their projects. S. Encourage and support local governments' efforts to expand affordable housingthrough local policy, especially for extremely IowJncome households. 21 Regional Homeless Action Plan — Goals, Strategies, Action 4: Increase Access to Sunoortive Services y 4A: 1 1. Increase owadty for mental, behavioral, and physical healthcare services. that a. Increase coordination for discharge pl a n n i ng through add itiona l staff, plann i ng. and training. Services are 2. Increase availaba of supportive services that lead to self-suffiriemy through coordination of social age mies across the C.C. avai[able for all a. Have interdisciplinary teams at housing, shelter, and I access locations. housing and b. Ensure up-to-date and streamlined referral services between the I and other social se—ces that help to support client self-sufficiency, such as [for committee to shelter options. completeeg., DHHS, workforce services school systems, etc.] 22 11 5/23/2023 Regional Homeless Action Plan — Goals, Strategies, Action Goal 5: Improve Emergency Shelter Options, Increase Bridge Housing Options, and Expand Crisis Response Services. Strategy 5A: 1. Evaluate current emergency shelter options for the community, incorporating a social determinants of health model and collaborating with Built for Zero efforts to Improve variety assess the needs of the following subpopulations: youth, seniors, families with children, and those with intensive needs (acute mental health / substance abuse). of shelter a. Evaluate current emergency shelter options for their appropriateness for different unhoused populations in the community. Work with those with lived options for the experience to determine key shelter models that would be accessible and effective. community, b. Incorporate People with Lived Experience in developing program models and increasing effectiveness. 2. Develop plans for interim, non -congregate, medical respite, detox, skilled nursing, and alternative models for the following subpopulatlons: youth, seniors, families with children, and those with intensive needs. a. Work with parallel systems (e.g., healthcare) to evaluate needs for and how to implement interim and non -congregate emergency healthcare services for the houseless population, including: medical respite, detox, and skilled nursing. b. Incorporate People with Lived Experience in developing program models and increasing effectiveness. 3. Secure funding for additional emergency shelter models to be implemented. Strategy 58: 1. Expand Mobile Crisis Response Teams with additional staff. Increase a. Coordinate with medical teams to ensure outreach includes medical and crisis -response staff. community b. Increase the number of mobile crisis teams and expand their hours, to support individuals experiencing severe mental health and substance use crises, capacity for crisis -response 2. Expand behavioral health resources with after-hours service access. to mental, behavioral, 3. Ensure the community has enough healthcare -related beds for those in need. and physical a. Increase the number of beds available for substance use treatment and provide the follow-up supportive services needed to prevent relapses. healthcare b. Strategies for motivating clients to receive services (eg., recovery and housing -based peer ambassadors / specialists to support outreach; motivational needs interviewing; collaboration with Behavioral Health services to support clients to accessing services). 23 Regional Homeless Action Plan — Goals, Strategies, Action GsN & Impkmeft a SaOlfifaklt flomekss Management klhatladoa System (HMS) _ Strategy 6A: 1. Evaluate staffing and licensing needs lot HMIS participation - Evaluate a. Evaluate what is needed for agencies using HMIS to have sufficient FTE for timely and accurate data entry into HMIS. current needs i. Anecdotally, providers have expressed a need for at least one half-time staff member focused specifically on HMIS. They suggested that two providers could share one staff member at .for the HMIS's full time who is focused only on HMIS. susta i nabi I icy b. Evaluate staffing needs related to integration of HMIS across service systems (e.g., what staffing is needed to coordinate with the healthcare system within HMIS7). viand expansion 2- Acquire sustainable and renewable funding for expanded HMIS- !andsecure a. Create a budget and funding plan for HMIS ' permanent b. Evaluate how many additional licenses are needed for HMIS, and secure funding for these licenses. c. Formalize training to onboard new operators Into HMIS. sources of d. Evaluate which eligible organizations are not participating in HMIS and collaborate to encourage their participation. funding for its e. Supporting providers with changing data requirements based on funding streams. operations. 3- Formalize data report out structure and feedback loops with HMIS data. a. Formalize data report out structure (e.g., all of the main areas of the system - outreach, ESITH, Permanent Housing - reported on to the Governing Board and other stakeholders monthly). b. Ensure data is available to the public via public -facing data dashboard. c. Feedback loop to ensure (1) SPMs are up-to-date and active, and (2) Flexibility to respond when looking at that data (how to pivot strategically). Strategy 68: 1. Formalize data reporting stnictu es and feedback loops with HMS data. Formalize data a. Formalize data report out structure (e.g., all the main areas of the system — outreach, ES/rH, Permanent Housing —reported on tithe Governing Board structures for and other stakeholders monthly). HMIS. b. Ensure data is available to the public via public -facing data dashboard. c. Feedback loop to ensure (1) SPMs are up-to-date and active, and (2) Flexibility to respond when looking at that data (how to pivot strategically). 2. Evaluate data quality needs for HMIS. 3. Formalize data quality standards and data training for HMIS. 24 12 5/23/2023 Regional Homeless Action Plan — Goals, Strategies, ction Coal 7: formalize Partnerships for a Coordinated Response to Homelessness Strategy 7A: Develop 1. Develop data sharing between health and homelessness systems. data sharing between a. Use HMIS or another system as a central database across service providers. homelessness system b. Develop data sharing between health and homelessness systemsthat includes addressing privacy concerns. and other systems in the community. Strategy 7A: Strengthen 1. Create MDU or promcal to prevent institutional disc arge of the patient dlreedy ku the streets or Wher i aillimprim sfreher sibrations. referral and discharge between systems to 2. Ensure stag, bidirectional referral system between healthcare and homeless services. prevent homelessness. a. Develop a committee/ownership group to bring all stakeholders together to develop a comprehensive community -wide plan to support PEN behavioral health needs. b. Increase coordination to treatment access for those exiting systems (e.g., healthcare, criminal legal, etc.). 3. Enhance coordination between educational entities and CoC. 4. Re-entry and discharge planning to prevent homelessness for those exitag the criminal legal system. a. Develop integration bet —en the justice system (prisons and jails) for release of those without a housing plan. b. Reduce the number of formerly incarcerated who are discharged into homelessness. Outreach team will meet with current incarcerated folks to develop re-entry plans including housing options, priorto discharge. Strategy 7C: Develop 1. Develop health care innovations, including: hospital discharge; respite care; Cal -Aim programming; and hospital data collection on housing status of healthcare innovations patients. to support those a. Identillyhow many individuals in HMIS might need respite care. experiencing b. Develop a plan to eliminate gapsto service access and treatment for unsheltered people struggling with chronic and severe mental illness. homelessness. 25 Regional Homeless Action Plan — Goals, Strategies, 4ction Goal 8: Develop Public Education about Homelessness. .Strategy gA: Educate the public on what needs and services exist in ourcommunity to increase corthpassion and support for nevi services. -Strategy SR: Educate the public on what services exist so they can connect with and support service providers. .Strategy SC: Educate the public on what services exist for those seeking help. .Strategy SD: Ensure RKRHC funding for community engagement and public education, including creation of a plan for Strategies SASC and an annual repcin on progress. 1. Secure fundingfor a. Secure funding for two full-time positionswithin the CoC to support cam munity education and engagement. Staff to Support Education and Engagement 2. Develop and a.Campaign that includes landlords, people recently housed, the business community, and other leaders to dispel common myths abmhomelessness and implement Community- celebrate progress ofthecommunitys effortsto reduce and and homelessness. Wide Engagement b. Help the community understand affordable housing myths and facts (i.e.,transportation, property values, crime). Campaign c.Communication ofsuccess usingdata to stakeholders and thewider public. d.Ensure businesses, neighborhoods, faith -based organizations, and other community groups are aware of resources in the community prevent and address homelessness. e.Develop a central website with resources, educational information, progress towards Strategic Plan goals, and other relevant information. 3. Outreach to and a. Outreach and engage philanthropy, service organizations, and the faith -based community in supporting engagement campaigns. Involve Community b. Create a high school training on community fesourcesto support educatingyoung adults before they become lS and graduate. Groups to support Education and Engagement Campaign 26 13 5/23/2023 27 Regional Homeless Action Plan - Process • Develop Goals, Strategies and Action Items • Develop Metrics — Through September 2023 • Meeting bi-weekly to discuss one goal each meeting • Each goal an action plan • Started with housing at Assign Responsibility and Funding Mechanisms — October 2023 • Executive Board Approval — November 2023 • Public Distribution — Expected December 2023 Regional Homeless Action Plan - Process Goa13: Increaselmemory of and C'onnettiens to AHordable and permanent Housing Targets/Mevics eats Datatodetenn.edv-1,s ex hea: Strategy 3A:I -ease 1. Acquire new At least_ (•)new Community need for 2,136 P51-1 units. ' nventory of permanent a. Rehabilitate —sting housing for use by the CoC. PSH units "his housing avaitable to C-C 2. Obtain new funding for Rapid Rehousing. throughout the county cants: a) Vouchfferent ypes of r average average cost last yearvas $10,000 per care (al Vear[in clients (via pure Purchase, hides per year [includes seryices) 3. Implement shared housing models. building, and/or (b)New construct— - cost varies from S1501, to 114001, per unit. rehabilitetion)by_ Youcouldprobablyuseanaverageoli200,000perunit 4. Increase housing focused use management and improve case (date). These units are (c)Acquisitionh2b-cost vanes from $100k to S200k per unit. managas t ratios and appropriate aftercare services to minor the level of readytor occupancy byYucould probably use an average of$150,000 per unit. need of the client. rot included with unit) ate closer to$2,500 per 5. Coordinate w eh and incentiveve e dlopers _(dal(dl5e—es(if person, per year a. Evaluate the feasbility and n-t steps for immediate development of rent- Housng Authority estmate: coratoled apanmere bmlcings, multi -family housing units, and n-law units, as 75% vouchers well asnon-traditional options such as repurposed motelsf otels andlor 157, new construction Accessory Dwelling Units (AM), lOZ aoghehab 6. Coordnate w ith and ncentivee landlords. 2,136 X.75 • 1602 X $10,000 • i16A20 000 per year a. Develop partnerships with landlords and enhance landlord'mcentrve program 2,136X.15=320XS200,000=t64,000,000one-rime (expand on current work done by The Open Door Network). expenditwe 2,136 70 = 214 X $150,000 - i32 10U 000 one-time 7. BKla1C to develop a summary of affordable housing needs that we can expenditure supply to developers who want to develop reglonal approaches to affordable 534 X i2,500 (fa services)= i 1, 335,000 per year housing for then prolects. Start up costs: $96.100,000 8. Encourage and support local goyemments' efforts to eirpand affordable Annual costs, $17,355.000 housing through local pokey, especially for extremely low-income households. 28 14