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03/25/25 HOMELESSNESS COMMITEE REGULAR MTG
(183 HOMELESSNESS COMMITTEE POST-MEETING AGENDA BAKERSFIELD REGULAR MEETING March 25, 2025, 12:00 p.m. City Hall North Conference Room A 1600 Truxtun Avenue Members Committee Member Andrae Gonzales - Chair Committee Member Eric Arias Larry Koman 1. ROLL CALL 2. PUBLIC STATEMENTS a. Agenda Item Public Statements b. Non-Agenda Item Public Statements 3. ADOPTION OF THE MINUTES a. Adoption of the November 26, 2024 meeting minutes. Staff recommends adoption of minutes. 4. STAFF REPORTS a. Homelessness Committee Staff Report 3.25.2025 Staff recommends committee receive and file report. 5. NEW BUSINESS a. Update from the Bakersfield Kern Regional Homeless Collaborative Staff recommends the Committee receive and file the presentation. *1. Additional Materials Submitted by BKRHC 6. COMMITTEE COMMENTS 7. ADJOURNMENT U 1,21 HOUSING AND HOMELESSNESS COMMITTEE ` u MINUTES �^ mrroau�., REGULAR MEETING November 26, 2024, 12:00 p.m. City Hall North Conference Room A 1600 Truxtun Avenue Members Present: Committee MemberAndrae Gonzales - Chair Committee Member Eric Arias Members Absent: Committee Member Ken Weir City Staff: Anthony Valdez, Assistant City Manager Jennifer Byers, Economic and Community Development Director Juan Heredia, Administrative Analyst III Josh Rudnick, Deputy City Attorney Jamie Achterberg, Assistant to the City Manager Nicole Anderberg, Bakersfield Police Lieutenant Carla Reyes, City Clerk Technician Renee Taylor, Administrative Analyst II Jaritza Nunez, Management Assistant Kayla Hickey, Management Assistant Pricilla Martinez, Principal Planner Nicole Franco, Planner Alyssa Olivera, Planner I Others Present: Other Community Members 1. ROLL CALL 2. PUBLIC STATEMENTS a. Agenda Item Public Statements None. b. Non-Agenda Item Public Statements None. 1 Page 2 of 119 3. ADOPTION OF THE MINUTES a. Adoption of October 22, 2024, Regular meeting minutes Moved by: Committee Member Eric Arias Staff recommend adoption of the minutes Approved 4. STAFF REPORTS a. November 2024 - Staff update on the City's efforts to address housing and homelessness Economic and Community Development Byers made staff comments. Assistant City Manager Valdez made additional staff comments. Lieutenant Anderberg made additional staff comments. Moved by: Committee Member Eric Arias Staff recommend committee receive and file report. Approved 1. November Monthly Report 2. Additional materials provided ECD 5. NEW BUSINESS a. Discussion on moving guests of the Brundage Lane Navigation Center into permanent housing Theo Dues, Mercy House made staff comments. Moved by: Committee MemberAndrae Gonzales Staff recommends receive and file of the presentation. Approved 1. Written materials submitted by Mercy House 6. COMMITTEE COMMENTS None. 2 Page 3 of 119 7. ADJOURNMENT The meeting adjourned at 1.03 p.m. MANPREET KAUR, CHAIR JULIE DRIMAKIS, CITY CLERK 3 Page 4 of 119 • BAKERSFIELD ADMINISTRATIVE REPORT MEETING DATE: March 25,2025 AGENDA CATEGORY: Staff Reports TO: Homelessness Committee FROM: Jennifer M. Byers DATE: March 20, 2025 SUBJECT: March 2025—Staff update on the City's efforts to address homelessness Monthly report on homelessness- March 2025 RECOMMENDATION: Staff recommends committee receive and file report. BACKGROUND: The City Manager's Office, Economic and Community Development Department, and Bakersfield Police Department provide a monthly report to the Homelessness Committee.The monthly report provides data on homelessness and the Community Vitality Initiative. FISCAL IMPACT: There is no impact to the General Fund. COUNCIL GOAL: Safety and Resilience ATTACHMENTS: 1. Homelessness Monthly Report—March 2025 Page 5 of 119 BAKERSFIELD THE S 0 U N D 0IF 5,04001 ',1?P4fer Homelessness Committee Monthly Report March 2025 HOUSING The City of Bakersfield aims to ensure every Bakersfield resident has access to safe, secure, and affordable homes that meet their needs. The City contracts several companies to design, construct, and operate affordable housing projects. OMEN=. Units Units Under Units in Pre- Anticipated Project Developer Recently Completed Construction Development completion date 889 Oak Street HA 40 -- August 2024 Chelsea Auburn Street Apts. Investments -- 60 -- November 2025 Corps. 1209 M Street HA -- 4 -- December 2025 CityServe Housing CityServe 126 -- April 2025 (Homekey) Renaissance at Baker HA/CCF -- 85 -- April 2025 4t" Street Senior GHEAII -- 16 -- June 2025 Housing Ramkabir City -- -- 37 Apply for Homekey+ 800 South Baker HA -- -- 8 May 2025 City View HA -- -- 37 August 2025 Letzring Sr. Housing HA -- -- 150 2026 Bakersfield Senior Center Housing & HA -- -- 36 2026 Facility Project Niles Street HA -- -- 51 2026 Haley Housing Haley 40 2026 Housing LP South Union Danco -- -- 50 Wa/Po CCF -- -- 69 1 L'ua g e Page 6 of 119 Fairfax Commons HA -- -- 82 40 291 560 Totals 891 � 4 HOMELESSNESS Flood The City of Bakersfield contracts with Flood Ministries for street outreach services Ministries to unsheltered individuals. February Report Contacts with HomelessAverage Weekly Contacts with homeless individuals in the field 269 189 Unique Contacts with homeless individuals in the field 224 149 Service Acceptance and Resistance . Shelter Referrals 641 376 Referred individuals who accepted shelter 431 197 Referred individuals who refused shelter 373 179 Percentage of individuals refusing service 46% 48% Average Weekly City's Brundage Lane Navigation Center (BLNC) turn-aways due to 80 63 lack of dorm/pet capacity (includes field contacts, walk-in, & call-ins) BLNC turn-aways due to lack of dorm capacity 76 56 Male 44 29 Female 20 18 Couple (# of individuals) 12 9 BLNC turn-aways due to lack of pet capacity 4 7 Male 2 2 Female 2 2 Couple (# of individuals) 0 3 Transportation - - Shelters Total Transported 73 67 Transported to Brundage Lane Navigation Center 60 44 Transported to Open Door Network 10 9 Transported to The Mission 3 14 2 1 rl Page 7 of 119 OutreachRiver Medical Number of Events Total4 32 Number of Total Attendees 48 515 Number of Deliveries to Shelter 1 9 Number of Housing Placements 0 4 The City of Bakersfield contracts with the Open Door Network for a jobs program see serving multiple City functions. The City also funded an Open Door Network Jobs e s rc94magine ro be Center building near Downtown Bakersfield. February Report Total Calendar YTD Max. Capacity Filled Newly Hired Employees 1 8 -- -- Current Employees 70 -- 70 100% Male 36 -- -- -- Female 34 -1 -- -- -- Permanent Job Placements 0 2 -- -- MERCY The City of Bakersfield contracts with Mercy House to operate all aspects of HOUSE the City's Brundage Lane Navigation Center (BLNC). ReportFebruary Average Capacity Filled Weekly City's Brundage Lane Navigation Center beds filled 289 299 98% Male 133.00 135 99% Female 106.00 110 96% Couple (# of individuals) 54.00 54 100% Permanent Housing Placements Date Number of Placements 3 452 3 1 rl Page 8 of 119 *BLNC's current maximum capacity is 295 beds. Each night four(4) beds are held open for the Bakersfield Police Department to utilize which brings the functional capacity to 299. Mercy House Average Length of Stay Fiscal Year-to-Date 160 142 m 140 N 120 103 100 w N 80 59 0 60 52 35 40 22 z 20 1-7 Days 8-30 Days 31-90 Days 91-180 Days 181-365 Days >365 Days Average Length of Stay* *Average length of stay may reflect duplicate lengths of stay for all clients. Page 9 of 119 COMMUNITY VITALITY INITIATIVE The City of Bakersfield's Community Vitality Initiative (CVI) centralizes and coordinates calls for service related to homelessness. City staff report on the source of calls, types of service requested, and the teams that respond to each call. Call Sources • Computer Aided-Dispatch (CAD): calls to the Bakersfield Police Department • Internal: calls directly to the Call Center • Council: calls from City Council and the City's HELP Desk. Source Number of Calls Percent Source of Calls CAD 963 89% y 2 79 9% Internal CAI..)Council 18 2% Inlerinal C OUInCII 100% 89 Total 1060 CAD Calls Over Time 1300 1218 1200 v 1100 U 1000 909 0 N 900 757 800 660 661 780 D 700 621 Z 600 500 July August September October November December January Call Types and Response 6o% TEAM RESPONSE RATES TO s�s 1�11 Total 0CV CALLS Code LE 1-4 366 Code HE 1-2 229 40% RRT (Clean-Up) 397 0% Flood 207 Impact 847 20% *294 are co-response calls, RRT, and .0 HE 1-2 are Code Enforcement Data o% Code I...EA. code HE I RRT 4 2 (clean Up) Mood Vmpact ➢2Ser'leQ 24% .11.1.5% 26% .11.4% :56% Page 10 of 119 C7 O C 00 —+ 96' 0 o � Ln 00 ol • CN rN ' CN r o m U Ju L OE a) N ^ N — coa� N n/W` m N • u���� C � U -6 N o r IL41') r O Lr\] v I / m E OOo N0 iLr) 0 O Q >1 lif) 0')014 cq u................... IND .. 0................... C) 0 N a E H O 07 0 U N 4— J N •— © ' � E U 1 - o N 4) U N rr� � 00 ry:Y Cl u p....... � cry cry ......) I.A...I • tr") ......... .' ( I..A...I ra.... Cl G.or..: rr Cl ry:Y I rr� • BAKERSFIELD ADMINISTRATIVE REPORT MEETING DATE: February 18,2025 AGENDA CATEGORY: New Business TO: Homelessness Committee FROM: Anthony Valdez,Assistant City Manager DATE: February 18, 2025 SUBJECT: Update from the Bakersfield Kern Regional Homeless Collaborative RECOMMENDATION: Staff recommends the Committee receive and file the presentation. BACKGROUND: The Bakersfield Kern Regional Homeless Collaborative, commonly referred to as BKRHC or "the collaborative," is an independent 501(C)3 nonprofit organization that works to reduce the impacts of homelessness in Kern County through collaborative planning and action that expands access to permanent affordable housing and supportive services. The Collaborative serves as Kern County's official U.S. Housing and Urban Development recognized Continnum of Care (CoC). In 2019,following passage of the PSVS-Measure N sales tax,the City of Bakersfield, Kern County and other services providers recognized the need for one organization to "own" the region's response to homelessness.The City and County each pledged$155,000 to support on-going funding for full-time staff, creation of an Executive Board and creation of a non-Profit. City Manager Christian Clegg and Assistant City Manager Anthony Valdez both serve on the nine member Executive Board for the Collaborative. In recent years,the Collaborative has developed a new strategic plan to address homelessness, revitalized the Homeless Information Management System, coordinated homeless prevention programming, submitted successful grant applications including the Encampment Resolution Fund, and managed successful homeless Point-in-Time Counts. Representatives from the Collaborative will join the Committee for an update on the organization's work. FISCAL IMPACT: Each year the City contributes $155,000 in PSVS funding towards the operations of the Bakersfield Kern Regional Homeless Collaborative. COUNCIL GOAL: Safety and Resilience ATTACHMENTS: BKRHC Budget BKRHC Audit Page 13 of 119 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Profit & Loss per Month - ALL CLASSES July through December 2024 ElftC REGIONAL HOMELESS COLLABORATIVE Jul24 Aug24 Sep24 Oct24 Ordinary Income/Expense Income 4000-Grant Income Elevance Health(Anthem) 0.00 0.00 32,000.00 4,542.00 City of Bakersfield 0.00 0.00 155,000.00 0.00 4000-Grant Income-Other -52,117.35 353,527.25 56,701.51 260,850.28 Total 4000-Grant Income -52,117.35 353,527.25 243,701.51 265,392.28 4200-Individual Contributions 73.00 73.00 144.00 85.00 4300- Membership Dues 4,550.00 2,000.00 2,150.00 2,350.00 4400-Interest Income 20,522.26 19,373.85 16,780.00 17,192.99 4500-In-Kind Donations 1,150.00 1,150.00 1,150.00 1,150.00 Total Income -25,822.09 376,124.10 263,925.51 286,170.27 Expense 5001 -Bank&Interest Charges 66.63 44.91 84.37 165.01 5003-Computer Supplies&Software 457.32 466.75 457.32 768.71 5011 -In-Kind Expenses 1,150.00 1,150.00 1,150.00 1,150.00 5013- Liability Insurance 236.21 236.21 236.24 259.63 5014- Meeting Expense 360.00 648.74 1,166.27 223.32 5019-Payroll Expenses 5020- Executive Director 0.00 0.00 0.00 0.00 5022-Administrative Analyst 0.00 0.00 0.00 0.00 5023-Administrative Coordinator 4,616.43 4,478.50 4,833.66 4,567.42 5025-BNL Coordinator 5,045.63 1,330.94 0.00 3,115.23 5026-Administrative Assistant 1,691.00 1,700.00 1,830.00 1,704.00 5027-Program Administrator 8,738.96 6,943.74 7,317.63 6,943.74 5030-Taxes 1,526.65 1,101.81 1,068.05 1,359.89 5031 -Health Insurance 5,692.62 1,659.07 -79.84 3,489.34 5032-401(K) 1,009.84 726.41 702.06 819.51 5033-Worker's Comp 89.47 69.00 67.43 75.96 5034-Vacation Accural Expense 1,935.67 131.77 346.84 60.84 Total 5019-Payroll Expenses 30,346.27 18,141.24 16,085.83 22,135.93 5042-Printing 105.60 1,343.09 396.69 204.33 5043-Professional Develop/Education 1,543.31 0.00 1,718.56 0.00 5044-Professional Fees 5045-Accounting Fees 5,000.00 5,000.00 5,000.00 11,000.00 5047-Contract Labor 200.00 200.00 200.00 200.00 5048-Human Relations 564.70 563.13 753.78 555.26 5049-Information Technology-IT 1,250.00 1,250.00 1,666.67 1,666.67 5050- Legal Fees 416.67 416.67 416.67 0.00 5051 -Technical Assistance 582.40 574.40 381.60 389.60 5052-Payroll Processing 948.12 612.86 419.00 498.90 5054-Grant Writing/Strategic Consult 7,500.00 7,500.00 7,500.00 7,500.00 Total 5044-Professional Fees 16,461.89 16,117.06 16,337.72 21,810.43 5061 - Repair&Maintenance 1,165.91 0.00 0.00 0.00 Page 14 Of 119 Page 1 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Profit & Loss per Month - ALL CLASSES July through December 2024 ElftC REGIONAL HOMELESS COLLABORATIVE Jul24 Aug24 Sep24 Oct24 5063-Supplies 5064-Community Engagement Items 244.88 0.00 0.00 533.56 5066-Homeless Outreach 0.00 0.00 0.00 0.00 5067-Office 675.43 52.76 2,301.24 197.63 5068-PIT Count 0.00 0.00 0.00 0.00 Total 5063-Supplies 920.31 52.76 2,301.24 731.19 5071 -Utilities 5072-Alarm 57.50 57.50 0.00 57.50 5073-Gas&Electric 1,467.36 5,730.01 0.00 1,675.63 5074-Telephone&Internet 434.43 404.43 238.19 599.82 5075-Water 515.92 785.62 522.95 331.99 5071 -Utilities-Other 109.62 150.00 75.00 483.96 Total 5071 -Utilities 2,584.83 7,127.56 836.14 3,148.90 Total Expense 55,398.28 45,328.32 40,770.38 50,597.45 Net Ordinary Income -81,220.37 330,795.78 223,155.13 235,572.82 Other Income/Expense Other Expense 6000-Grant Allocation 6003-Alliance 0.00 0.00 0.00 282.00 6004-Open Door Network 1,724.31 4,540.42 4,107.40 8,569.01 6006-CAPK 15,069.80 20,987.66 0.00 36,316.83 6009-CVAF 0.00 6,080.66 0.00 10,964.27 6010-Flood 0.00 35,822.27 47,649.15 40,923.70 6012-Housing Authority -69,496.00 285,986.24 0.00 1,994.87 6013- K.C.Network for Children 0.00 0.00 1,996.47 0.00 6021 - Kern Health System 0.00 0.00 0.00 63,158.40 Others 584.54 110.00 2,948.49 2,749.33 Total 6000-Grant Allocation -52,117.35 353,527.25 56,701.51 164,958.41 Total Other Expense -52,117.35 353,527.25 56,701.51 164,958.41 Net Other Income 52,117.35 -353,527.25 -56,701.51 -164,958.41 Net Income -29,103.02 -22,731.47 166,453.62 70,614.41 Page 15 Of 119 Page 2 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Profit & Loss per Month - ALL CLASSES July through December 2024 ElftC REGIONAL HOMELESS COLLABORATIVE Nov24 Dec24 TOTAL Ordinary Income/Expense Income 4000-Grant Income Elevance Health(Anthem) 3,792.38 18,583.32 58,917.70 City of Bakersfield 0.00 0.00 155,000.00 4000-Grant Income-Other 458,889.78 140,329.36 1,218,180.83 Total 4000-Grant Income 462,682.16 158,912.68 1,432,098.53 4200-Individual Contributions 40.00 40.00 455.00 4300- Membership Dues 1,050.00 0.00 12,100.00 4400-Interest Income 16,137.38 15,223.85 105,230.33 4500-In-Kind Donations 1,150.00 1,150.00 6,900.00 Total Income 481,059.54 175,326.53 1,556,783.86 Expense 5001 -Bank&Interest Charges 17.86 2.56 381.34 5003-Computer Supplies&Software 543.57 543.57 3,237.24 5011 -In-Kind Expenses 1,150.00 1,150.00 6,900.00 5013- Liability Insurance 259.63 259.63 1,487.55 5014- Meeting Expense 2,545.25 3,166.34 8,109.92 5019-Payroll Expenses 5020- Executive Director 0.00 0.00 0.00 5022-Administrative Analyst 0.00 0.00 0.00 5023-Administrative Coordinator 4,332.77 4,553.64 27,382.42 5025-BNL Coordinator 4,263.78 4,673.77 18,429.35 5026-Administrative Assistant 1,348.00 1,448.70 9,721.70 5027-Program Administrator 6,943.74 6,943.74 43,831.55 5030-Taxes 1,425.94 1,342.07 7,824.41 5031 -Health Insurance 2,778.61 -136.38 13,403.42 5032-401(K) 847.41 883.99 4,989.22 5033-Worker's Comp 77.79 80.47 460.12 5034-Vacation Accural Expense 600.76 100.21 3,176.09 Total 5019-Payroll Expenses 22,618.80 19,890.21 129,218.28 5042-Printing 254.90 0.00 2,304.61 5043-Professional Develop/Education 2,219.58 3,095.49 8,576.94 5044-Professional Fees 5045-Accounting Fees 8,500.00 5,000.00 39,500.00 5047-Contract Labor 200.00 200.00 1,200.00 5048-Human Relations 560.35 992.43 3,989.65 5049-Information Technology-IT 1,666.67 1,666.67 9,166.68 5050- Legal Fees 833.34 416.67 2,500.02 5051 -Technical Assistance 393.60 393.60 2,715.20 5052-Payroll Processing 480.36 571.72 3,530.96 5054-Grant Writing/Strategic Consult 19,500.00 7,500.00 57,000.00 Total 5044-Professional Fees 32,134.32 16,741.09 119,602.51 5061 - Repair&Maintenance 0.00 0.00 1,165.91 Page 16 Of 119 Page 3 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Profit & Loss per Month - ALL CLASSES July through December 2024 ElftC REGIONAL HOMELESS COLLABORATIVE Nov24 Dec24 TOTAL 5063-Supplies 5064-Community Engagement Items 635.43 0.00 1,413.87 5066-Homeless Outreach 0.00 33.56 33.56 5067-Office 143.59 273.16 3,643.81 5068-PIT Count 2,171.95 3,566.20 5,738.15 Total 5063-Supplies 2,950.97 3,872.92 10,829.39 5071 -Utilities 5072-Alarm 57.50 57.50 287.50 5073-Gas&Electric 949.59 1,021.19 10,843.78 5074-Telephone&Internet 414.63 414.63 2,506.13 5075-Water 1,416.69 328.75 3,901.92 5071 -Utilities-Other 331.78 211.85 1,362.21 Total 5071 -Utilities 3,170.19 2,033.92 18,901.54 Total Expense 67,865.07 50,755.73 310,715.23 Net Ordinary Income 413,194.47 124,570.80 1,246,068.63 Other Income/Expense Other Expense 6000-Grant Allocation 6003-Alliance 0.00 0.00 282.00 6004-Open Door Network 3,417.33 6,809.76 29,168.23 6006-CAPK 24,463.67 29,733.29 126,571.25 6009-CVAF 18,780.04 0.00 35,824.97 6010-Flood 44,492.07 110,999.39 279,886.58 6012-Housing Authority 370,018.07 10,118.12 598,621.30 6013- K.C.Network for Children 0.00 219.52 2,215.99 6021 - Kern Health System 0.00 0.00 63,158.40 Others 1,510.98 1,032.60 8,935.94 Total 6000-Grant Allocation 462,682.16 158,912.68 1,144,664.66 Total Other Expense 462,682.16 158,912.68 1,144,664.66 Net Other Income -462,682.16 -158,912.68 -1,144,664.66 Net Income -49,487.69 -34,341.88 101,403.97 Page 17 Of 119 Page 4 of 4 1:48 PM Bakersfield Kern Regional Homeless Collaborative 02/04/25 Accrual Basis Grants - Budget vs. Actual Expense July 2019 through December 2024 EOW, REGIONAL HOMELESS COLLABORATIVE Jul'19-Dec 24 Budget $Over Budget Anthem Grant 2023-325 Flex Funds 0.00 50,000.00 -50,000.00 2023-324 Move in Kits 28,917.70 58,000.00 -29,082.30 Total Anthem Grant 28,917.70 108,000.00 -79,082.30 ERF2R Encampments 2023-307 CAPK 71,749.54 139,968.00 -68,218.46 2023-310 HA 4,696,000.00 4,696,000.00 0.00 2023-311 Flood 521,521.29 1,865,454.32 -1,343,933.03 2023-000 Admin-ERF2R 173,726.52 347,453.02 -173,726.50 Total ERF2R Encampments 5,462,997.35 7,048,875.34 -1,585,877.99 HHAP-1 2022 Non-Dedicated 0.00 0.00 0.00 2020-026-A01 CAPK-OS 10,337.94 10,337.94 0.00 2022-001 Alliance-OS 1,929.20 1,929.20 0.00 2022-002 Mission-OS 3,516.80 3,516.80 0.00 2022-004 Dignity-OS 2,744.00 2,744.00 0.00 2022-006 All of Us or None-OS 11,811.92 11,811.92 0.00 2022-007 BHC-OS 26,599.37 26,599.37 0.00 2022-008 Women's Center-OS 180.00 180.00 0.00 2022-019 Flood-OS 20,000.00 20,000.00 0.00 2020-001 BHC-Prev 550,000.00 550,000.00 0.00 2020-002 CVAF-Youth-OS 125,100.38 125,100.38 0.00 2020-003 HA-Incentive 30,000.00 30,000.00 0.00 2020-004 HA-Rent-RA 328,190.02 328,190.02 0.00 2020-005 CAPK-CES 78,000.00 78,000.00 0.00 2020-006 BHC-Housing-RA 50,000.00 50,000.00 0.00 2020-022 BHC-Union-OUTREACH 56,310.00 56,310.00 0.00 2020-032 AAFV-Housing-PH 33,282.00 33,282.00 0.00 2020-033 BHC-Casa-PH 8,082.00 8,082.00 0.00 2020-034 BHC-WayHome-PH 32,234.00 32,234.00 0.00 2020-035 BHC-Housing-RA 5,000.00 5,000.00 0.00 2020-036 CVAF-CARP-PH 22,287.50 22,287.50 0.00 2023-326 Flood 0.00 92,804.50 -92,804.50 2020-000 Admin-HHAP-1 78,337.35 78,337.35 0.00 Total HHAP-1 1,473,942.48 1,566,746.98 -92,804.50 HHAP#2 2022-011 BHC Case Mgmt. 150,000.00 150,000.00 0.00 2022-017 CAPK 200,000.00 200,000.00 0.00 2022-013 BHRS-HMIS 26,916.78 37,066.40 -10,149.62 2022-014 CVAF-Youth-OS 192,001.84 192,001.84 0.00 2022-015A BKRHC-RemovingBarrier 60,366.80 60,366.80 0.00 2022-016 BKRHC-Moving In Kits 50,000.00 50,000.00 0.00 2022-000 Admin-HHAP-2 15,567.89 51,892.96 -36,325.07 Total HHAP#2 694,853.31 741,328.00 -46,474.69 Page 18 Of 119 Pagel of 2 1:48 PM Bakersfield Kern Regional Homeless Collaborative 02/04/25 Accrual Basis Grants - Budget vs. Actual Expense July 2019 through December 2024 11§dmc REGIONAL HOMELESS, COLLABORATIVE Jul'19-Dec 24 Budget $Over Budget HHAP#3 2023-300 Open Door 300,000.00 300,000.00 0.00 2023-301 K.C.Network for Child 25,556.31 60,000.00 -34,443.69 2023-303 HA 363,261.40 940,000.00 -576,738.60 2023-304 Flood 1,855.59 50,000.00 -48,144.41 2023-306 KHS-HMIS 63,158.40 99,530.00 -36,371.60 2023-308 CVAF 53,010.03 212,883.00 -159,872.97 2023-313 CAPK 98,149.41 150,000.00 -51,850.59 2023-000 Admin HHAP-3 69,671.00 139,342.00 -69,671.00 HHAP#3-Other 0.00 38,844.73 -38,844.73 Total HHAP#3 974,662.14 1,990,599.73 -1,015,937.59 HHAP-4 2023-312 Open Door 0.00 300,000.00 -300,000.00 2023-314 Move In Kits 70,947.82 95,030.81 -24,082.99 2023-322 Casa Esperanza 0.00 100,000.00 -100,000.00 2023-000 Admin-HHAP#4 22,373.84 74,579.44 -52,205.60 HHAP-4-Other 0.00 495,810.31 -495,810.31 Total HHAP-4 93,321.66 1,065,420.56 -972,098.90 Kaiser 2.0 2022-020 CVAF-CARP 0.00 21,636.00 -21,636.00 2022-000 Admin-Kaiser2.0 0.00 2,404.00 -2,404.00 Kaiser 2.0-Other 0.00 0.00 0.00 Total Kaiser 2.0 0.00 24,040.00 -24,040.00 TOTAL 8,728,694.64 12,545,010.61 -3,816,315.97 Page 19 Of 119 Page 2 of 2 10:10AM Bakersfield Kern Regional Homeless Collaborative 02/06/25 Accrual Basis Operating Budget vs. Actual July through December 2024 ERIM COLLABORATIVE Jul-Dec 24 Budget $over Budget Ordinary Income/Expense Income 4000 •Grant Income Elevance Wealth(Anthem) 32,000.00 City of Bakersfield 155,000.00 155,000.00 0.00 County of Kern 0.00 155,000.00 -155,000.00 CoC-23 0.00 442,534.00 -442,534.00 4000 •Grant Income-other 100,000.00 0.00 100,000.00 Total 4000 •Grant Income 287,000.00 752,534.00 -465,534.00 4001 •Admin Fees from Grants WWAP-2 0.00 10,378.59 -10,378.59 WWAP-3 0.00 46,447.33 -46,447.33 WWAP-4 0.00 14,915.89 -14,915.89 ERF2R 0.00 115,817.67 -115,817.67 4001 •Admin Fees from Grants-other 0.00 0.00 0.00 Total 4001 •Admin Fees from Grants 0.00 187,559.48 -187,559.48 4100 •Corporate Contributions 0.00 10,000.00 -10,000.00 4200 Individual Contributions 455.00 2,200.00 -1,745.00 4300 Membership Dues 12,100.00 10,500.00 1,600.00 4400 Interest Income 105,230.33 150,000.00 -44,769.67 4500 In-Kind Donations 6,900.00 13,800.00 -6,900.00 Total Income 411,685.33 1,126,593.48 -714,908.15 Expense 5001 Bank&Interest Charges 381.34 1,300.00 -918.66 5003 Computer Supplies&Software 3,237.24 6,500.00 -3,262.76 5008 Dues&Subscriptions 0.00 1,000.00 -1,000.00 5011 In-Kind Expenses 6,900.00 13,800.00 -6,900.00 5013 Liability Insurance 1,487.55 3,500.00 -2,012.45 5014• Meeting Expense 8,109.92 8,500.00 -390.08 5015• Mileage 0.00 2,000.00 -2,000.00 5019 •Payroll Expenses 5020 Executive Director 0.00 130,000.00 -130,000.00 5022 Administrative Analyst 0.00 70,000.00 -70,000.00 5023 Administrative Coordinator 27,382.42 54,000.00 -26,617.58 5025 BNL Coordinator 18,429.35 65,000.00 -46,570.65 5026 Administrative Assistant 9,721.70 20,000.00 -10,278.30 5027 Program Administrator 43,831.55 92,000.00 -48,168.45 5030 •Taxes 7,824.41 30,000.00 -22,175.59 5031 • Wealth Insurance 13,403.42 40,000.00 -26,596.58 5032 •401(K) 4,989.22 17,000.00 -12,010.78 5033 Worker's Comp 460.12 3,500.00 -3,039.88 5034 Vacation Accural Expense 3,176.09 5,500.00 -2,323.91 5035 Market Compensation Adjustment 0.00 40,000.00 -40,000.00 Page 20 of 119 Pagel of 2 10:10AM Bakersfield Kern Regional Homeless Collaborative 02/06/25 Accrual Basis Operating Budget vs. Actual July through December 2024 ERIM COLLABORATIVE Jul-Dec 24 Budget $Over Budget Total 5019 •Payroll Expenses 129,218.28 56 -437,781.72 5041 Postage&Freight 0.00 300.00 -300.00 5042 Printing 2,304.61 5,000.00 -2,695.39 5043 Professional Develop/Education 8,576.94 15,000.00 -6,423.06 5044 Professional Fees 5045 Accounting Fees 39,500.00 80,000.00 -40,500.00 5047 Contract Labor 1,200.00 10,000.00 -8,800.00 5048 Human Relations 3,989.65 8,000.00 -4,010.35 5049 Information Technology-IT 9,166.68 25,000.00 -15,833.32 5050 Legal Fees 2,500.02 5,000.00 -2,499.98 5051 Technical Assistance 2,715.20 5,000.00 -2,284.80 5052 Payroll Processing 3,530.96 5,500.00 -1,969.04 5054 Grant Writing/Strategic Consult 57,000.00 50,000.00 7,000.00 Total 5044•Professional Fees 119,602.51 188,500.00 -68,897.49 5061 • Repair&Maintenance 1,165.91 5,000.00 -3,834.09 5063 •Supplies 5064 Community Engagement Items 1,413.87 5,000.00 -3,586.13 5066 Homeless Outreach 33.56 5067 Office 3,643.81 15,000.00 -11,356.19 5068 PIT Count 5,738.15 20,000.00 -14,261.85 Total 5063 •Supplies 10,829.39 40,000.00 -29,170.61 5071 •Utilities 5072 Alarm 287.50 20,000.00 -19,712.50 5073 Gas&Electric 10,843.78 10,000.00 843.78 5074 Telephone&Internet 2,506.13 7,500.00 -4,993.87 5075 Water 3,901.92 5,000.00 -1,098.08 5071 Utilities-Other 1,362.21 4,100.00 -2,737.79 Total 5071 •Utilities 18,901.54 46,600.00 -27,698.46 Total Expense 310,715.23 904,000.00 -593,284.77 Net Ordinary Income 100,970.10 222,593.48 -121,623.38 Net Income 100,970.10 222,593.48 -121,623.38 Page 21 of 119 Page 2 of 2 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Balance Sheet As of December 31, 2024 E0111 ftla l� o REGION IL HOMELESS COLLABORATIVE Jul 31,24 Aug 31,24 Sep 30,24 Oct 31,24 ASSETS Current Assets Checking/Savings 1000- Mission Operating#4975 482,716.97 399,289.64 313,768.72 282,311.22 1002- Mission Money Mkt#6773 100,351.50 100,374.18 100,317.49 100,351.09 1003- Mission ICS#773 5,380,492.73 5,401,843.90 4,775,330.59 4,794,039.98 Total Checking/Savings 5,963,561.20 5,901,507.72 5,189,416.80 5,176,702.29 Accounts Receivable 11000-"Accounts Receivable 245,697.00 245,697.00 245,697.00 245,697.00 Total Accounts Receivable 245,697.00 245,697.00 245,697.00 245,697.00 Total Current Assets 6,209,258.20 6,147,204.72 5,435,113.80 5,422,399.29 Other Assets 1400-Prepaid Expenses 1401 -Human Relations 1,350.00 1,181.25 1,012.50 843.75 1402- Liability Insurance 472.45 236.24 3,115.54 2,855.91 1403-IT Subscription 1,250.00 0.00 18,333.33 16,666.66 Total 1400-Prepaid Expenses 3,072.45 1,417.49 22,461.37 20,366.32 Total Other Assets 3,072.45 1,417.49 22,461.37 20,366.32 TOTAL ASSETS 632123330.65 631483622.21 534573575.17 534423765.61 LIABILITIES&EQUITY Liabilities Current Liabilities Accounts Payable 1500-Accounts Payable 549,404.42 861,422.95 90,513.84 173,365.25 Total Accounts Payable 549,404.42 861,422.95 90,513.84 173,365.25 Credit Cards 1600- MasterCard#4073 1,513.05 1,913.03 3,676.15 298.34 Total Credit Cards 1,513.05 1,913.03 3,676.15 298.34 Other Current Liabilities 1900-Accrued Vacation Leave 9,294.21 9,425.98 9,772.82 9,833.66 2000-Deferred 2002-State of California-HHAP#1 108,356.49 108,356.49 108,356.49 107,922.62 2005-State of California-HHAP#2 10,149.62 10,149.62 10,149.62 10,149.62 2006-State of California-Admin#2 20,757.19 20,757.19 20,757.19 20,757.19 2007-State of California-HHAP#3 1,490,498.87 1,468,792.41 1,468,792.41 1,369,411.34 2008-State of California-Admin#3 92,894.67 92,894.67 92,894.67 92,894.67 2009-State of California-HHAP#4 953,723.64 946,721.73 938,249.37 927,075.27 2010-State of California-Admin#4 59,663.55 59,663.55 59,663.55 59,663.55 2016- Kaiser 2.0 24,040.00 24,040.00 24,040.00 24,040.00 2018- ERF2R-Encampment 1,986,401.19 1,661,582.31 1,615,353.16 1,565,925.79 2019- ERF2R-Admin 231,635.35 231,635.35 231,635.35 231,635.35 2020- Elevance Health(Anthem) 90,000.00 90,000.00 56,000.00 51,458.00 2021 -Anthem-Admin 10,000.00 10,000.00 10,000.00 10,000.00 Page 22 Of 119 Page 1 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Balance Sheet As of December 31, 2024 E0111 ftla l� o REGION IL HOMELESS COLLABORATIVE Jul 31,24 Aug 31,24 Sep 30,24 Oct 31,24 Total 2000-Deferred 5,078,120.57 4,724,593.32 4,635,891.81 4,470,933.40 Total Other Current Liabilities 5,087,414.78 4,734,019.30 4,645,664.63 4,480,767.06 Total Current Liabilities 5,638,332.25 5,597,355.28 4,739,854.62 4,654,430.65 Total Liabilities 5,638,332.25 5,597,355.28 4,739,854.62 4,654,430.65 Equity 3200-Unrestricted Net Assets 603,101.42 603,101.42 603,101.42 603,101.42 Net Income -29,103.02 -51,834.49 114,619.13 185,233.54 Total Equity 573,998.40 551,266.93 717,720.55 788,334.96 TOTAL LIABILITIES&EQUITY 632123330.65 631483622.21 53457,575. 77 534423765.61 Page 23 Of 119 Page 2 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Balance Sheet As of December 31, 2024 E0111 ftla l� o REGION IL HOMELESS COLLABORATIVE Nov 30,24 Dec 31,24 ASSETS Current Assets Checking/Savings 1000- Mission Operating#4975 107,774.55 347,806.92 1002- Mission Money Mkt#6773 100,338.80 100,327.19 1003- Mission ICS#773 4,860,939.65 4,054,769.13 Total Checking/Savings 5,069,053.00 4,502,903.24 Accounts Receivable 11000-"Accounts Receivable 245,697.00 245,697.00 Total Accounts Receivable 245,697.00 245,697.00 Total Current Assets 5,314,750.00 4,748,600.24 Other Assets 1400-Prepaid Expenses 1401 -Human Relations 675.00 506.25 1402- Liability Insurance 2,596.28 2,336.65 1403-IT Subscription 14,999.99 13,333.32 Total 1400-Prepaid Expenses 18,271.27 16,176.22 Total Other Assets 18,271.27 16,176.22 TOTAL ASSETS 533333021.27 437643776.46 LIABILITIES&EQUITY Liabilities Current Liabilities Accounts Payable 1500-Accounts Payable 521,629.41 146,937.33 Total Accounts Payable 521,629.41 146,937.33 Credit Cards 1600- MasterCard#4073 3,858.93 3,460.55 Total Credit Cards 3,858.93 3,460.55 Other Current Liabilities 1900-Accrued Vacation Leave 10,434.42 10,534.63 2000-Deferred 2002-State of California-HHAP#1 102,922.62 92,804.50 2005-State of California-HHAP#2 10,149.62 10,149.62 2006-State of California-Admin#2 20,757.19 20,757.19 2007-State of California-HHAP#3 962,906.23 946,266.59 2008-State of California-Admin#3 92,894.67 92,894.67 2009-State of California-HHAP#4 922,181.32 919,893.30 2010-State of California-Admin#4 59,663.55 59,663.55 2016- Kaiser 2.0 24,040.00 24,040.00 2018- ERF2R-Encampment 1,523,435.07 1,412,151.49 2019- ERF2R-Admin 231,635.35 231,635.35 2020- Elevance Health(Anthem) 97,665.62 79,082.30 2021 -Anthem-Admin 10,000.00 10,000.00 Page 24 Of 119 Page 3 of 4 Accrual Basis Bakersfield Kern Regional Homeless Collaborative Balance Sheet As of December 31, 2024 E0111 ftla l� o REGION IL HOMELESS COLLABORATIVE Nov 30,24 Dec 31,24 Total 2000-Deferred 4,05 3,899,338.56 Total Other Current Liabilities 4,068,685.66 3,909,873.19 Total Current Liabilities 4,594,174.00 4,060,271.07 Total Liabilities 4,594,174.00 4,060,271.07 Equity 3200-Unrestricted Net Assets 603,101.42 603,101.42 Net Income 135,745.85 101,403.97 Total Equity 738,847.27 704,505.39 TOTAL LIABILITIES&EQUITY 533333021.27 437643776.46 Page 25 Of 119 Page 4 of 4 i k f i i { k f i f i III f Mi I i�� M� Mf1 EM�M�M.I REGIONAL H M E L E� S »»»»»»»»»»»>IIIII Il1l1l1i11l 11l1llllllllll++ 4a, CLLRTIE FINANCIAL REPORT �, � IIIIIIIIIII;{IIIIIIIIIIIII+p June 30, 2024 i i ���� r rrrrr� rr�I4 ro,�,I4ili �l Page 26 of 119 CONTENTS INDEPENDENT AUDITOR'S REPORT 1-2 FINANCIAL STATEMENTS Statements of financial position 3 Statements of activities 4 Statements of cash flows 5 Statements of functional expenses 6 Notes to financial statements 7-9 Page 27 of 119 /rF DANIEL S PHIILLIPS �VAUGHAN & BOCK CPAs and Advisors Member of AICPA Division for Firms Private Companies Practice Section PATRICK W.PAGGI INDEPENDENT AUDITOR'S REPORT To the Board of Directors Bakersfield-Kern Regional Homeless Collaborative Bakersfield, California Opinion We have audited the financial statements of Bakersfield-Kern Regional Homeless Collaborative (the Collaborative), which comprise the statements of financial position as of June 30, 2024 and 2023, the related statements of activities, cash flows and functional expenses for the years then ended, and the related notes to the financial statements. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Collaborative as of June 30, 2024 and 2023, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America. Basis for Opinion We conducted our audits in accordance with auditing standards generally accepted in the United States of America (GAAS). Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the Collaborative and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audits. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about the Collaborative's ability to continue as a going concern within one year after the date that the financial statements are issued or available to be issued. -1- 300 New Stine Road—Bakersfield,CA 93309—Tel.661.834.7411—Fax.661.834.4839—www.dpvb.com Page 28 of 119 Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements. In performing an audit in accordance with GAAS, we: • Exercise professional judgment and maintain professional skepticism throughout the audit. • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Collaborative's internal control. Accordingly, no such opinion is expressed. • Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements. • Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Collaborative's ability to continue as a going concern for a reasonable period of time. We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control—related matters that we identified du/riinnfig the audit. DGvYVL?/CrC/y I f'VLC�f/V}� & -5'O C4 Bakersfield, California January 31,2025 -2- Page 29 of 119 BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE STATEMENTS OF FINANCIAL POSITION June 30, 2024 and 2023 2024 2023 ASSETS Current Assets Cash and cash equivalents $ 6,090,329 $ 3,393,057 Grants receivable 245,697 21,474 Prepaid expenses 4,728 3,822 Total assets $ 6,340,754 $ 3,418,353 LIABILITIES AND NET ASSETS Current Liabilities Accounts payable $ 704,291 $ 149,419 Accrued expenses 7,359 10,847 Deferred revenue 5,026,004 2,868,800 Total current liabilities 5,737,654 3,029,066 Commitment (Note 5) Net Assets Without Donor Restrictions 603,100 389,287 Total liabilities and net assets $ 6,340,754 $ 3,418,353 See Notes to Financial Statements. - 3- Page 30 of 119 BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE STATEMENTS OF ACTIVITIES Years Ended June 30, 2024 and 2023 2024 2023 Revenue and support: Contracts and grants $ 6,784,738 $ 1,352,157 Contributions: Cash 18,585 22,779 In-kind (Note 1) 13,800 13,800 Membership dues 11,742 11,250 Interest 218,684 49,209 Total revenue and support 7,047,549 1,449,195 Expenses: Programs 6,709,376 1,468,244 General and administrative 124,360 110,950 Total expenses 6,833,736 1,579,194 Change in net assets without donor restrictions 213,813 (129,999) Net assets without donor restrictions, beginning 389,287 519,286 Net assets without donor restrictions, ending $ 603,100 $ 389,287 See Notes to Financial Statements. -4- Page 31 of 119 BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE STATEMENTS OF CASH FLOWS Years Ended June 30, 2024 and 2023 2024 2023 Cash Flows From Operating Activities Change in net assets without donor restrictions $ 213,813 $ (129,999) Changes in assets and liabilities: (Increase) decrease in: Grants receivable (224,223) 191,568 Prepaid expenses (906) (167) Increase (decrease)in: Accounts payable and accrued expenses 551,384 (13,907) Deferred revenue 2,157,204 774,754 Net cash provided by operating activities 2,697,272 822,249 Net increase in cash and cash equivalents 2,697,272 822,249 Cash and cash equivalents: Beginning 3,393,057 2,570,808 Ending $ 6,090,329 $ 3,393,057 See Notes to Financial Statements. - 5- Page 32 of 119 O M — LC) — qt r- I-- lqt N O 0 O O LC) LO O LO 00 O N LO 00 LO 0 O N M N O N r- M 0 0 0 00 r- r- - LC) LC) 0.) � 0.) 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O 00 M N N N M W ++ CO LO O 1� Cl Cl N N N Cl) O O Cl) 00 CY) O O Q 0 i (Y) m -a > 00 O O T" O M 1,- N 00 LO O O N Q T- O ' O W to M to " ' ' O ' 0) co Ito 'r_ �' O O O O 00 M O 00 N M qe M J N O " qe qe Lt) P.- N 00 N Ito N a O N = ;_ cn (' 'a Q ff} ff} W J W cn qe00tiClqeOONOqeOCO I,- CO O to LO O O Cl) O O O N O O qe O N O ' ti M N N qe 00 CO O M 00 O N Lp M M O Z O O ti M O 00 Lp O O ti O M N O N O W i CO LO 1,- N N N O O O M 1l. J X N o c4 c4 Z W Na.N W O H 0 E Z U N a, Z c c 111 Cl) U) ., a� > E � c 0- N c o 0 0 3 acne °? o Q c J S > co L c 0) U W L cn c L.L LL Z O O O O Wm O U W W (n L E Co (n E o Y Q C Q U :� Q Q H N E Co O O cn � Co m fn � CDcna" U SU) am ry- 0a- Da_ fl� 0 (n BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE NOTES TO FINANCIAL STATEMENTS Note 1. Nature of the Collaborative and Significant Accounting Policies Nature of activities: Bakersfield-Kern Regional Homeless Collaborative (the Collaborative) is a not-for- profit organization, formed September 25, 2019, whose mission is to put an end to homelessness in Kern County through collaborative planning and action. The Collaborative is designated as the Bakersfield / Kern County CA-604 Continuum of Care, designed to promote community-wide commitment to the goal of ending homelessness; provide funding for efforts by nonprofit providers, and state and local governments to quickly rehouse homeless individuals and families. Together they are a collective action, committed to ending homelessness. The members of the Collaborative strive towards "housing first". When people are housed first basic needs are met faster, helping them live independently and minimizes the costs to communities. A summary of the accounting policies are as follows: Basis of presentation: The financial statements of the Collaborative have been prepared in accordance with accounting principles generally accepted in the United States of America ("US GAAP"), which require the Collaborative to report information regarding its financial position and activities according to the following net asset classifications: Net assets without donor restrictions: Net assets that are not subject to donor-imposed restrictions and may be expended for any purpose in performing the primary objectives of the Collaborative. These net assets may be used at the discretion of the Collaborative's management and the board of directors. Net assets with donor restrictions: Net assets subject to stipulations imposed by donors, and grantors. Some donor restrictions are temporary in nature; those restrictions will be met by actions of the Collaborative or by the passage of time. Other donor restrictions are perpetual in nature, where by the donor has stipulated the funds be maintained in perpetuity. Donor restricted contributions are reported as an increase in net assets with donor restrictions. When a restriction expires, net assets are reclassified from net assets with donor restrictions to net assets without donor restrictions in the statements of activities. Measure of operations: The statements of activities reports all changes in net assets, including changes in net assets from operating and nonoperating activities. Operating activities consist of those items attributable to the Collaborative's ongoing activities. Nonoperating activities are limited to resources that are more unusual or nonrecurring in nature. Use of estimates: The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Cash and cash equivalents: For purposes of reporting cash flows, the Collaboration considers all cash accounts and money market accounts which are not subject to withdrawal restrictions or penalties to be cash equivalents. The Collaborative maintains its cash in bank deposit accounts which, at times, may exceed federally insured limits. The Collaborative has not experienced any losses in such accounts. The Collaborative believes it is not exposed to any significant credit risk on cash and cash equivalents, and has adopted an insured cash sweep account to minimize the credit risk on cash and cash equivalents. - 7- Page 34 of 119 BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE NOTES TO FINANCIAL STATEMENTS Grants receivable: The Collaborative's receivables relate to cost-reimbursements provided under contracts and grants with the County of Kern, State of California, U.S. Department of Housing and Urban Development as well as private foundations. Revenue and support: Contributions received and unconditional promises to give are measured at their fair values and are reported as an increase in net assets. The Collaborative reports gifts of cash and other assets as restricted support if they are received with donor stipulations that limit the use of the donated assets, or if they are designated as support for future periods. When a donor restriction expires, that is, when a stipulated time restriction ends or purpose restriction is accomplished, net assets with donor restrictions are reclassified to net assets without donor restrictions and reported in the statements of activities as net assets released from restrictions. Donor-restricted contributions whose restrictions are met in the same reporting period are reported as support without donor restrictions. Donated facilities: In-kind contributions for each of the years ended June 30, 2024 and 2023 totaled $13,800 and has been recognized in the statements of activities as in-kind revenue and occupancy expense. Facility donations are recorded and reflected in the accompanying financial statements at their fair values at the date of receipt. Public relations and advertising: Public relations and advertising costs are expensed when incurred. Public relations and advertising costs amounted to $2,527 and $4,740 for the years ended June 30, 2024 and 2023, respectively. Income taxes: The Collaborative is a not-for-profit corporation and has been recognized as tax exempt pursuant to Section 501(c)(3) of the Internal Revenue Code and related California Franchise Tax Board code sections. Under the accounting standard guidance on accounting for uncertainty in income taxes, which address the determination of whether tax benefits claimed or expected to be claimed on a tax return should be recorded in the financial statements, the Collaborative may recognize the tax benefit from an uncertain tax position only if it is more-likely-than-not that the tax position will be sustained on examination by taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. The guidance on accounting for uncertainty in income taxes also addresses de-recognition, classification, interest and penalties on income taxes, and accounting in interim periods. Management evaluated the Collaborative's tax positions and concluded that they had taken no uncertain tax positions that require adjustment to the financial statements to comply with the provisions of this guidance. Functional allocation of expenses: The cost of providing the various programs and other activities are summarized on a functional basis in the statements of activities. Management allocates costs between general and administrative or the appropriate program based on evaluations of the related benefits. General and administrative expenses include those expenses that are not directly identifiable with any other specific function but provide for the overall support and direction of the Collaborative. Indirect expenses, such as utilities, are allocated based on the amount of square footage each program occupies in the building. Subsequent events: Management has evaluated subsequent events through January 31, 2025, the date on which the financial statements were available to be issued. There were no subsequent events identified by management that would require disclosure in the financial statements. - 8- Page 35 of 119 BAKERSFIELD-KERN REGIONAL HOMELESS COLLABORATIVE NOTES TO FINANCIAL STATEMENTS Note 2. Financial Assets and Liquidity of Resources The following table represents the Collaborative's financial assets at June 30, 2024 and 2023, reduced by amounts not available for general expenditure within one year. Financial assets are considered unavailable if they represent funds held for other agencies and net assets with donor restrictions. 2024 2023 Financial assets: Cash and cash equivalents $ 6,090,329 $ 3,393,057 Grants receivable 245,697 21,474 Financial assets available to meet general expenditures over the next twelve months $ 6,336,026 $ 3,414,531 The Collaborative's goal is to meet operating needs as they come due. Note 3. Concentrations of Revenue For the year then ended June 30, 2024, 85% of the Collaborative's revenue was received from one grantor agency. For the year then ended June 30, 2023, 93% of the Collaborative's revenue was received from three grantor agencies. Management believes the contracts will be renewed on an ongoing basis. Note 4. Retirement Plan The Collaborative has established a salary deferral plan under section 401(k) of the Internal Revenue Code. The plan allows eligible employees to defer a portion of their compensation ranging from 1% to 91%. Such deferrals accumulate on a tax deferred basis until the employee withdraws the funds. The Collaborative is required to match a portion of the employees' contribution. For 2024 and 2023, the rate of the Collaborative match was 5%. Total expense recorded for the Collaborative's match was $18,216 and $14,062 for the years ended June 30, 2024 and 2023, respectively. Note 5. Commitment The Collaborative has a lease agreement with the County of Kern to occupy office space for a three-year period, with an option to extend for an additional two-year period. The agreement requires the Collaborative to operate and maintain the premises in exchange for occupying the facility rent free. - 9- Page 36 of 119 W W W � U w? � • (A v�i LLI LL 144 qj 1 0 �a = co o = a Q: w � T �I UJ z �o co V) �V QW J m w Il 11 11 11 1 J J J J J 0 J pppppp- (AE u�l W a, w° � o on on � � � O 7 (0 7 � 2 two 2 -p 0 m �Q O 4-10 O M„Mn erf' v, O p a u u O u p a) C C0 a) p l _ L a) L C L C III L �'' L f0 Ln N .O L �'' O L v L E L to rJ a1 rJ rJ j to rJ a1 a1 �_ a1 0 a) 0 Ln v o � t •� vt ? v ? w x >- n ow u Lnin x >- n inE = dL" E u � III 00 M fV O` O N 00 O 00 � Ln N fV Ln 00 O 0) %O M O O � %0 M 0 �lil�l hill j Ln r CD r14 a) co o O �O O M 00 Lr! %0 M %0 � %0M O M M N 00 � M rl III Ln M O M 00 a,. 00 N N LP) O� N �O I M M Ln III�III�IIIIIIIIIIIG � � � � � 0 L17 O "O I- %0N Ln a,. %0 %0 M a,. 00 00 re %O u uum ��IVi N 00 '11�i %0 fV 11, 00 l 111 I�I�IIIIIIIII IIIIIIIIII� � I N N N N N O O O O O N N N N N uuuuuuuuu U�1 d 0 O O O O M M M M «rraa uuuu uumuu Iliii���� uuu Illllllili � N M L17 Il 11 11 11 1 J J J J J L o J pppppp- H > u�l L W in 4-) 1.-1 0- m L �0 rn 4J�� 0 rn M N L m � L d o L L Lon U 4-L L Ln L L Ln L L L i x EL L on Il 11 11 11 1 J J J J J o W H m W Q m rn 0 O Ln r Cc: CIO ^ 1- 0 ^ C: L E90 Ill- Ill- — cn E U. i •• ® ® �", cn uuuuuuuuuuuuum -6-� ®^� d� uum > 14 = _ d-d Cu yJ L as) r L � Puummi � . . uu ®� uuuuuuuuuuuuuuuuu �%/i�, �%/i�, �%/i�, uuuuuu�uuuuuuuu Il 11 11 11 1 J J J J J o J pppppp- u�l W m v bb 0 a� d c, CN 4- bb +� � _ c, +� v uuuuuuuuuuum L 15 ui on +� i uu @s � Lu pppppp- CN E co 2 D- on 4-0 tn ca Il 11 11 11 1 J J J J J 0 J pppppp- (A o �1! LY Ln 7, C) C�4 uu � muuuum I IIIIIIII III�,I _0on � o co Cd d uiiillVuuumu L IIIIW u L LL- uuuuuuuuuumllllp!!ii L 4-1 > uumumuuuuuuuu /~ d� uuuu uuuum L— A L @s m F Z Q " LU LU 45 cu d ILLU too H o Qg V Y m 3 IIIIII REGIOHAL HOMELESS COLLABORATIVE Keiiinin County HairneLess StiiirategiiIic -bil III III May 2024 The Strategic Plan to Address Homelessness in Kern County seeks to strengthen the current system of care so that it has the capacity to meet the full needs of the Kern County community. The Plan adopts eight goals that, collectively, are designed to do three things: (1) reduce the number of people and families flowing into the homeless system of care, (2) deliver better help to the people and families who do experience homelessness, and (3) increase the number of people and families who exit the homeless system of care to permanent and stable housing arrangements. L 11 I'llillilli����������������������������������������� Inflow 'AA 'AAA °"""'"»»111111111111 :Strengthen Support IIIIIII� Increase Outflow GOAL is Reduce Inflow. By strengthening and targeting prevention and diversion, we seek to reduce the number of people and families flowing into the homeless system of care. OBJECTIVE l: Reduce the number of persons experiencing homelessness through prevention and diversion. STRATEGY 1A: Increase prevention and diversion resources and services. STRATEGY 113: Reduce homelessness for those exiting institutions. Page 1 of 3 Page 45 of 119 STRATEGY 1C: Utilize data across systems to identify themes and trends for homelessness and those at-risk of homelessness. STRATEGY 1D: Ensure that homeless and formerly homeless people are represented throughout the system to support lived experience perspective in resource development, planning and advisement of service provision. STRATEGY 1E: Educate the public on what services exist for those at risk of homelessness. STRATEGY 1F: Improve economic security and workforce development programs that target those who are at risk of homelessness. OBJECTIVE 2: Increase timely, equitable access to Coordinated Entry System (CES). STRATEGY 2A: Expand outreach services throughout Kern County. STRATEGY 2B:Improve system navigation of CES for clients. GOA III,,,,,, w Strengthen SLIPP0111. With better sac tr(--;„ach, improved access to physical and behavioral health ,supports, rnor(--;� housing options and increased coordination across providers, the l lanseeks to getbetter heirk , faster, and to more people, OBJECTIVE 3: Use data across the system to measure inflow, access to service, and outflow to measure program success and achievements. STRATEGY 3A: Develop and implement a plan to expand HMIS license access and sustainability for HMIS programming. STRATEGY 3B: Develop a data dashboard for HMIS to demonstrate key metrics for homeless goals. STRATEGY 3C: Complete a full assessment of utilization of the HMIS system and user activity. STRATEGY 3D: Utilize data to make equity informed decisions and develop solutions to support equitable access for services and resources. OBJECTIVE 4: Increase access to supportive services. STRATEGY 4A: Ensure that wraparound and case management services are available for all housing and shelter options. STRATEGY 4B: Increase the capacity and training for crisis response to behavioral and physical health care needs. STRATEGY 4C: Enhance support for homeless specialty sub-populations. STRATEGY 4D: Improve economic security, healthcare, and behavioral health care access for those who are homeless. OBJECTIVE 5: Improve emergency shelter options to increase access to quality emergency shelter beds. STRATEGY 5A: Support resources for innovative plans that address the needs of specialty homeless sub-populations. STRATEGY 5B: Strengthen referral and discharge between service providers to prevent unsheltered homelessness. STRATEGY 5C: Better prepare emergency shelter clients to achieve housing stability. STRATEGY 5D: Develop disaster contingency plans for sheltered and unsheltered individuals. Page 2 of 3 Page 46 of 119 OBJECTIVE 6: Increase the inventory and access to interim, transitional, and bridge housing. STRATEGY 6A: Increase advocacy, funding, resources, and services for interim, transitional, and bridge housing. STRATEGY 613: Utilize data to identify and prioritize the needs for specialty sub-populations to have equitable access to interim, bridge, and transitional housing options. GOAL 3: Increase Outflow. The Strategic Plan calls for a significant investment in affordable housing and related supportive services so that more people and families experiencing homelessness can exit the homeless system of care to permanent and stable housing options OBJECTIVE 7: Increase the inventory and access to affordable, permanent housing. STRATEGY 7A: Encourage and support local efforts to increase affordable housing. STRATEGY 713: Increase the number of Rapid Re-Housing beds. STRATEGY 7C: Coordinate and incentivize developers to increase affordable housing. STRATEGY 7D: Increase landlord engagement to create more available units. OBJECTIVE 8: Reduce recidivism for those exiting into permanent housing. STRATEGY 8A: Enhance availability of after-care case management programs. Page 3 of 3 Page 47 of 119 a ���Illll�llm� YY YYY C Address REGIONAL HOMELESS �I COLLABORATIVE ----A-----�l May 2024 EXECUTIVE SUMMARY.............................................................................................................................2 INTRODUCTION .........................................................................................................................................6 Strategic Planning Process....................................................................................................................... 10 BACKGROUND ON HOMELESSNESS IN KERN COUNTY...............................................................12 1. What does homelessness look like?........................................................................................................ 12 2. What causes homelessness?................................................................................................................. 12 3. Who is the Kern County homeless system of care serving?...................................................................13 4. How is homelessness changing in Kern County?.................................................................................... 17 S. What help does the Kern County homeless system of care offer?......................................................... 19 6. How is the Kern County homeless system of care performing?............................................................ 22 GOALS AND STRATEGIES TO ADDRESS HOMELESSNESS IN KERN COUNTY......................... 29 Goal1: Reduce Inflow..............................................................................................................................29 Goal2:Strengthen Support.....................................................................................................................33 Goal3: Increase Outflow.........................................................................................................................37 STRATEGIC PLAN GOVERNANCE........................................................................................................ 40 Role of the Executive Board in Strategic Governance..............................................................................40 Role of the Governing Board in Strategic Governance.............................................................................40 APPENDICES ..............................................................................................................................................41 Appendix 1: Acknowledgements.................................................................................................................41 Appendix 2: Glossary of Terms.................................................................................................................43 Appendix 3:What does homelessness look like?........................................................................................47 Appendix 4: Examples of common pathways into homelessness in Kern County........................................49 Appendix 5:Community System of Care Background .............................................................................52 Appendix6:Additional Data ....................................................................................................................58 1 Page 49 of 119 More people and families experience the crisis of homelessness in Kern County than the current system of care has the capacity to help.The crisis by the numbers: • • homeless 180 The excess number of people who flow into The number of households that sought and the - care each year received services from the Kern County average(3,621) compared to the average Homeless System of Care last year. number who exit the system (3,444). The number of � � IIIII IIII I � IIIII IIIII IIII IIII I� permanent ... - housing The number of rapid rehousing beds the beds the community needs to add in order to community needs to add in order to meet the unmet need in the homeless system of of care. This Strategic Plan to Address Homelessness in Kern County seeks to strengthen the current system of care so that it has the capacity to meet the full needs of the Kern County community. The Plan adopts three overarching goals supported by eight strategic objectives that, collectively, are designed to do three things: (1) reduce the number of people and families flowing into the homeless system of care, (2)deliver better help to the people and families who do experience homelessness, and (3) increase the number of people and families who exit the homeless system of care to permanent and stable housing arrangements. 2 Page 50 of 119 Reduce InflowStrengthen Support Increase IIIII II@ Outflow Illllll lllluu Achieving these system improvements will require a coordinated and sustained effort from stakeholders across the homeless system of care. The Strategic Plan helps guide these efforts by providing detailed implementation strategies for each of its goals, as well as action steps through which the strategies can be achieved. The table below lists each of the Plan's goals, objectives, and related strategies. For details on the proposed action steps, please see the full Plan. Goal I Reduce • Strategy 1A Increase prevention and diversion resources and services. Strategy 1B Reduce homelessness for those exiting institutions. Strategy 1C Utilize data across systems to identify themes and trends for homeless and those at-risk of homelessness. Ensure that homeless and formerly homeless people are represented throughout the Strategy 1D system to support lived experience perspective in resource development, planning and advisement of service provision. [Strategy 1E Educate the public on what services exist for those at risk of homelessness. 3 Page 51 of 119 Strategy IF Improve economic security and workforce development programs that target those who are at-risk of homelessness. MEN, Strategy 2A Expand outreach services throughout Kern County. Strategy 2B Improve system navigation of CES for clients. Goal 2 Strengthen Support Strategy 3A Develop and implement a plan to expand HMIS license access and sustainability for HMIS programming. Strategy 3B Develop a data dashboard for HMIS to demonstrate key metrics for homeless goals. Strategy 3C Complete a full assessment of the utilization of the HMIS system and user activity. Strategy 3D Utilize data to make equity informed decisions and develop solutions to support equitable access for services and resources. I loll Strategy 4A Ensure that wraparound and case management services are available for all housing and shelter options. Strategy 4B Increase the capacity and training for crisis response to behavioral and physical health care needs. Strategy 4C Enhance support for homeless specialty sub-populations. Strategy 4D Improve economic security, healthcare,and behavioral health care access for those who are homeless. Strategy 5A Support resources for innovative plans that address the needs of specialty homeless sub- populations. 4 Page 52 of 119 Strategy 5B Strengthen referral and discharge between service providers to prevent unsheltered homelessness. Strategy 5C Better prepare emergency shelter clients to achieve housing stability. Strategy 5D Develop disaster contingency plan for sheltered and unsheltered individuals. ME Strategy 6A Increase advocacy,funding, resources,and services for interim,transitional and bridge housing. Strategy 6B Utilize data to identify and prioritize the needs for specialty sub-populations to have equitable access to interim, bridge and transitional housing options. Goal 3 Increase Outflow Strategy 7A Encourage and support local efforts to increase affordable housing. Strategy 7B Increase the number of Rapid Re-Housing beds. Strategy 7C Coordinate and incentivize developers to increase affordable housing. Strategy 7D Increase landlord engagement to create more available units. Strategy 8A Enhance availability and increase after-care case management programs. I Like many communities across California, Kern County is experiencing a homelessness crisis.The number of people experiencing homelessness increased sharply in recent years, hitting an apparent peak in 2023, when 1,948 people experiencing homelessness were counted during the Point-in-Time (PIT) Count in January. Moreover, the portion of those experiencing homelessness who were living unsheltered skyrocketed. Kern County experienced a fluctuation in the number of people living unsheltered in the community ranging from 52 — 64% of the overall PIT Count population from 2019 through 2023. This meant that hundreds more people than in previous years were living in places not meant for human habitation—in their cars, under bridges, in parks,and on the streets.This made homelessness a particularly visible concern for the public. More importantly, this means that hundreds of Kern County residents experiencing a housing crisis are not receiving the help they need to resolve it. What is particularly concerning about the increase in homelessness in Kern County is that it outpaces the system's capacity to provide needed assistance. Each year, more people come into the homeless system of care than exit it.This means there is a growing wait list for housing and services that the system cannot fill. Specifically, 3,621 people and families flow into the homeless system of care, while just 3,444 move out of the system, leaving an excess demand of at least 180 people and families each year. What these figures do not reflect are the people and families who never get connected to the system of care— people living unsheltered, perhaps in cars or parks, or unnoticed places,whom our outreach teams fail to reach. Over time,that excess demand has built up, leading to a backlog in the demand for housing and services in the community. Figure 1 is a stylized graph that illustrates this growing demand. Figure 1: Demonstrative line graph on impact of greater inflowthan outflow in the homeless system of care. Demonstrative line graph on impact of greater inflow than outflow in the homeless system of care. 500 400 300 200 100 0 last year this year next year year after that Annual Unmet Need Numbers Housed Figure 1 is offered for illustrative purposes only. 6 Page 54 of 119 To address this imbalance and serve all the people and families who experience homelessness each year, the Plan adopts ten objectives that,collectively,are designed to do three things: I. Reduce the number of people and families flowing into the homeless system of care. • By stepping up the community's commitment to homelessness prevention and diversion strategies, the plan aims to sharply reduce the number of people and families who experience the trauma of homelessness. "Prevention and diversion" refer to strategies such as providing financial assistance (to pay rent, utility bills, security deposits, moving costs, etc.) or supportive services(such as housing advice, landlord or family mediation, benefits advocacy,etc.),or both,to those at risk of or recently experiencing homelessness. • The plan also calls for increasing the availability of affordable housing throughout Kern County. Half of all renters in Kern County are"cost-burdened," meaning that they pay more than they can afford in rent. Indeed,a quarter of all renters spend more than half of their income on rent. Increasing affordable housing throughout the county will help these households move back from the precarious economic edge on which they live and find a more reasonable balance in their family budgets. 2. Deliver better help to the people and families who do experience homelessness. • Despite the community's best efforts,some people and families will fall into homelessness. The plan below calls for better supports for those experiencing homelessness,including: • Better-targeted outreach and case management efforts to reach underserved populations and people experiencing homelessness in underserved areas of the County. • More temporary and transitional housing options to provide increased safety and stability while people work on finding permanent housing options. • More access to wrap-around services beyond just housing,to meet people's needs for such things as mental health treatment,employment and job training, health care,and substance abuse treatment. • Improvements to the systems that support the homeless system of care to deliver help more effectively. • Better coordination among providers within the homeless system of care,and with the institutions (police, hospitals,jails, schools, etc.) that regularly interact with people experiencing homelessness or may discharge people to the homeless system of care. 3. Increase the number of people and families who exit the homeless system of care to permanent and stable housing arrangements. • To increase the outflow of people and families from the homeless system of care,the system needs homes where they can live. The plan calls for an additional 2,136 permanent supportive housing (PSH) and 1,945 rapid rehousing (RRH) units in Kern County. 7 Page 55 of 119 • Successful exits to permanent housing may require ongoing support to ensure that people remain stably housed.The additional supports referenced above also include support for this transition to permanent housing. Permanent Supportive Housing (PSH) provides long-term housing with intensive supportive services to persons with disabilities. These programs typically serve people with extensive experiences of homelessness and multiple vulnerabilities and needs who would not be able to retain housing without significant support. Rapid Rehousing(RRH) provides rental housing subsidies and tailored supportive services for up to 24-months,with the goal of helping people achieve permanent housing stability. RRH is considered a permanent housing solution by HUD. A summary of each objective and its rationale is provided in the chart below. More details, including specific strategies and action steps to achieve each goal can be found in the section below titled, "Goals and Strategies to Address Homelessness in Kern County." 8 Page 56 of 119 Increase the amount of prevention and diversion resources and ""11100i a" Prevention and ensure targeted strategies for use of those resources to the v Diversion groups most in need of prevention and diversion services. v� (Objective 1) Advancing this goal should slow and diminish the flow of people into the homeless system of care. Ensure the navigation of the Coordinated Entry System and the Timely, Equitable services provided through this system of care need to be efficient, Access to CES accessible, and transparently available. Ensuring the CES system (Objective 2) functions in this manner matches people served with the resources needed. Use of Data Data and transparent,accessible dashboards will support tracking of resources, identify areas of need,and guide informed decision (Objective 3) making. Ensure that wraparound services are available for all housing and Access to shelter options so that clients can receive the support and care ♦fit Supportive they need to reach self-sufficiency and/or remain stably housed. Services Programs such as mental health treatment,employment and job training, health care, and substance abuse treatment can (Objective 4) meaningfully help people attain greater stability and exit the homeless system of care. Emergency shelter and services are essential to ensuring every Emergency community is prepared for crises.Offering a variety of emergency Shelter shelter options will ensure that every community member in need (Objective 5) has access to a safe and accessible place to stay in the event a homelessness crisis. Interim/ Interim, bridge and transitional housing provide someone with a Transitional/ longer place to reside while they access necessary treatment to Bridge build readiness to move into the right level of independent, Housing permanent housing. These specialized resources allow emergency (Objective 6) shelter to be a short-term solution and ensure people are ready when they move into permanent housing. 9 Page 57 of 119 Increase the inventory of affordable and permanent housing Affordable and throughout the County with right-sized, targeted strategies for Permanent those in need. With more affordable and supportive housing Housing options available, fewer people will enter the homeless system of (Objective 7) care, more people will exit it, and fewer people will return to homelessness in the future. Supporting the success of someone into housing, by building Reduce resources, services, training, and independence is the goal to Recidivism building healthy, independent,successful communities. Reducing the cycle of recidivism by ensuring after-care services is a low- (Objective 8) cost alternative to the ongoing resources used when someone enters homelessness. As discussed below see section: Cralsr�d trt i .s to Address II dramissr� .ss in KernI t ra�ur�t each of ( ......................................................................................................F�.............................................................................................................................................................................................................................................................................y...), these goals is paired with a set of strategies and action steps intended to move the homeless system of care from plan to action. In the pages that follow, we provide a summary of the strategic planning process, a description of homelessness in Kern County, and an overview of the system of care that works to prevent and end homelessness.We then present an analysis of gaps and needs in the current system.The plan concludes with a detailed summary of the goals, strategies and action steps proposed to strengthen the current system and help it meet the pressing needs of those at risk of or experiencing homelessness in Kern County. The process to develop this plan was spearheaded by a Strategic Planning Committee, a group of community stakeholders. The strategic planning process included the following elements to engage the community, ensure feedback and input from a diverse and representative group,and secure support for implementation: , A Strategic Planning Committee with a diverse representation of stakeholders from various jurisdictions,departments,agencies,and coalitions. M Review of prior Strategic Planning and other systems-level documents. 10 Page 58 of 119 Review of results from the Coordinated Entry System SWOT(strengths, weaknesses, opportunities, threats) analysis. Homeless Management Information System (HMIS) data analysis. Research on practices, policies, and strategies to support the community's goals around homelessness. Interviews with key stakeholders. Iterative drafting with the BKRHC Executive Director. t $, a.. 4 YN _I a� i" � q u i { iu //i�0�/% V I /„, �� ���,, 11JfJ 1 JJJJJJJJJJJ, 1111 1111 _�� a. lJllJl1J1 1111011,.:. D�llllllll��lll1U/I11fII�t� //,i n»nmMi;fl�fi��IVIW � : r ,�; err!.�. �"rd,� "f� ,f�✓tkr�"��` �t��,l �'� f�J�;tV ��l �r i ( i� !� This section of the plan is intended to answer some common questions about homelessness and the homeless system of care in Kern County.These include: - _ Who is the Kern oun y - 4. 5. 6 When many people think about homelessness,they imagine someone who b sleeping and living onthe street (e.g., "unsheltered" homelessness). However, homelessness isn't always obvious and takes on many forms that can be thought of in four categories:transitional,chronic,episodic,and hidden. The most common type of homelessness is transitional homelessness. Transitionally homeless individuals typically have one short stay in a shelter before moving on to more stable housing. Chronic homelessness refers to the experience of people who have been homeless for at least a year—or have repeatedly experienced homelessness in the last three years—while struggling with a disabling condition. In Kern County in 2022, 26%of those experiencing homelessness were chronically homeless. Episodic homelessness refers to a frequent cycling in and out of homelessness. The fourth type of homelessness is hidden homelessness, which refers to individuals who do not access home|esssemicesbutaretemporari|y|ivin0w/ithfriendsorne|atives("couchsurMn0"or"doub|edup") duetoa lack ofhousing opportunities. Because they do not often qualify for homeless services, they are not counted in standard homelessness statistics. Of those who are served by the homeless system of care, they may be unsheltered, sheltered, or in a housing program (note: the homeless system of care also serves individuals through supportive services only and homelessness prevention pro0rams). Homelessness is the result of failed policies and holes in our social safety net. Underfunded support programs and inequitable access to quality education, health care (including treatment for mental health conditions and/or substance use disorders), and economic opportunity leave many people and families living a precarious existence that quickly falls into crisis when they hit hard times.This vulnerability has been exacerbated by local 12 Page 60 Of 119 development restrictions and an underinvestment in affordable housing development and preservation that has led to severe shortages of affordable,safe,and accessible housing. Moreover,wages have not kept up with soaring housing costs, leading to substantial rent burdens and persistent housing insecurity, particularly among those earning less than half of the area median income. These vulnerabilities are not evenly distributed in our society. Rather, discriminatory practices against people of color and members of marginalized groups have left those populations particularly vulnerable to homelessness.The recent) released "All Ilr�:..Fhe(Federal Strategic Plan to Prevent and End II dram�lessness" Y ...................................................................................................................................................r......................................................................................................................................................................................................................................................., makes the connection between homelessness and systemic racism and discrimination as follows (at page 15): For example, during the 20th century, federal and local governments implemented discriminatory housing, transportation, and community investment policies, such as redlining, that segregated neighborhoods, inhibited equal opportunity and wealth creation, and led to the persistent undervaluation of properties owned by people of color.These federal policies eroded intergenerational wealth creation for individuals and families across the United States, leaving many people of color more vulnerable to housing instability and homelessness. Similarly, policies like forced relocation have put American Indians and Alaska Natives at greater risk of housing insecurity and homelessness. At the same time, discriminatory policies, and practices against marginalized groups— such as LGBTQI+ Americans, people with disabilities, and people with HIV—have resulted in inequitable access to economic opportunity, housing security,and an inclusive social safety net. As discussed below, the disparate impacts of past and present discrimination can be seen in over- representation of Black residents in Kern County's homeless system of care. It may also account for an apparent reluctance among Hispanic or Latino/a/x residents, as well as LGBTQ+ youth, to seek assistance from the homeless system of care. households (made up of 6,821 people) experienced homelessness and received 49876 services in Kern County during the 2021-22 reporting period for HUD's Longitudinal Systems Analysis of the local homeless system of care. Adult-only households made up more than three-quarters of the households served in the homeless system of care. Families with children accounted for 16% of households served, and youth and unaccompanied young adults made up the remaining 7%of households. 13 Page 61 of 119 About 43%of adults served during the 2021-22 reporting period were female and 57%were male. Fewer than 1%of those served identified as no single gender,questioning,or transgender. Household Composition Families with children, 16% Youth & young adults, L 77% 7% GENDER 430 to IA Ferrule 57% Male <1% No single gender, questioning or transggender 14 Page 62 of 119 Race and Ethnicity 0% 20% 40% 60% White, non-Hispanic/Latin(a)(o)(x) White, Hispanic/Latin(a)(o)(x) Native Hawaiian or Pacific Islander Multiple Races Black,African American, or African Asian or Asian American p American Indian,Alaska Native,or... ■ Adults in Homeless System of Care Individuals in Kern County The chart above compares the percentage of people of various racial and ethnic backgrounds served by the Kern County homeless system of care during the 2021-22 reporting period to the percentage of people of those same backgrounds in Kern County as a whole. It shows that Black individuals are significantly over- represented in the homeless system of care.This disproportionality is a by-product of systemic inequity: the lingering effects of racism that continue to perpetuate disparities in critical areas that impact rates of homelessness, including poverty rates, housing segregation and discrimination, incarceration rates, and access to health care. rri r � MMM r r r , i�L 9/BNB'�{l�//�i/�/�j ;,,�" � ld i��I I Y� r�f� / r � ■ � �ll� � /✓/r � it�r; � lr` � ////�� N Age of Individuals Served by Homeless System of Care Older adults (65+), 50 0, Young Children (0-5), 9% Adults (55-64), ...... 15% o4�h� o School-Aged Children(6-17), 15% �n �f Young adults(18-24), 8% Adults (25-54), 11,-" 48% The chart above also shows that Asian and Hispanic or Latino/a/x individuals are significantly under- represented in the homeless system of care. This may be a sign that Asian and Hispanic or Latino/a/x individuals in Kern County experience homelessness at much lower rates than would be expected based on demographic data.Another possibility is that there are cultural or other barriers limiting Asian and Hispanic or Latino/a/x individual's access to the homeless system of care, which makes their numbers appear artificially low in available data.This may point to a need to improve cultural competency and outreach strategies among staff serving people experiencing homelessness. Approximately one-third of the individuals served by the homeless system of care are youth and young- adults. Most of the adults served fall between the ages of 25 and 54. Adults aged 55-64 make up 15% of the total population served.Just 5%of those receiving services are older adults(aged 65+). 16 Page 64 of 119 The number of households who experienced homelessness and received t51 % services in Kern County increased by 51%between 2018 and 2022. Measuring how many people experience homelessness is challenging, particularly in a large county such as Kern. No methodology can provide a 100% accurate count of individuals experiencing homelessness; any approach will inevitably result in an undercount. As laid out below, we use multiple data sources to better understand the homelessness crisis facing the community. One way to measure homelessness is to track how many households access the services offered through the homeless system of care. Kern County uses a Homeless Management Information System(HMIS)to track client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.This data usefully tracks how many households the system is reaching every year but lacks information about people who may experience homelessness but do not get connected to the system.The chart below reports this data for the five years from 2018 and 2022. It also shows the percent of households that indicated they were living unsheltered prior to entering the homeless system of care. Please note that COVID-19 restrictions significantly limited the number of people who could be housed in emergency shelters between 2020 and 2022. ,.,,,,, w, ,,. y,, "-;,;, ,. — 7r n o,wrmr, ,, „ -,:�a I @llmwwu�g111111\0`�Nll 111,4� ��ialltt!11 �V�»l�lu➢�ouyltiw�NUN�I X 4�I� ��I / u 1 ©���. Total number of households served in the homeless system of care (HMIS) and percentage that have a history of unsheltered homelessness, 2018-2022 6,000 4876 5,000 4387 4,000 3239 3289 3217 3,000 2,000 1,000 2018 2019 2020 2021 2022 ■Percent without Unsheltered History ®Percent Previously Living Unsheltered n Ni a an s II XI��)eiriencing II°°°°Nornellessness can a Gven Il fight QII"II II )ntn) Another way that the Kern County community measures homelessness is to count how many individuals are experiencing homelessness on a given night.This"Point-in-Time"or"PIT"count is conducted every January in compliance with the U.S. Department of Housing and Urban Development's requirements for all Continuums of Care. A significant limitation of this data is that it only includes information about people experiencing homelessness who could be located by staff and volunteers on the night of the count. Moreover, the number of people experiencing homelessness each night no doubt fluctuates significantly over the course of the year. Accordingly, care must be taken in interpreting the data; broad generalizations typically should be avoided. The results of the PIT count for each year from 2018 to 2022 are shown below. Please note that COVID-19 restrictions significantly impacted the system's ability to conduct PIT counts in 2020 and 2021. 18 Page 66 of 119 Total number of people experiencing homelessness and percentages of sheltered and unsheltered homelessness in each PIT Count, 2018-2022 2500 2150 2000 1580 1603 1500 1330 1000 885 500 0 2018 2019 2020 2021 2022 ■Percent Living Sheltered ®Percent Living Unsheltered u rends of II....w nne essness (based can II NII"III and II"II II Count IDat Both the HMIS data and the PIT Count data show similar patterns. The number of people in Kern County experiencing homelessness has increased significantly in recent years, as has the number of households served by the homeless system of care. Moreover,the PIT Count data shows a sharp increase in the number of people experiencing unsheltered homelessness, particularly in 2021. The HMIS data also shows an uptick in unsheltered homelessness, but the increase is not as substantial. A wide range of organizations and entities in Kern County serve individuals and families who are at risk of or experiencing homelessness. These include nonprofit organizations, shelter providers, local and federal government agencies, faith-based organizations, school systems, health care providers, and more. These entities and their diverse efforts to serve people at risk of or experiencing homelessness make up the "homeless system of care" in Kern County. The task of coordinating this system and aligning the efforts of its many stakeholders falls to the Bakersfield/Kern Regional Homeless Collaborative ("BKRHC") and the Bakersfield/Kern County Continuum of Care ("COC"). 19 Page 67 of 119 The diagram below provides a stylized illustration of how a person or household might move through the homeless system of care in Kern County. It starts at the point where a person or household is at risk of homelessness or has become homeless.They may reach out to shelters, the 211 system, or other community access points for assistance, or they may encounter a street outreach team that will triage people from living unsheltered to the homeless system of care. Regardless of how they reach the homeless system of care,they should receive an immediate crisis response. Where appropriate, that response may start with prevention and diversion services to help avoid homelessness (prevention) or to immediately resolve it if it has already occurred (diversion). Prevention and diversion typically include financial assistance (to pay rent, utility bills, security deposits, moving costs, etc.) or supportive services(such as housing advice, landlord or family mediation, benefits advocacy,etc.), or both. 7home Mlild Service Prevention and Need:Referred!diversion services offered. to other resources. • Shelters Shelter Vulnerability • Community placement and risk Moderate or Access madie(when assessment Severe Service Points available). (VI-SPDAT) Need: completed. Added to • 211 Case prioritization list • Street management& Data Entered (By Names List). Outreach .into HiMIS support services Self Resolve provided. I I — — — — —Recidivism If a person or household experiences homelessness despite these supports,the homeless system of care offers a variety of other services and resources to help them achieve stability in permanent housing.These include: I. Emergency Response a. Outreach and engagement to triage people from living unsheltered to the homeless system of care. b. Emergency Shelters that provide overnight sleeping accommodations for people experiencing homelessness. 20 Page 68 of 119 c. Navigation Centers that provide temporary living facilities while case managers connect individuals experiencing homelessness to income, public benefits, health services, shelter, and housing. d. Transitional Housing which is temporary housing that is intended to serve as a bridge to permanent housing,offering housing with structure, supervision, support(for addictions and mental health,for example),and life skill building. II. Permanent Housing Solutions a. Rapid Rehousing that provides medium term (up to 24 months) rental assistance and case management support to help homeless individuals or households(with or without a disability) to quickly become housed. b. Permanent Supportive Housing that provides access to a housing unit and rental assistance and supportive services on an ongoing basis to assist households with at least one member (adult or child)with a disability to achieve housing stability. Emergency responses are intended to be temporary measures that provide the stability people need to move on to permanent housing in the community — either market-rate housing or subsidized housing offered through various programs. In some cases, households with at least one member with a disability may be unable to maintain housing stability without long-term support. In these cases, permanent supportive housing may be offered. wOusin II: iIrst In all housing options, Kern County follows a Housing First approach. This approach emphasizes placing people directly into housing without preconditions (e.g., completing a program or demonstrating "housing readiness"). Under the Housing First approach, supportive services are offered to help achieve housing stability, but they are not required. The Housing First approach is based on evidence that stable housing is a prerequisite for stabilizing other aspects of people's lives, including employment and mental, physical,and behavioral health.This approach has proven successful in decreasing homelessness and improving housing stability.A 2020 study in Kern County also found it to be a cost-effective approach, saving the community approximately $28,000 per year per person servedz. z https:Hbkncc.org/wp-content/uploads/2020/09/CBA-Report.pdf 21 Page 69 of 119 :mii.iior ffiizin Il...irn� to irvces At any given time, the number of people experiencing homelessness in Kern County exceeds the number of beds and units available to serve them within the homeless system of care. Moreover, some housing is specifically funded to serve certain subpopulations of people experiencing homelessness, such as youth, seniors,veterans, or people fleeing domestic violence. To ensure that these limited housing resources are distributed fairly and effectively, the homeless system of care uses a Coordinated Entry System. That system relies on a standardized assessment and prioritization process("VI-SPDAT")that considers length of time homeless, severity of service needs,and other factors to prioritize housing for the most vulnerable community members. Those with a moderate or severe need for housing and services get placed on a "By Names List" that is used to allocate available resources based on priority. Those with a mild service need might be referred to other programs for assistance (e.g., legal aid, public benefits),while others are able to resolve their housing situation on their own. Information about people seeking and/or receiving assistance is tracked in a Homeless Management Information System(HMIS). The above description provides a high-level overview of how the homeless system of care works in Kern County. Please see Appendix 5 for additional details on how the systems' efforts related to prevention, outreach, access, assessment, prioritization, supportive services, shelter and housing, and community engagement. The section that follows details some of the challenges that the current system of care faces in meeting community needs for housing and services. The homeless system of care in Kern County helps thousands of people every year. Nonetheless,the demand for assistance still exceeds the system's capacity to provide it.The following section outlines findings from a data analysis conducted by Homebase for the Strategic Planning process, it identifies key gaps in the system and where there is potential for action to help address homelessness in the community. The primary sources of data that provide insight into homelessness in Kern County include(please see Appendix 2 for definitions off each of these terms): • The Homelessness Management Information System (HMIS). • The Point-in-Time Count (PIT count). • The Housing Inventory Count(HIC). • Data from connected systems(e.g., Department of Human Services),when available. 22 Page 70 of 119 • Survey, focus group, and interview data with various individuals who are familiar with the homeless system of care and its current gaps or needs. • Census and economic data(e.g., about the cost of housing and vacancy rates). Several of the above data sources were used in a recent BKRHC Gaps Analysis(completed in January 2021) and Coordinated Entry System SWOT(strengths,weaknesses, opportunities,threats) analysis (completed in May 2022), both of which help to inform the current Strategic Plan. u rn inn a iry of Key y II akeaways f it o ri a II )at Below is a summary of key takeaways from the data analysis conducted for the Strategic Planning process. Please see Appendix 6 for additional details related to the HMIS data analysis. Each year, the system's average inflow is greater than the average outflow(of about 180 people extra more coming into the system each year than leaving the system).This surplus inflow means that the system does not have room or capacity to house these extra 180 people each year.Over time,these 180 compounds to be thousands of individuals that the system does not have room to serve. From October 2021 through September 2022, 72% of households that entered the system also exited. However, only 23% of those exits were to permanent destinations. The rest of the exits were to unknown or temporary destinations,which have high rates of return to the system. This means that most households are either staying in the system (28%) or are returning to the system (6%- 35%of households return,depending on the length of time examined and the destination type). In order to have an"unmet need of zero,"the system would need to find a way to increase the number of households exiting to permanent destinations each year so that outflow rates are greater than inflow rates,and the system would need to do this until the"surplus" (7,535) is down to zero and the system is then able to balance its annual inflow and outflow. In total,there is a gap of 2,136 Permanent Supportive Housing (PSH) and 1,945 Rapid Re-Housing (RRH) units needed to end homelessness in the community (see Level of Acuity section for details on this). 23 Page 71 of 119 TABLE: UNMET NEED ESTIMATE Transition Age Youth Individual Family Total (TAY) AVERAGE INFLOW 1,834 1,586 201 3,621 AVERAGE OUTFLOW 1,621 1,647 175 3,444 AVERAGE YEARLY UNMET NEED 213 -61 26 180* TOTAL UNMET NEED ESTIMATE 4,974 1,990 549 7,535* Length of time in the system is calculated from the time someone first enters the homeless system of care until their first move-in date to permanent housing.This helps us understand how long it takes someone to gain housing,which is an important metric for improvement in 26-how the system of care is operating. Veterans generally find interim housing more quickly than other populations in the system but take longer to find permanent housing.This means that the system is doing well at getting veterans into housing, but that they are taking longer to exit the system into permanent housing of their own, outside of the system's resources. Elderly adult-only households take less time to exit to a permanent destination and to move into housing than younger adult-only households. Those who are chronically homeless take longer to move into housing and exit to permanent destinations. Those who have a history of unsheltered homelessness take longer to exit the system of care to a permanent destination (as compared to those without a history of unsheltered homelessness). While this is a complex issue,two factors are important to understand: (1) Those with unsheltered histories are also higher acuity, meaning they have more needs for support and/or need a higher level of support than others. (2) Higher acuity clients are likely to be the ones who return to homelessness and may be a portion of those returning to unsheltered homelessness.This means that the proportion of those who are unsheltered(or have an unsheltered history)with high levels of acuity may be increasing over time and could be a population of focus for prevention resources. 24 Page 72 of 119 TABLE: LENGTH OF TIME HOMELESS BY HOUSEHOLD TYPE HEAD OF HOUSEHOLD Maximum Minimum Number of Mean Days TYPE Days Days Households ADULT ONLY 367.11 2,004 1 973 ADULTAND CHILD 165.85 1,919 1 3,145 TRANSITION AGE YOUTH 307.49 1,236 9 69 TOTAL 214.95 2,004 1 4,187 v II of Acuty Level of Acuity is assessed by a household's VI-SPDAT score,which is based on an assessment they are given during intake into the CES as well as case conferencing. Level of Acuity helps us understand what level of housing supports a household may need to solve their homelessness. • Adult only households have the highest overall acuity(compared to family and youth households), with nearly 58%qualifying for permanent supportive housing(PSH). Acuity helps to determine whether a household qualifies for Rapid Re-Housing (RRH) or Permanent Supportive Housing (PSH): • There is a 1:1.5 need for RRH vs. PSH for adult only households (the majority of Chronically Homeless,Veterans, and Intense Service Needs groups are adult only households).This means that for every RRH unit needed for adult only households,there are 1.5 PSH units needed for adult only households. • There is a 2:1 need for RRH vs. PSH for family households.This means that for every 2 RRH units needed for families,there is 1 PSH unit needed for families. • There is about equal need (1:1)for RRH and PSH for youth households. 25 Page 73 of 119 Table 1:Level of acuity by VI-SPDAT score and household type. VI-SPDAT Score Adult Only/Individual Family Percent TAY Percent Percent (Frequency) (Frequency) (Frequency) 0 to 3 6.67%(129) 6.23% (70) 16.77%(27) 4 to 7 (4-8 for families) 35.52% (687) 61.21% (688) 40.37%(65) 8+ (9+for families) 57.81% (1,118) 32.56% (366) 42.86%(69) Total 100% (1,934) 100% (1,124) 100% (161) In total,there is a gap of 2,136 PSH and 1,945 RRH units needed to end homelessness in the community(see Level of Acuity section for details on this). Uu steel It u. II.. orielessness' Unsheltered homelessness refers to individuals sleeping in a place not meant for human habitation, such as outside or in a vehicle. • Based on HMIS, at least 42% of individuals in adult-only households have previously experienced unsheltered homelessness. o Based on the PIT count,53%of individuals in adult-only,actively homeless households are unsheltered (47% are in ES or TH). • People with disabling conditions are much more likely to experience unsheltered homelessness(49%for those with a disability vs. 17%for those without a disability). • People experiencing chronic homelessness experience unsheltered homelessness at the highest rates (69% vs. 23% of those who are non-chronic). When excluding Family households, who have very low rates of both chronic and unsheltered homelessness, this percentage rises to 80% (80% of those who are chronically homeless have experienced unsheltered homelessness). 26 Page 74 of 119 Table 2:Unsheltered homelessness in the system by data element(2016-2021). Number of People Percentage of Total Total clients in any project type 25,896 100% Ever entered the system from a place not 6,908 26.22 meant for human habitation Ever exited the system to a place not 1,458* 5.68 meant for human habitation Ever enrolled in a Street Outreach 3,210 12.40% project People with Unsheltered Histories at any 7,478 28.88% point *=more than 100%of missing data. JOWLk: r y., The above information helps us understand that certain groups are more likely to experience unsheltered homelessness, including those with a disability, those who are chronically homelessness, and those in adult only households(as compared to families or youth). Further, adult only households have the highest levels of acuity and experience homelessness for longer periods of time than other household types.This extended time homeless is likely due, in part, to these households needing a higher level of care and housing services than others,which means waiting longerfor those limited resources. Moreover, disability status, unsheltered homelessness,and chronic homelessness can all reinforce each other: an individual with a disability is more likely to experience unsheltered homelessness, which can worsen (or cause additional)disabilities and contributes to chronic homelessness(which includes a longer period of time homeless)--all of which increases an individual's acuity level. The current data likely reflect the community prioritizing family and youth households for services (above adult only households).Additional resources (e.g., PSH)for adult only households with high levels of acuity (e.g.,a disability, unsheltered histories, and/or chronic homelessness)could help to reduce the length of time that these households are experiencing homelessness while also helping them access the services they need to successfully exit homelessness. 0 �y x u: o u R u. 251, Based on the above data on homelessness in Kern County,as well as extensive work with the Strategic Plan Steering Committee and conversations with stakeholders, providers, and persons with lived experience,the following areas of focus were developed for this Strategic Plan. Preventing homelessness by supporting individuals and families before they become homeless is not only more humane, but also more cost-effective. Homelessness prevention can be a low-cost strategy that can be implemented immediately at any agency serving homeless clients. Diversion protocols identify people and divert them from homelessness back to stable housing options that they may not have been able to reach themselves. At-risk of homelessness Homelessness Prevention activities are designed to prevent an individual or family from moving into an emergency shelter or living in a public or private place not meant for human habitation (HUD, 2022), and is typically categorized as up to six months of assistance. Diversion strategies and practices assist people to resolve their immediate housing crisis by accessing alternatives to entering emergency shelter or the experience of unsheltered living (USICH, 2019), and is typically categorized as one-time assistance. Part of prevention is cross-system coordination to ensure individuals do not exit a system (e.g.,jail, hospital) into homelessness(see Strategies 2B and 7A). Action Steps: • Identify sub-populations associated with diversion and prevention funding. • Identify additional funding sources for diversion with a focus on sub-populations. • Identify additional funding sources for homeless prevention with a focus on sub-populations. • Implement mediation strategies with landlords to keep renters housed. • 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. 29 Page 77 of 119 • Provide one-time financial assistance to keep individuals or families housed. • Identify and utilize strategies for reunification with family members or support systems. • Provide regular training for all homelessness partners in problem-solving techniques and motivational interviewing to promote prevention and diversion. • Support legal assistance to prevent eviction. • Develop early interventions for those experiencing severe mental illness, behavioral health and substance use that put them at risk of homelessness. Action Steps • Create discharge planning for post incarceration individuals. • Create discharge planning for foster youth exiting the care system and a tangible, resource- based action plan to support youth transitioning into adulthood. • Create discharge planning for those exiting acute inpatient hospitals and healthcare facilities. Action Steps • Perform a study on causes of homelessness in Kern County. • Develop and utilize data across all collaborative sub-committees to inform decision making, identify barriers and measure outcome. • Use data systems (e.g., GIS, HMIS)to assess geographic areas of the county to ensure outreach coverage and to identify areas with a high number of encampments. 11 Action Steps • Stakeholders to hire peer support and/or individuals with lived experience. • Create and implement a plan to embed people with lived experience across levels of the Continuum of Care. • Utilize and implement guidance provided by the Lived Experience Advisory and Youth Action boards. Action Steps • Develop and implement community-wide engagement and education campaign. Support the effort by establishing a position with BKRHC to facilitate this task. • Participate in the planning process to support new housing resources and development. • Ensure businesses, neighborhoods,faith-based organizations, and other community groups are aware of resources in the community that prevent and address homelessness. • Add regularly updated information on resources, educational information, progress towards Strategic Plan goals, and other relevant information to the BKRHC website that can be accessed by the public. 30 Page 78 of 119 Action Steps • Create partnerships with prevention providers and employment assistance programs. • Create more jobs for people who are at risk of homelessness. • Link more people at risk of homelessness through income vulnerability to social service programs. • Increase resources for reliable transportation across Kern. • Implement community resources to support financial literacy. �= Desired Outcomes and Progress Measures • Decrease first-time homelessness by 15% by 2029. • Increase the number of households served by prevention activities by 10%by 2029. • Increase the number of households served by diversion (one time only)activities by 25%by 2029. The Coordinated Entry System SWOT(strengths, weaknesses, opportunities, threats) analysis found that timely and equitable access to the system were weaknesses and threats to the system operating as it should. Timely and equitable access to the coordinated entry system and other available services in the community can help to prevent unsheltered homelessness and promotes resolving a household's homelessness as quickly as possible.These improvements can be supported by timely and equitable access to Coordinated Entry and the system of care through targeted outreach and improved system navigation for clients. Timely access includes reducing the time between (1) homelessness and initial contact with the system (via outreach, 2-1-1, or a provider), and (2) initial contact with the system and intake into the system (e.g., assessment). Time 31 Page 79 of 119 Equitable access includes ensuring that individuals experiencing homelessness throughout the county, particularly in rural geographic areas, receive the same timely outreach and access that those within the major metropolitan areas do; and that individuals who have high acuity and are of varying age,family type, disability status, and gender, racial, or ethnic backgrounds also receive the same timely outreach and access to the system as other groups. Action Steps • Increase outreach staff throughout the county. • Address skill set for outreach staff with enhanced training. Ensure training includes cultural sensitivity modules. • Engage in targeted outreach for underserved groups to ensure equitable outreach. Utilize feedback from Lived Experience Advisory and Youth Action boards to improve access. • Identify and implement strategies to increase penetration for underserved groups, utilizing strategies that may include campaigns, resources, and targeted outreach to those groups. Action Steps • Reduce wait and response times within the CES system. • Utilize the Homelessness Prevention/Diversion sub-committee to routinely examine and refine these processes to eliminate barriers. • Increase training for front line/data entry staff on quality data entry. • Create additional fully staffed access points. • Increase numbers of highly qualified case managers (including case coordinators, care coordinators, housing navigators, and others in similar case management roles)throughout the COC and CES to support client navigation and reduce case management-to-client ratio. • Ensure all staff across all agencies that engage the CES receive bi-annual training on "screening in" clients, triaging to appropriate resources, trauma informed care, and motivational interviewing. • Educate the public on 211 and homeless service providers. V® Desired Outcomes and Progress Measures • Increase the number of connections to services in underserved geographic areas by people who are experiencing homelessness by 10%by 2029. • Increase the percentage of people exited from street outreach directly into temporary destinations by 7% by 2029. • Increase the percentage of people exited from street outreach directly into permanent destinations by 10% by 2029. 32 Page 80 of 119 A systemic, coordinated response for all clients, including those who are high acuity, will ensure effective overall response to homelessness in the community. No one strategy or agency alone will achieve the goal of ending homelessness in Kern County.To be successful, the community needs a systematic and multi-faceted approach that engages the entire community — it requires investments from both the public and private sectors,dedicated resources with a focus on proven strategies,and cooperation from the community at-large. Ensuring this progress is mapped and tracked with data, further strengthens the resources available to understand progress made and the value of interventions and strategies implemented. The Homeless Management Information System, HMIS, is a resource that not only feeds meaningful data on the people being served but is also a necessary component to ensure fiscal resources can be made available to the county and cities. Action Steps • Create a budget and funding plan for HMIS. • Acquire sustainable and renewable funding for expanded HMIS and HMIS licenses. • Secure funding for ongoing HMIS training and support to providers and system overall. Action Steps • HMIS operator shares data with BKRHC to publish on website. • HMIS operator develops internal dashboards for HMIS users. • Planning and Performance committee to review HMIS data on a regular basis ensure regulatory requirements are being met. Action Steps • Create data standards for internal HMIS service providers. • Provide regular reporting of data standards and reporting to organizations utilizing HMIS. • HMIS operator will offer quarterly training to HMIS users. Action Steps • Establish data reporting on equity measures to be used across sub-committees, in planning and performance, and in the allocation of resources. 33 Page 81 of 119 Desired Outcomes and Progress Measures • Achieve a minimum of 90%participation in HMIS by all homeless service providers in the CoC by 12/31/2024. • Public-facing data dashboard is established by 7/31/2024. • Internal-facing data dashboard is established by 12/31/2024. • Achieve and maintain a 90%threshold for data quality of HMIS users by 12/31/2025. Nonprofits, community groups, and County agencies provide a variety of services that can help people exit homelessness and stay housed permanently. Programs such as mental health treatment, employment and job training, health care,and substance use recovery can meaningfully help people attain greater stability. While some of these programs are dedicated to people experiencing homelessness, others are resources available to everyone in the community. Ensuring that these programs are available and accessible for people experiencing homelessness allows the community to get the most out of its existing resources. 11 Action Steps • Complete an assessment of case management standards and staff to client ratios throughout the system, including outreach and after-care services. • Increase outreach, housing, and after-care case management to mirror the level of need of the client. • Expand partnerships with healthcare systems to capitalize on funding streams (e.g., Cal-AIM, HHIP). Action Steps • Coordinate with medical teams to ensure outreach includes medical and crisis-response staff. • Increase the number of mobile crisis teams and expand their hours, to support individuals experiencing severe mental health and substance use crises. • Increase the number and type of beds available for substance use treatment. • Ensure follow-up supportive services are provided to prevent relapses. • Implement 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). • Increase training to inform available resources, referral systems, and interventions including crisis response to the public and homeless providers. 34 Page 82 of 119 Action Steps • Identify sub-populations that don't have access to needed services (e.g., youth, seniors, individuals with severe mental health and substance use needs,families, individuals with assistance with daily living needs)to develop resources. • Strategize and collaborate on services that are provided to those with a Care Court Plan. • Establish and improve data points to track and measure the number of people with mild- moderate and severe mental health issues experiencing homelessness. Action Steps • Increase the amount of income received from public benefits for which they are eligible. • Increase the amount of employment income earned. • Ensure that all homeless clients have medical insurance coverage and have access to primary health and dental care. • Ensure that behavioral health services (mental health and substance abuse treatment services) are readily available to eligible homeless people. Desired Outcomes and Progress Measures • Interdisciplinary teams available at housing, shelter and CES access locations by 12/31/2026. • 10% increase in homeless individuals enrolled in Medi-Cal by 12/31/2026. • Establish baseline data to show the%of homeless people with severe mental illness by 12/31/2024. • Increase by 10%the number of substance use disorder beds,including sober living beds to inpatient detox beds by 12/31/2026. • Achieve an average case management ratio of 1:25 clients per case manager by 2029. Emergency shelter and services are essential to ensuring every community is prepared for crises.Offering a variety of emergency shelter options will ensure that every community member in need has access to a safe and accessible place to stay in the event of a homelessness crisis. Action Steps • Develop plans for interim, non-congregate, medical respite, detox, skilled nursing, and alternative models for the following subpopulations:youth, seniors, families with children, and those with intensive needs. • Secure funding for additional emergency shelter models to be implemented and advocate for greater funding flexibility to support emergency shelters. 35 Page 83 of 119 • Advocate for stable state and federal funding for emergency shelters. • Use data to ensure bed capacity meets the need for people coming into emergency shelter. • Analyze data to evaluate the utilization of emergency shelter to ensure equitable access. Action Steps • Create a task force to review and monitor referral and discharge policies by service providers. Action Steps • Perform a service gap analysis. • Establish a standard of best practices that service providers can follow. Action Steps • Create and utilize emergency plans for extreme weather, public health emergencies, and other disaster related events. `' 1.:F Desired Outcomes and Progress Measures • Decrease unsheltered homelessness by 15% by 2029. • Increase the percentage of people exited from emergency shelter into permanent destinations by 15%by 2029. Much like maintaining a robust service continuum, a robust housing resource continuum is a necessary to ensure people have access to the supports needed in their journey. Interim, bridge, and transitional housing refers to the various types of housing that may be specialized and embedded with specific resources and supports, but ultimately provide someone with a longer place to reside while they access necessary treatment to build readiness to move into the right level of independent, permanent housing. These specialized resources allow emergency shelter to be a short-term solution and ensure people are ready when they move into permanent housing. AAd 611M PF 36 Page 84 of 119 Action Steps • Secure funding for additional interim, transitional, and bridge housing. • Advocate for flexible and sustainable local, state and federal funding for interim, transitional, and bridge housing. • Develop recommendations for the appropriate level of supportive services, including case management, for interim, transitional, and bridge housing. sm I Action Steps • Perform a service gap analysis for interim, transitional, and bridge housing options available throughout the county. • Use data to ensure bed capacity meets the need for people needing and utilizing interim, transitional and bridge housing. • Analyze data to evaluate the utilization of interim, transitional and bridge housing to ensure equitable access to these housing resources. • Support development and implementation of countywide shared housing matching system. V_® Desired Outcomes and Progress Measures • Increase number of RRH units by 10%by 2028. • Increase the number of interim, transitional, and bridge housing by 10% by 2029. Affordable and permanent housing is essential to addressing homelessness in the community. The vacancy rate for Kern County has been under 2% for several years, whereas 5% vacancy is indicative of a healthy housing market (this is a conservative estimate; some economists would argue for closer to 8%). With low vacancy rates in Kern County,the costs of housing have risen; for 2021-22,there was a roughly 10%increase in the cost of housing in Bakersfield. Increasing access to affordable and permanent housing helps to address the primary cause of homelessness and is an investment in a future with decreased numbers of homeless in the community. Increasing the inventory of affordable and permanent housing in the community also enables the System of Care to have more access to housing units to place clients, addressing the current backlog of clients waiting for housing. 37 Page 85 of 119 Action Steps • Complete an evaluation of how much permanent housing is needed based on the current year Point In Time count or other relevant, available data. • Repurpose existing housing for the expansion of affordable housing. • Develop additional low-income housing. • Implement shared housing models. • Coordinate with jobs programs and educational programs to increase family incomes so they don't have to rely on voucher assistance to move on. Action Steps • Obtain new funding for Rapid Rehousing. • Increase the number of landlords participating in Rapid Re-Housing. Action Steps • BKRHC to develop a summary of affordable housing needs that we can supply to developers who want to develop regional approaches to affordable housing for their projects. • Encourage and support local government's efforts to expand affordable housing. • 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 repurposed motels/hotels and/or Accessory Dwelling Units (ADUs). • Eliminate barriers that impede construction, repurposing, or rehabilitation of additional, affordable permanent housing. Action Steps • Develop partnerships with landlords and enhance landlord incentive program. • Increase landlord enrollment into Padmission through a targeted marketing program. • Develop funding and create a program for a landlord risk-mitigation incentive. = Desired Outcomes and Progress Measures • Increase number of PSH units by 400 units annually by 2028. • Establish at least 240 new shared housing units by 2029. • Increase number of units affordable to extremely low-income(ELI) households across the County by 1800 annually by 2029. • Reduce evictions by 15% by 2029. 38 Page 86 of 119 Supporting people placed into permanent housing to ensure their success staying in housing is a priority to break the cycle of recidivism. Exiting housing and returning into a cycle of homelessness is a trauma for the individual served and requires extensive resources. Supporting the success of someone into housing, by building resources,services,training,and independence is the goal to building healthy, independent,successful communities. Reducing the cycle of recidivism by ensuring after-care services is a low-cost alternative to the ongoing resources used when someone enters homelessness. Action Steps • Improve case management ratios for after-care case management. • Increase availability and ensure the aftercare services mirror the level of need of the client. • Increase the connections to necessary supportive services and resources that will assist in maintaining housing. • Identify sub-populations currently receiving and in need of after-care case management. • Evaluate trends to understand the factors influencing recidivism. V.: Desired Outcomes and Progress Measures • Decrease returns to homelessness to 13% by 2029. 39 Page 87 of 119 The Bakersfield-Kern Regional Homeless Collaborative, in coordination with its Executive and Governing Boards, subcommittees, and stakeholders, will oversee the strategic action plans governance. As a dynamic document, the strategic plan will include a quarterly report based on specific reporting time frames to ensure the plan's efficacy and an annual plan review to ensure any necessary changes identified are incorporated. Under the direction of Governing Board chair and co-chairs, will be responsible for preparation, review, and presentation of quarterly reporting to Executive and Governing Boards as well as completion of the annual plan review in coordination with stakeholders. The Executive Board will review quarterly progress on all goals, strategies, and action steps to guide any changes needed because of objective completion or determinations on continued improvements. The Executive Board will provide any necessary input on funding allocations to help support the strategic plan. The Governing Board will receive quarterly progress reports from subcommittees tasked with overseeing any strategies or action steps. The Governing Board will provide recommendations on improvements should progress not align with the intended timeframe for outcome completion. The Governing Board will also provide recommendations on priorities, changes to goals, objectives, or action items, and provide support to the strategic plan's continuance. veirnin II' air. uIbcornnniittees Governing Board subcommittees will be tasked with leading action steps as outlined within the plan. Subcommittees, Governing Board members or their designees will work in collaboration with the Bakersfield-Kern Regional Homeless Collaborative and any necessary stakeholders to complete progress on the work based on the data measurements or objectives outlined within the plan. Subcommittee work frequency will be largely dependent on the timeline for the assigned actions, objectives, strategies, and data measurements with consideration of HUD annual or CoC quarterly reporting requirements. Any designated subcommittees will provide a quarterly progress report to the Bakersfield-Kern Regional Homeless Collaborative, which will be presented at Executive and Governing Board meetings quarterly. 40 Page 88 of 119 IIIIIIIENEEM The Kern Strategic Plan was drafted by Homebase and was guided and developed by all organizations that participate in the Kern Strategic Plan Steering Committee as well as many other service providers and partners that engaged in meetings,focus groups,and surveys. Homebase would like to thank the members of the Kern Strategic Planning Committee for their partnership and guidance throughout the process of developing this Strategic Plan. Special thanks to the many nonprofit service providers; faith-based, healthcare, and other stakeholders; city and county government staff, individual community members and the individuals experiencing homelessness or with recent experience for sharing their invaluable stories, expertise, and insight.This plan would not exist without the effort and commitment of all of you. • Anna Laven, Former Executive Director, Bakersfield Kern Regional Homeless Collaborative • Amisha Pannu,Senior Director of Provider Network, Kern Health System • Anthony Valdez,Assistant to the City Manager,City of Bakersfield • Diane Contreras, Former Director of Operations, FLOOD Bakersfield Ministries • Karen Monsma, FLOOD Bakersfield Ministries • Lauren Skidmore,Chief Executive Officer,The Open Door Network • Melinda Santiago, LMFT, Provider Relations Manager, BH &CHW Special Programs, Kern Health System • Rick Ramos, Executive Director, Bakersfield Kern Regional Homeless Collaborative • Stacy Kuwahara, County of Kern, Chief Operations Officer • Steve Peterson, Director of Programs,The Mission at Kern County • Vanessa Webster, Programs Officer, California Veterans Assistance Foundation • Nina Carter, Homeless Services Principal Planner,City of Bakersfield Addit n Il StakehoWeirs Who '"irovidedIInfoirrn t- n, and II eedback' • Deborah Johnson, President, California Veterans Assistance Foundation • Eliana Argueta, MHI, Program Manager III, Medi-Cal Operations, Health Net • Heather Kimmel, Assistant Executive Director, Housing Authority of the County of Kern • Janet Paine, Director of Program Management CA Medicaid Health Plan • Jim Wheeler, Executive Director of FLOOD Bakersfield Ministries • Joseph Aguilar, CES Program Specialist, Community Action Partnership of Kern • Kris Kuntz,Anthem Housing Manager • Rebecca Moreno, Director of Community Development,Community Action Partnership of Kern • Selina Escobar, Director of Community Support,Anthem 41 Page 89 of 119 • Stephen Pelz, Executive Director, Housing Authority of the County of Kern II: II<�u ��iicll ' II�:�irin II�� iiinIl II Nu����II��� IIIIIL� ir ��ii�c QII�II�:II�II....w � • BKRHC is an independent, nonprofit organization founded in 2019 specifically to coordinate regional efforts to address and end homelessness. It is a membership-based organization comprising most of the entities active in the homeless system of care. It is led by a nine-member Executive Board and run by a four-person professional staff that includes an executive director, data analyst, compliance coordinator,and programs administrator. • The CoC is the regional planning body that the U.S. Department of Housing and Urban Development (HUD) relies on to coordinate regional housing and services funding for homeless families and individuals.The work of the Bakersfield/Kern County CoC is carried out by a sixteen- member Governing Board and its various subcommittees and work groups. By charter, membership on the Governing Board must be representative of the organizations and projects serving people experiencing homelessness in Kern County and must include at least one person with lived experience of homelessness. • BKRHC and the CoC are closely related. BKRHC voting members elect the members of the CoC Governing Board. Moreover, BKRHC serves as the Collaborative Applicant and Fiscal Agent for the CoC,giving it significant responsibility for grant funding and fiscal monitoring for the CoC. In practice, BKRHC provides much of the staffing and support for CoC activities. F, on y a /lo ACS—American Community A demographics survey program conducted by the U.S.Census Bureau. It Survey regularly gathers information previously contained only in the long form of the decennial census,such as ancestry,citizenship,educational attainment,income, language proficiency, migration,disability, employment,and housing characteristics. ADU—Accessory Dwelling A secondary house or apartment that shares the building lot of a larger, Unit primary home. Bridge Housing Short-and mid-term residential options leading towards permanent housing. CalAIM—California California Advancing and Innovating Medi-Cal.The Department of Advancing and Innovating Health Care Services developed framework that encompasses a broader Medi-Cal delivery system, program, and payment reform across the Medi-Cal program. CES—Coordinated Entry A system that prioritizes the most vulnerable people experiencing System homelessness in the community for certain types of housing CoC—Continuum of Care A group organized to carry out the responsibilities prescribed by the Department of Housing and Urban Development in the CoC Program Interim Rule for a defined geographic area.Typically,CoCs act as decision-making bodies for a community's homeless assistance activities and funding. Chronic Homelessness (1) An individual who: (i) Is homeless and lives in a place not meant for human habitation,a safe haven,or in an emergency shelter;and (ii) (ii) Has been homeless and living or residing in a place not meant for human habitation,a safe haven,or in an emergency shelter continuously for at least one year or on at least four separate occasions in the last 3 years;and (iii) (iii) Can be diagnosed with substance use disorder,serious mental illness,developmental disability, post-traumatic stress disorder,cognitive impairments resulting from brain injury, and/or chronic physical illness or disability; 43 Page 91 of 119 (2) An individual who has been residing in an institutional care facility, including a jail,substance abuse or mental health treatment facility, hospital,or other similar facility,for fewer than 90 days and met all of the criteria in paragraph(1)of this definition, before entering that facility;or (3) A family with an adult head of household(or if there is no adult in the family,a minor head of household)who meets all of the criteria in paragraph(1)of this definition, including a family whose composition has fluctuated while the head of household has been homeless. Diversion A strategy that prevents homelessness for people seeking shelter by helping them identify immediate alternative housing arrangements and,if necessary,connecting them with services and financial assistance to help them return to permanent housing. DV—Domestic Violence Domestic Violence,which includes dating violence,sexual assault, stalking,and other dangerous or life-threatening conditions that relate to violence against the individual/family member that make them afraid to return to their primary nighttime residence. ES—Emergency Shelter Any facility with overnight sleeping accommodations the primary purpose of which is to provide temporary shelter for the homeless in general or for specific populations of the homeless HHAP— Homeless Housing, A one-time block grant that provides local jurisdictions with funds to Assistance, and Prevention support regional coordination and expand or develop local capacity to address their immediate homelessness challenges. HCV— Housing Choice Afederal program that assists very low-income families,the elderly,and Voucher Rental Assistance the disabled,to afford decent safe and sanitary housing in the private market participants are able to choose any housing that meets the program requirements.The housing subsidy is paid directly to the landlord by the local Public Housing Authority that administers the voucher program. Formerly referred to as Section 8. 44 Page 92 of 119 Housing First A national evidence-based best practice that eliminates barriers to housing ensuring individuals and families can exit homelessness as quickly as possible HIC— Housing Inventory A count of housing available to homeless persons carried out on one night County in the last 10 calendar days of January(same time as the PIT Count)as required by HUD. HMIS— Homeless A data system used by many homeless service and housing providers to Management Information track participants and outcomes and meet federal and state reporting System requirements. Homeless System of Care The homeless system of care refers to the network of resources,supports, services and governance structures in the community that support addressing homelessness. HUD—U.S. Department of U.S. Department of Housing and Urban Development,a federal agency Housing and Urban that administers many housing and homeless assistance programs Development Interim Housing See Bridge Housing definition, used interchangeably with Bridge Housing. PH — Permanent Housing Community-based housing without a designated length of state including both permanent supportive housing and rapid rehousing PSH—Permanent Supportive Permanent Supportive Housing, permanent housing with intensive Housing supports for residents. PIT — Point-in-Time Count Ayearly count of all people experiencing homelessness on a single night in January.The unsheltered count is conducted biennially,every odd numbered year and the sheltered count is carried out on one night in the last 10 days of January as required by HUD (same time as the HIC). Prevention A strategy intended to target people who are at imminent risk of homelessness(whereas diversion usually targets people as they are initially trying to enter shelter) 45 Page 93 of 119 RRH—Rapid Rehousing Supportive services and or short term(up to three months)or medium term(3 to 24 months)tenant based rental assistance and accompanying appropriate services as necessary to help a homeless individual or family with or without disability move as quickly as possible into permanent housing and achieve stability in that housing. SUD—Substance Use Substance use disorders occur when the recurrent use of alcohol and/or Disorder drugs causes clinically significant impairment, including health problems, disability,and failure to meet major responsibilities at work,school,or home. TAY—Transition Age Youth Youth (usually ages 18-24)who are experiencing homelessness.This can sometimes include youth as young as age 12.This is a unique population in homelessness due to being too old for child services, but also typically unable to effectively served by adult services due to their development stage and context. TH—Transitional Housing A project that is designed to provide housing and appropriate supportive services to homeless persons to facilitate movement to independent living. The housing is short-term,typically less than 24 months. In addition to providing safe housing for those in need,other services are available to help participants become self-sufficient. Unsheltered homelessness An individual/family whose primary nighttime residence is public/private place not designed for or ordinarily used as a regular sleeping accommodation for human beings.These are typically households living on the street or in makeshift shelters(tents, boxes),encampments,as well as cars VI-SPDAT—Vulnerability The standardized assessment tool chosen by the continuum of care to Index&Service Prioritization place chronically homeless people inappropriate housing and services Decision Assistance Tool 46 Page 94 of 119 When many people think about homelessness,they imagine someone who is sleeping and living on the street (e.g., "unsheltered" homelessness). However, homelessness isn't always obvious and takes on many forms that can be thought of in four categories:transitional,chronic,episodic,and hidden. The most common type of homelessness is transitional homelessness. Transitionally homeless individuals typically have one short stay in a shelter before moving on to more stable housing. Typically, this type of homelessness is caused by a catastrophic event such as a sudden loss of income, a sudden loss of one's home, illness, or the need to flee violence. Over time, transitionally homeless individuals will account for most persons experiencing homelessness given their higher rate of turnover(3). Chronic homelessness (1) refers to the experience of people who have been homeless for at least a year—or have repeatedly experienced homelessness in the last three years—while struggling with a disabling condition such as serious mental illness, substance use disorder, or physical disability. Across the US, roughly 27%of those experiencing homelessness are chronically homeless (2). In Kern County in 2022, 26% of those experiencing homelessness were chronically homeless. Episodic homelessness refers to a frequent cycling in and out of homelessness, and the recurrent episodes of homelessness are typically caused by unemployment and/or medical issues, mental health concerns, and/or substance use (3). The fourth type of homelessness is hidden homelessness, which refers to individuals who do not access homeless services but are temporarily living with friends or relatives("couch surfing"or"doubled up")due to a lack of housing opportunities. Because they do not often qualify for homeless services, they are not counted in standard homelessness statistics. Of those who are served by the homeless system of care, they may be unsheltered, sheltered, or in a housing program (note: the homeless system of care also serves individuals through supportive services only and homelessness prevention programs).Those who are unsheltered are residing in a place not meant for human habitation,such as cars, parks,sidewalks,and abandoned buildings(e.g.,"on the street").Those who are sheltered are those in an Emergency Shelter, Transitional Housing, or supportive housing for homeless persons who originally came from the streets or emergency shelters (4). Housing programs include Rapid Rehousing and Permanent Supportive Housing; once in these programs, a person is no longer considered to be homeless,though they are still being served by the homeless system of care until they exitthe system of care,typically to affordable rental housing available through private or nonprofit landlords in the community. ( �1 �Ytt �r��voh�ud x�h r� oir�fra gram lessr� .ss- ssist r�� �ra�-e.s -virtual bird rs �ra�- .s -hram le ..................C............. /..................................................................................................... ................................. ................................................................................................................................................. ..................................... ........................................................................................ ......................................r................................................................ ...!.n!..b..!....!.i..y... .�fj..!�.!.1..!.o.!�.::::of.- .�i..I of-chronic-homelessness 47 Page 95 of 119 48 No one arrives at homelessness in the same way. Each person or household has their own story to tell, encompassing a wide range of factors specific to their own lives. Nonetheless, those who work closely with people experiencing homelessness recognize some common themes. Below are narratives describing common pathways into homelessness for specific subpopulations, and the challenges they face achieving housing stability in Kern County,as related by local staff working in the homeless system of care. h eir. AduIIts The challenges of aging put many older adults at risk of homeless. Many of those challenges are financial. Living on a fixed-income, seniors are especially vulnerable to the increasing cost of both housing and health care in Kern County. As rents rise and medical bills pile up, they may find themselves priced-out of a community where they have lived for decades. The dependency that often comes with aging also makes older adults vulnerable to losing their homes.Seniors often depend on family members or others with whom they live for their physical care. Sometimes those relationships break down,and they are forced from their homes.At other times,the households on which they depend are themselves financially stressed and rent-burdened. When a health emergency,job loss or other economic crisis hits the household,older adults will lose their homes along with everyone else. Navigating transitions when a change in circumstances occurs can also be challenging for seniors. When a lease ends or an older adult gets evicted,they may be overwhelmed by the task of finding new housing.They may lack access to computers or other technology that are necessary to find housing today. Even when they have such access, lack of experience and the cognitive decline that comes with aging may put the task of a housing search out of their reach.Transportation issues also significantly limit the housing options available to seniors. For many older adults, living on a bus line is a practical necessity. For those in multigenerational households,they may need 3-4 bedrooms to house all family members. Finding those at an affordable price in Kern County is a real challenge. Even when older adults find housing they can afford, they still face barriers. Landlords,for example, typically want two to three times the monthly rent as a security deposit. Many older adults lack the resources to pay these sums. When older adults experience homelessness, it can be difficult for the homeless system of care to meet their needs. Older adults often require a level of medical assistance and support that staff at emergency shelters are not equipped to provide. Housing navigators that help them look for permanent housing report that the housing that is available and affordable may not be accessible to those in wheelchairs or with other mobility 49 Page 97 of 119 challenges. One provider noted that many older adults who present at shelters should be in assisted living or other skilled medical facilities, but cost and a lack of beds prevents them from accessing those facilities. l u.nnsffii n Aged Youth When youth in Kern County become homeless, it is often due to a crisis in their family relationships. Conflicts related to teen pregnancy, a teen's sexual orientation or gender identity,or emotional or physical abuse in the home can leave a youth or young adult with nowhere to live and no support system to turn to for help.Youth in the foster care system can similarly find themselves without support when they age-out of that system. Youth can find it particularly challenging to find rental housing.They often have limited incomes and little or no job or credit history. Landlords typically demand significant security deposits as a condition of rental,and it can be hard for youth to come up with those funds. Landlords may also be wary of renting to youth, whose maturity and reliability may be in doubt. When youth become homeless in Kern County, their emergency shelter options are limited. The Dream Center provides scattered-site housing, but it is available only to those aging out of the foster care system. Even this scattered-site housing can pose a challenge, as it leaves youth housed there dependent on the public transit system to get to jobs,school,grocery stores, etc. It can take 2-3 hours to get to a destination by public transit. Homeless youth not associated with the foster care system may find housing through the emergency shelter system, but many are wary to participate, as it may expose them to mistreatment or abuse by other adults housed there. Service providers emphasized that youth very commonly enter homeless amid traumas. While processing this, they are simultaneously trying to do adult tasks (find housing, find, and hold down a job, support a family, navigate public benefits or the health care system, etc.) without the knowledge, experience or maturity needed to reliably succeed.Case managers must provide them with significant support when system resources allow. Helping them find a safe and stable space that will allow them to get some distance from their traumas and allow them to chart the next steps in their lives is a key to success. 'Ihir nk- II...°w nneles nes For people experiencing chronic homelessness, mental illness and substance use are often contributing factors. For some people,their pathway into homelessness has direct roots in mental illness or substance use, while for others, the trauma of homelessness triggers mental illness or substance use or aggravates pre- existing conditions. For those with pre-existing mental illness or substance dependency, their conditions can be deeply destabilizing.They impact people's ability to maintain employment or sustain relationships.Whether from a 50 Page 98 of 119 slow downward spiral or a sudden mental, physical,or economic crisis, people with mental illness or substance dependency may find themselves with nowhere to live. Long experience with bureaucracies and other institutional systems,and a fear of being forced to change their behavior,often make them reluctant to seek or accept help that is offered.Sometimes,when they enter shelter,conflicts with staff or other residents lead them to leave again.Consequently, many resign themselves to life on the street as their only option. It's important to remember, however, that for many people who experience chronic homelessness, their pathway into homelessness had nothing to do with mental illness or substance use. Many simply experienced a housing crisis, perhaps precipitated by job loss, or a natural disaster, or a health condition that rendered them unable to work.Others may have experienced abuse in a domestic relationship and turned to living on the street as their best option for escaping their situation. For some of these individuals, mental illness and substance abuse are conditions that developed after becoming homeless. As one provider told us, "If you have someone entering homelessness who didn't have one or the other[mental illness or drug dependency], they'd have one or the other 12 months down the line. People experiencing homelessness are constantly in trauma. They're in fight or flight mode.They self-medicate to deal with it, and deal with a lot of depression. Substance abuse can also make you hyper vigilant and paranoid." To address these challenges, outreach workers invest significantly in building trusting relationships with people experiencing chronic homelessness.This is a slow, incremental process that may pay off months down the line when a client agrees to enter a shelter or permanent housing — a key step in stabilizing their lives and addressing their mental illness or substance use issues. II r' n r" r I �/,r.,i i . G✓. a , i. i. RorneIIessnes Il:mii.evention BKRHC recognizes that preventing homelessness is both a more humane and a more cost-effective strategy than providing help after a person or household have become homeless. Under the current system, people thought to be at risk of experiencing homelessness are screened through a Quick Referral Tool (QRT)that evaluates, prioritizes, and recommends services for at-risk persons based on several factors that may make it hard to remain in housing, including: • Household size and composition • Debt • Safety in current location • Financial resources • Legal problems • Overcrowding • Prior homelessness • Medical issues • Frequent moves • Substance abuse • Threat of eviction • Mental or other disabilities. Based on this assessment, people are placed on a service priority list. That list is used to provide referrals to housing stability case management, housing search and placement assistance, landlord-tenant mediation, tenant legal services, and credit repair support. Financial assistance may include up to six months of rental assistance, rental arrears, utility payments, security, and utility deposits, and moving costs. Supportive services linkages may include employment services, income benefits, health care, mental health and/or substance abuse treatment,and transportation. BKRHC and CoC members also work to prevent returns to homelessness after a person or household is placed in permanent housing. Strategies include providing aftercare, monitoring, and case management for three years after placement (or longer if needed); education on how to access the homeless system of care when support is needed;and a focus on increasing self-sufficiency. While prevention has long been part of the region's strategy to address homelessness, minimal funding has historically been available for these efforts. The CoC strives to conduct outreach to people experiencing homelessness throughout the entire county. To achieve this, it divides the county into two target areas: metro Bakersfield and rural Kern County. Two agencies work together to provide daily rural outreach, dividing their efforts between West and East Kern County.A third agencyfocuses on the metro Bakersfield area,where 90%of those living unsheltered have 52 Page 100 of 119 been identified. All agencies work to help people living unsheltered get the support they need to move to permanent housing. For persons who are uncomfortable with or have barriers to use of the available shelters, outreach teams maintain regular contact.They discuss the individuals' needs, and provide items such as food, water, hygiene produces, clothing and blankets. These ongoing contacts help build trust and strengthen relationships with outreach workers. Outreach staff may also help connect people to street medicine and behavioral health support. Access, Assessinnent, and Ilmii.iioi1ti zatioin The Coordinated Entry System (CES) is a part of the CoC and is currently run by CAPK (Community Action Partnership of Kern). The CES provides a single point of access for shelter, job resources, mental health,substance abuse,and other services for individuals experiencing homelessness in Kern County. The CES offers homeless providers a single point of intake for clients and tracks services provided for those individuals to ensure individuals are accessing services that will best address their needs while stream-lining delivery of resources and preventing duplication of care. Annex Typically, clients access the CES by calling 211, through a referral from an Outreach team, or by visiting one of the agencies connected to the CES(who then either conducts intake or refers the individual to 211). The recent CES SWOT (strengths, weaknesses, opportunities, threats) analysis found that there are several areas for improvement to the Access portion of CES, including: 1. The model of outreach, phone-based connection, and referral-only access. 2. Service to rural areas(part of Outreach) 3. Improving service to clients with behavioral health needs, intensive service needs,and/or who are perceived to have barriers. 4. Equity issues in CES access, enrollment, assessment across race,ethnicity,age, disability status,and family type. ssessinn nt The Quick Referral Tool (QRT) is used by all agencies to quickly assess an individual or household and triage them to a CES assessment point.Once connected with an assessment point,an individual or household has a VI-SPDAT(Vulnerability Index-Service Prioritization Decision Assistance Tool)completed.The purpose of 53 Page 101 of 119 this tool is to identify a household's severity of need, which informs prioritization of households to limited services. Overall, the assessment is intended to be a standardized,timely, and equitable process that screens in clients (as opposed to screening out clients due to perceived barriers to receiving support), helping to determine the level of support needed by a household and assessing who is most vulnerable in the community. :m'1110u ffiizatt oII While a household's score on the VI-SPDAT is currently the primary way that a household is prioritized for services,there are two other layers to service prioritization in Kern County. First,there are five by-name lists: an individual or household is put on the appropriate by-name list (by population type e.g., chronically homeless,youth, etc.),which helps to further triage them to appropriate services.Second, case conferencing is conducted to provide additional information on clients to ensure they receive an appropriate level of services. uIlallac)oi tNe eir.vk-es Supportive services are those offered parallel to housing programs in the community. Within the CoC, supportive services include: • case management • mental health services • employment assistance and job training • outpatient health services • food • outreach services • housing search and counseling services • substance abuse treatment services • legal services • transportation assistance • life skills training Further, supportive services include other non-CoC services in the community that the CoC and CES connects clients to, such as food benefits, healthcare,job training and income, and other health and human services connections. For a listing of supportive services providers in Kern County and the services they offer, please seegt!C . . lkrh . .. fl. . .: �. .�..L?. The current plan has identified a need for additional supportive services in the community,including: (1) Increased capacity for mental, behavioral,and physical healthcare services; (2) Increased capacity for crisis response in the community;and (3) Increased availability of supportive services that lead to self-sufficiency through coordination of social agencies across the CoC. 54 Page 102 of 119 An important aspect of supportive services is case management.Case managers help to identify what services a client needs and supports clients in accessing those services.A prior Gaps Analysis and conversations with stakeholders identified a need for additional case management staff throughout the system, which is addressed in the current plan. She t o it and II°°°°R o u ss n As discussed above, a range of housing options (from interim to permanent) are available for people experiencing homelessness in Kern County. As shown in the chart, Interim vs. permanent bed inventory trends, the homeless system of care has significantly increased its bed inventory since 2010. A 2022 inventory reported a total of 4,721 beds available in the homeless system of care. Interim vs. permanent bed inventory trends 5000 4721 3962 UII IIII 4000 3555 3544 3616 U u 3000 2369 2963 IIII I..... 1 2623 2001 1702 2000 1351 1382 1498 IIIIIIIIIIII I 111 IIII w ui �' • � r •.: r :., . . c/ 1000 � NIIIIIIIIIIIII;;;;' m o 0 I® I® • ® 1 •• • . . •.• 1 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 ■Total Permanent Housing IIIIIIIIIII Total Interim Housing /, � ,.,y o illldmV Ilmi IIIIIIIIuIV, NC' t � Ill/%��� �� ��Q��� III(III I�IQII�II�III��II�IIIIIIIIIIIIIIII I m uuuu uuuuuu i"""" i i uu uu �I Ilia„ „1 Ir a I !r� rr/ Interim housing in the homeless system of care Emergency Shelter:73% (810 Beds) Almost a quarter of the beds (23%) are dedicated to Emergency Shelter or Transitional Housing. Another 65% are dedicated to Permanent Supportive Housing. The remaining 12% of beds serve households needing Rapid Rehousing. Interim Housing. The most common interim housing offered in the county is Emergency Shelter. Seventy- three percent of interim housing beds in the county are offered through emergency shelters. Emergency Shelter is intended to provide temporary refuge for the homeless in general or for specific populations of the homeless (e.g., youth or those fleeing domestic violence). Emergency Shelters are often the places where people first turn when experiencing an economic or domestic crisis that leaves them homeless. Emergency Shelters typically provide support services and short-term stabilization for individuals and families while they work to find housing that meets their long-term needs. Emergency Shelters may offer shared ("congregate") space or more private("non-congregate")space. Transitional Housing is another type of temporary accommodation. It serves as an intermediate step between Emergency Shelter and Permanent Housing for those who may need more sustained support, such as those addressing the challenges that come with addiction or mental illness, or those recovering from the trauma of domestic violence. Twenty-seven percent of the interim housing beds offered in the Bakersfield/Kern homeless system of care are Transitional Housing. The current shelter models available in the community may not be accessible or appropriate for all persons experiencing unsheltered homelessness.This plan thus proposes evaluating the need for additional shelters to serve the general population or to serve specific subpopulations, as well as the need for additional shelter models(e.g., safe parking,safe camping,tiny homes,etc.). 56 Page 104 of 119 Rapid Rehousing. There are 548 Rapid Rehousing (RRH) beds in the Bakersfield/Kern homeless system of care. Rapid Rehousing provides short-term rental assistance (up to 24 months) with some case management and supportive services to people experiencing homelessness. Permanent Supportive Housing. There are 3,058 Permanent Supportive Housing (PSH) beds in the homeless system of care. Permanent Supportive Housing provides affordable housing and voluntary supportive services to households with at least one member with a disability. It often serves those who have experienced chronic homelessness. Our analysis indicates a community need for significantly more rapid rehousing and permanent supportive housing beds.See the Data and Gaps Analysis section below for more information. BKRHC and its CoC partners engage a wide range of stakeholders to build community support for efforts to address and end homelessness. Nonetheless, throughout this strategic planning process, stakeholders have noted the importance of broadening these efforts. They have called for an engagement effort that ensures that the Kern County community (1) understands homelessness, its causes, and its challenges, (2) understands solutions to homelessness, and (3) is able to actively involve themselves in supporting solutions to homelessness. All the above are critical to successful implementation of the goals and strategies developed with this Strategic Plan. i r r i qi �h�`, � ��r: g .o-,.. J�k✓�. � )4 i }yv.�^, a r�r'�, '✓4� .:�'`' a� ��'1�ftY�irii : J Arl�..�s��! o The following section details results of an analysis of HMIS data.The data used for the current report include all persons who touched some aspect of the CoC (from street outreach to permanent supportive housing) between January 1, 2016, and November 30, 2021. Programs that participate in their Continuum of Care(CoC)and receive certain types of funding are required to enter data into the HMIS.Typically,other service providers in the community connected to homelessness also participate in HMIS. That makes this database the most robust that the community has to understand important datapoints, including: • The level of unmet need (how many more people enter than exit). • Rates of exiting and returning to the system of care. • The length of time households are homeless once they enter the system. • The level of acuity that households have(e.g.,what level of support they need to resolve their homelessness). • How many individuals experience unsheltered homelessness. U in rin e t II The below table shows the average inflow, average outflow, and average yearly unmet need for the Bakersfield- Kern CoC. It also shows an estimate of the total unmet need, based on the excess inflow to the CoC that has occurred overtime. The average yearly unmet need is estimated by subtracting the outflowfrom the inflow.When there is a negative average yearly unmet need,that means the system is successfully addressing the backlog of households through successfully having more households exit(outflow)than enter(inflow)the system. 1 i � s Table 3: Unmet need estimate. Individual Family Transition Age Total Youth (TAY) Average Inflow 1,834 1,586 201 3,621 Average Outflow 1,621 1,647 175 3,444 Average Yearly Unmet Need 213 -61 26 180* Total Unmet Need Estimate 4,974 1,990 549 7,535* Each year, the system has about 180 people enter the system that it does not have space to house. This is primarily driven by individual (typically, adult only) households. On the other hand,the system is successfully addressing the backlog of family households in the system through exiting more families from the system than are entering it each year. These number will change from year to year based on both factors outside of the system's control (e.g., housing vacancy rate,economic climate)as well as factors the system can influence(e.g.,the number of RRH Demonstrative line graph on impact of greater inflow than outflow in the homeless system of care. 500 400 300 200 100 0 last year this year next year year after that Annual Unmet Need Numbers Housed vouchers or of new PSH units). The total unmet need estimate is based on the backlog of households that the system has been unable to serve over the last five years(the time frame these data are based on is 2016-2021). Each year,the number of 59 Page 107 of 119 people not housed adds to the number unhoused the year before, even if the system is using its housing availability to full capacity. Currently, the homeless system of care has an unmet need of about 7,535 households, meaning there are 7,535 households in need that the system does not have capacity to serve.To have an "unmet need of zero," the system would need to find a way to increase the number of households exiting the system each year so that outflow rates are greater than inflow rates, and the system would need to do this until the "surplus" (7,535)is down to zero and the system is then able to balance its annual inflow and outflow. "Exited from the system" is defined as including(a) people who leave to permanent destinations (as opposed to temporary or unknown destinations), (b) people with current enrollments in the system who have a move-in date for housing,and(c)those who have left and have not returned to the system for over a year. Of the 25,896 people accessing the system since 2016 71% 17% 12% Exited the System Non-Permanent Exit No Exit- Currently Enrolled The above graph shows that, of all the households to enter the system since 2016: 71%of households have permanently exited the system, 12%are currently enrolled in the system, and 17% have had a non-permanent exit(meaning it hasn't been a full year since their exit and there is a chance they will return to the system). An average of 3,444 people per year exit the homeless system of care through one of the following project types: • Homelessness Prevention (HP) • Coordinated Entry(CE) • Services Only(SO) • Emergency Shelter(ES) • Transitional Housing (TH) 60 Page 108 of 119 • Rapid Rehousing (RRH) • Permanent Supportive Housing(PSH). Certain project types have higher rates of permanent exits than other project types. This means that individuals who exit the system after that project type are more likely to exit to a permanent destination. For example: households that access Permanent Supportive Housing have higher rates to permanent exit destinations than those who exit from Emergency Shelter (who are more likely to exit to a non-permanent destination,such as an unsheltered location). Similarly, certain project types have lower rates of return than others, meaning that once a household exits the system after using that project type,they are less likely to return to homelessness. The project types with high rates of exits to permanent destinations and low rates of returns to homelessness include Rapid Rehousing (RRH) and Permanent Supportive Housing (PSH). • 88%of RRH clients exit to permanent destinations and only 9%return to homelessness. • 92%of PSH clients either retain their housing or move on to permanent destinations. This means that RRH and PSH are highly effective project types, helping households to successfully exit homelessness and not return to homelessness. On the other hand, certain project types have low rates of permanent exits and high rates of returns, meaning that while they may provide a household with temporary services or shelter,they are not successfully helping households permanently exit homelessness. • For those who exit the system from Emergency Shelter, 27%return to homelessness. o This is highest for those who exit Emergency Shelter to a non-permanent destination,with 46%of those with non-permanent destination exits returning to the system.An example of this would be someone who exits the system from an Emergency Shelter and goes to either an unsheltered or a temporary living situation,and then returns to the system again within a year. o However,of those who exit from Emergency Shelter to a permanent destination (e.g.,an apartment they are renting),only 15% return to homelessness within the year. • Similarly,about 28%of those who exit the system from Transitional Housing return to homelessness and the system of care within a year. o Again,this is highest for those who exit Transitional Housing to a non-permanent destination,with 54%of those exit types returning. 61 Page 109 of 119 o However,of those who exit to a permanent destination, only 11% return to homelessness within the year. The above data show us that, to successfully(e.g.,without return) exit individuals from the homeless system of care, households need to be able to access higher level housing programs than Emergency Shelter or Transitional Housing. The below table shows where households exit to, and their rates of return after exit, based on their last project type. For example:while 37%of households will exit Emergency Shelter to a permanent destination, 15%will then return to homelessness. Further, the overall rate of return after exiting the system from Emergency Shelter is about 27%(regardless of destination type). Table 4. Exit type and returns to the system by project type. PS H PSH Enrollment PS H SO* ES* TH* RRH Enrollment +move in HP* Enrollment +move-in with retention Number of exits 2,141 , 7,882 1,336 4,471 2,011 1,889 3,348 763 before 11/30/21 Permanent exits 35% 37% 53% 88% 79% 80% 92% 78% Family or friends 16% 17% 16% 3% 9% 9% 5% 8% ----------------- Self-resolved 2% 8% 17% 46% 30% 30% 17% 47% PH project (CoC 17% 11% 19% 39% 40% 40% 20% 22% or other) Permanent exit 15% 16% 15% 11% 9% 9% 9% 4% return (39%) Non-permanent 45% 27% 21% 7% 16% 15% 5% 6% exit 62 Page 110 of 119 exit return Unknown exit return Totalreturn destination type missing data>10%. SO,ES,TH,and HP have destination data quality issues(missing data is high). However,rates of permanent exit and the returns from those exits look promising. - � Length ofTirne Horne|eyy Length of time homeless bcalculated from the time someone first enters the homeless system of care until their first move-in date to permanent housing.This helps munderstand how long it takes someone to gain housing,which is an important metric for improvement in how the system of care is operating. Summary for Length of Time Homeless: * The average veteran takes longer to exit to permanent destinations but takes less time to get to move into housing than other populations.This means that they system is doing well at getting veterans into housing, but that they are taking longer to exit the system into permanent housing of their own, outside of the system's resources. * Elderly adult-only households take less time than to exit to a permanent destination and to move into housing than younger adult-only households. * Those who are chronically homeless take longer to move into housing and exit to permanent destinations. * Those who have a history of unsheltered homelessness take longer to exit the system of care to a permanent destination (as compared to those without a history of unsheltered homelessness).While this isa complex issue,two factors stand out as important tounderstand. o (1)Those with unsheltered histories are also higher acuity, meaning they have more needs for support and/or need a higher level of support than others. 63 Page 111Of119 o (2) Higher acuity clients are likely to be the ones who return to homelessness and may be a portion of those returning to unsheltered homelessness.This means that the proportion of those who are unsheltered(or have an unsheltered history)with high levels of acuity may be increasing over time. The below table shows the length of time from first entry(after 1/1/2016) until first move-in date by family type.These data show that adult only households are spending longer homeless(and in the system of care) than family(adult and child)and youth(transition age youth) households. Table 5: Length of time homeless by household type. Maximum Minimum Number of Head of Household Type Mean Days Days Days Households Adult Only 367.11 2,004 1 973 Adult and Child 165.85 1,919 1 3,145 Transition Age Youth 307.49 1,236 9 69 Total 214.95 2,004 1 4,187 As demonstrated below(in the section on Level of Acuity),adult-only households have an overall higher level of acuity than family or TAY households. Those with higher levels of acuity typically need higher levels of support with their housing and would thus need PSH (as opposed to TH or RRH).Given the limited numbers of PSH beds,these adult-only households are likely in the system of care longer because they are waiting for a PSH unit to become available. In addition to the above information, certain subpopulations have a longer than average length of time homeless(averages below): • Veteran:257.59 days • Elderly(65+): 280.53 days • Chronically homeless: 401.67 days • Unsheltered history:308.49 days. The driver of adult only households experiencing homelessness for a longer period of time than other households could be because they are more likely to be chronically homeless and/or to have a history of 64 Page 112 of 119 unsheltered homelessness, both of which can contribute to higher levels of acuity,and thus a need for higher level care and supports—which are limited resources in the system,and which a household may thus have to wait a while to receive. v II of Acuty Level of Acuity is assessed by a household's VI-SPDAT score,which is based on an assessment they are given during intake into the CES as well as case conferencing. Level of Acuity helps us understand what level of housing a supports a household may need in order to solve their homelessness. The below table shows what percentage (and actual number of individuals or households) of those in the system who have had a VI-SPDAT completed score in three different ranges. Typically, 8+ qualifies a household for PSH (9+for families), 4-7 (or 4-8 for families) qualifies a household for RRH, and 3 or below does not qualify for housing(though they may qualify for prevention or other services). Of those accessing CE and receiving a VI-SPDAT assessment score between 1/1/2020 and 11/30/2021,60% received a VI-SPDAT assessment.The remaining 40%received a prevention assessment. Table 6: VI-SPDAT average score by household type. Adult Only/Individual Family Percent TAY Percent VI-SPDAT Score Percent (Frequency) (Frequency) (Frequency) 0 to 3 6.67%(129) 6.23% (70) 16.77%(27) 4 to 7 (4-8 for families) 35.52% (687) 61.21% (688) 40.37%(65) 8+ (9+ for families) 57.81% (1,118) 32.56% (366) 42.86%(69) Total 100% (1,934) 100% (1,124) 100% (161) 65 Page 113 of 119 This acuity analysis helps us understand how much of each housing program type is needed in the community. Table 7: Housing need by household type, based on VI-SPDAT score (acuity). Housing need Individual Family TAY PSH 57% 33% 43% RRH 35% 61% 40% Diversion 6% 6% 17% When combined with the annual unmet need, we can estimate how many units of each housing type are needed to address homelessness in the community: Table 8:Amount of housing needed, by housing type and household type. Housing need Individual Family TAY Total PSH 1,550 488 97 21136 RRH 952 903 90 1,945 Prevention/ 163 89 38 290 Diversion Based on the above,we can determine that: • Adult only households have the highest overall acuity (compared to family and youth households),with nearly 58% qualifying for PSH. • Acuity helps to determine whether a household qualifies for RRH or PSH: o There is a 1:1.5 need for RRH vs. PSH for adult only households(the majority of Chronically Homeless,Veterans,and Intense Service Needs groups are adult only households). o There is a 2:1 need for RRH vs. PSH for family households. o There is about equal need (1:1)for RRH and PSH for youth households. In total, there is a gap of 2,136 PSH and 1,945 RRH units needed to end homelessness in the 66 Page 114 of 119 community.There was also a recent backlog of vouchers not being used by clients because there are very few units in the community available to clients with vouchers. 67 Page 115 of 119 Unshelteired II°°°°Norn 11 ssn ss Unsheltered homelessness refers to individuals sleeping in a place not meant for human habitation, such as outside or in a vehicle. There are several ways to analyze unsheltered homelessness in the community. First, several datapoints in HMIS tell us about unsheltered homelessness: Table 9: Unsheltered homelessness in the system by data element. Number of People Percentage of Total Total clients in any project type 25,896 100% Ever entered the system from a place not 6,908 26.22% meant for human habitation Ever exited the system to a place not 1,458* 5.68 meant for human habitation Ever enrolled in a Street Outreach 3,210 12.40% project People with Unsheltered Histories at any 7,478 28.88% point *=more than 10%of missing data. As expected, people in adult only households experience unsheltered homelessness a much higher rates compared to youth and family(adult and child) households: • Adult only unsheltered history: 42.24% • Family unsheltered history: 12.04% • Youth unsheltered history: 32.48% Overall, families are the least likely to have a history of unsheltered homelessness. Further,certain subpopulations are more likely to experience unsheltered homelessness: • People with disabling conditions are much more likely to experience unsheltered homelessness(49%for those with a disability vs. 17%for those without a disability). 68 Page 116 of 119 • People experiencing chronic homelessness experience unsheltered homeless at the highest rates (69%vs. 23%of those who are non-chronic). When excluding Family households,who have very low rates of both chronic and unsheltered homelessness,this percentage rises to 80%(80%of those who are chronically homeless have experienced unsheltered homelessness). The PIT Count also helps us understand unsheltered homelessness. During the most recent 2022 PIT Count, there were 728 (45%) persons unsheltered, primarily adults. There were another 875 (55%) persons in Emergency Shelter and Transitional Housing. Summary: At least 42% of individuals in adult-only households have unsheltered histories. Based on the PIT Count: 53%of individuals in adult-only, actively homeless households are unsheltered (47%are in ES or TH). :"II..'IL.. u n t II::; nt a Below, data insights from the annual Point-in-Time ("PIT") count are presented,with comparison data from HMIS.The PIT Count is a count of all sheltered and unsheltered people experiencing homelessness on a single night in January. PIT data from 2010-2022 shows how homelessness has changed over the years. Four points stand out from this data: • Most of the variation in total homelessness has come in the number of people experiencing unsheltered homelessness. That number generally decreased between 2010 and 2017, and then increased sharply through 2021. After that peak, the number of people experiencing unsheltered homelessness decreased by more than half between 2021 and 2022. • The number of people experiencing sheltered homelessness remained relatively stable from 2010 to 2021, before seeing a large increase in 2022. • 2022 is the first year since 2018 when more people experiencing homelessness were sheltered than were unsheltered. • Despite the improvements in 2022, the total number of people experiencing homelessness remains troublingly high. At 1,603 people during the PIT Count (with only the 2021 PIT Count being higher), it is approximately double the number of people who experienced homelessness in the 2017 PIT Count. 69 Page 117 of 119 Number of people experiencing homelessness and percent of people living unsheltered in each PIT Count, 2018-2022 2500 2150 2000 1499 1439 1352 1330 1580 1603 1500 1152 992 954 1067 74% 45% 1000 56% 58% 0 810 885 0 64% 62/ 53% 42% 43% 47% 33% 42% 61/ 500 O 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Total Number of People Experiencing Homelessness ®Percent Living Unsheltered The high total number of people who were experiencing homeless in the 2022 PIT count points to the need to expand interim and permanent housing options in Kern County'. Moreover,the high"number of people who were living unsheltered indicates a need to target strategies to address the unique needs of households living in places not meant for human habitation to ensure they can access supportive services as appropriate and move into housing as quickly and stably as possible. The figure below breaks down the 2022 PIT count figures according to who experienced homelessness and whether they were sheltered or unsheltered. It shows that the majority of people experiencing homelessness were individuals(79%),with about 15%of the people in the count being people in families,and about 6%being unaccompanied youth under age 25. By comparison, 93% of those served by the system of care were individuals,and 7%were families. About 22%of people in the 2022 PIT Count experienced chronic homelessness. For the remaining 78%,their experience of homelessness was largely transitional. People in families and veterans were most likely to be sheltered. By contrast,a large percentage of individuals, unaccompanied youth,and chronically homeless were living unsheltered. 70 Page 118 of 119 Total number of people experiencing homelessness and percent sheltered&unsheltered by type during the 2022 PIT Count 18OCI 1603 If3OCI 400 1266 '1200 000 W0 600 400 345 237 200 100 68 0 Overall Adult Individual.; People in Unaccompanied Youth Chronically V-�onnele<,>s Veterans 3% (Families UunderAge25 Individuals Total Sheltered Unsheltered 71 Page 119 of 119