HomeMy WebLinkAbout06/26/2024 3:30 CC AGENDA PACKET d Mb BAKERSFIELD CITY COUNCIL
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POST-MEETING AGENDA
BAKERSFIELD REGULAR MEETING
June 26, 2024, 3:30 p.m.
Council Chambers, City Hall, 1501 Truxtun Avenue
1. ROLL CALL
2. PUBLIC STATEMENTS
a. Non-Agenda Item Public Statements
*1. Written material provided by Michael Turnipseed
b. Agenda Item Public Statements
3. REPORTS
a. Presentation on Neighborhood Stabilization and Prevention Programs
Staff recommends City Council receive and file
*1. PowerPoint Presentation
4. CLOSED SESSION
5. CLOSED SESSION ACTION
6. ADJOURNMENT
Rec'd & Placed on file at City
Council Meeting of:
Date: J1'�.01� Time:
What does a city council need to do to set achievable goals. ��n.A�olndc� '3 ��
Agenda Item:
Copilot Submitted by:"1 - A'
Setting achievable goals for a city council involves a thoughtful process. Here are some steps they can
take:
1. Needs Assessment: Understand the community's needs, challenges, and aspirations. Engage with
residents, businesses, and other stakeholders to gather insights.
2. Vision and Mission: Define a clear vision and mission statement.What does the council want to
achieve?What values guide their decisions?
3. SWOT Analysis: Conduct a Strengths,Weaknesses, Opportunities, and Threats (SWOT)analysis.
Identify internal strengths and weaknesses, as well as external opportunities and threats.
4. Prioritization: Not all goals can be tackled simultaneously. Prioritize based on urgency, impact, and
available resources.
5. SMART Goals: Make goals Specific, Measurable,Achievable, Relevant, and Time-bound. For
example:
o Specific:"Reduce traffic congestion by 20%within two years."
o Measurable:"Track traffic flow data monthly."
o Achievable: Consider budget, personnel, and infrastructure.
o Relevant:Align with community needs.
o Time-bound: Set deadlines for milestones.
6. Collaboration: Involve other agencies, nonprofits, and private sector partners. Public-private
partnerships can enhance goal achievement.
7. Regular Review: Monitor progress, adjust strategies, and celebrate milestones.
Remember, effective goal-setting requires transparency, community input, and adaptability.
•
Michael Turnipseed
Executive Director
michael@kerntaxpayers.org
1401 19th Street,Suite 200
Bakersfield,CA 93301-4400
.2973
K ernTax Offi: 661.2661.3.2174
Cell: 661.203.2174
Page 2 of 33
Facts Through Research kerntaxpayers.org
What Is SEDA? Focus on Regional Development
Without a doubt,there is a connection between a country's wealth and economic growth and improvements to its
overall well-being.So rather than focusing solely on GDP per capita—the most frequently used indicator of a
country's general welfare—BCG designed SEDA, a proprietary diagnostic tool built to objectively measure a
country's sustainable economic growth and citizen well-being.
SEDA combines data on outcomes(such as health and education)with quasi-objective data(such as governance
assessments). It also assesses how a country performs relative either to the entire universe of 143 countries or to
individual peers or groups.
SEDA offers a current snapshot of a country's sustainable economic development assessment ranking and a
measure of progress over time. It complements purely economic indicators like GDR However,SEDA doesn't
include purely subjective measures. Other metrics based on subjective measures—such as the ones used in the
UN's Happiness Report—offer valuable complementary but separate analyses. In fact, BCG has found a strong
overall positive correlation between the UN's Happiness scores and SEDA scores.
GDP is the value of final goods and services produced within a county.The size of a county's economy as
measured by GDP varies considerably across the United States. In 2022,the total level of real GDP ranged from
$11.4 million in Arthur County, NE,to$790.0 billion in Los Angeles County,CA.
Question
1. What is sustainable economic development assessment?
Copilot
1
Certainly! Let's delve into the concept of Sustainable Economic Development Assessment(SEDA). •
SEDA is a powerful diagnostic tool developed by The Boston Consulting Group(BCG)to objectively measure a
country's sustainable economic growth and citizen well-being. Instead of relying solely on GDP per capita,SEDA
takes a more comprehensive approach by combining data on outcomes(such as health and education)with
quasi-objective data (such as governance assessments). Here are the key points:
1. Dimensions of Well-Being:
o SEDA defines well-being based on ten dimensions grouped into three categories:
• Economics: Includes income, economic stability,and employment.
• Investments: Encompasses education, health,and infrastructure.
• Sustainability: Considers the environment,equality, civil.society strength, and
governance'.
2. Assessment Process:
o SEDA assesses country performance for each dimension using publicly available indicators.
o Each indicator is normalized on a scale of 0(lowest)to 100(highest).
o Scores are calculated for each dimension,providing insight into well-being.
o SEDA also tracks progress._over time,complementing purely economic indicators like GDP'.
Page 3 of 33
3. Relative Comparison:
o SEDA evaluates how a country performs relative to 143 other countries or individual peers/groups.
o It offers a snapshot of a country's ranking and progress in_susta_inableeconomic development'.
4. Complementary Measures:
o While SEDA focuses on objective data,other metrics(like the UN's Happiness Report) use
subjective measures.
o Interestingly.there's a_positive correlationbetween UN Happiness scores and SEDA scores_'.
In summary,SEDA provides a holistic view,bridging economic growth with citizen well-being.Governments can
use it to make informed decisions and address critical challenges in today_'s_rapidly_changing world'. If you'd like
more details or explore specific aspects,feel free to ask! t
Question
2. How does a region implement sustainable economic development assessments?
Copilot
Certainly! Implementing Sustainable Economic Development Assessments(SEDA)at the regional level involves
a strategic approach to measure well-being and economic growth. Here are some steps a region can take:
1. Data Collection and Indicators:
o Gather relevant data on various dimensions of well-being,including economics, investments,and
sustainability. 2
o Identify.indicators related to income,economic._stability,_employment, education, health,
infrastructure, environment,equality, civil society strength, and governance'.
o Use publicly available sources to access the most recent data for these indicators'.
2. Normalization and Scoring:
o Normalize each indicator on a scale from 0(lowest)to 100(highest).
o Calculate scores for each dimension by aggregating the normalized indicators.
o These scores provide insight into the region's overall well-being and sustainable economic
development'.
3. Relative Comparison:
o Compare the region's performance to other regions or peers.
o Understand how the region ranks in terms of_well-being_and ro_gress over time'.
4. Integration into Policy and Planning:
o Use SEDA results to inform policy decisions and resource allocation.
o Consider how economic development initiatives impact well-being and vice versa.
o Align regional policies_with the dimensions assessed by_SEDA2.
5. Stakeholder Engagement:
Page 4 of 33
o Involve local government,community organizations, businesses,and citizens.
o Create a collaborative approach to address challenges and enhance well-being.
o Encourage public-private partnerships for sustainable development2
6. Regular Updates and Monitoring:
o Continuously collect and update data to track progress.
o Regularly assess the impact of policies and programs on well-being.
o Adapt strategies based on changing circumstances2.
Remember that SEDA complements traditional economic indicators like GDP by providing a holistic view of a
region's development. By integrating SEDA into regional planning, communities can work toward sustainable
growth while prioritizing citizen well-being'.
Question
3. How does a region implement sustainable economic development assessments?
Copilot
Certainly! Implementing Sustainable Economic Development Assessments(SEDA)at the regional level involves
a strategic approach to measure well-being and economic growth. Here are some steps a region can take:
1. Data Collection and Indicators:
o Gather relevant data on various dimensions of well-being, including economics, investments,and 3
sustainability. _
o Identity indicators related to income economic stability,employment. education_health,
infrastructure, environment equality,civil society strength,andgov_ernance'.
o Use publicly available sources to access the most recent data for these indicators'.
2. Normalization and Scoring:
o Normalize each indicator on a scale from 0(Lowest)to 100(highest).
o Calculate scores for each dimension by aggregating the normalized indicators.
o These scores provide insight into the region's overall well-being and sustainable economic
development'.
3. Relative Comparison:
o Compare the region's performance to other regions or peers.
o Understand how the rezion_ranks in terms of well-being and progress over time'.
4. Integration into Policy and Planning:
o Use SEDA results to inform policy decisions and resource allocation.
o Consider how economic development initiatives impact well-being and vice versa.
o Align regional policies with the dimensions assessed by SEDA2.
Page 5 of 33
5. Stakeholder Engagement:
o Involve local government,community organizations, businesses, and citizens.
o Create a collaborative approach to address challenges and enhance well-being.
o Encourage_public rivatepartnershipsfor sustainable development'.
6. Regular Updates and Monitoring:
o Continuously collect and update data to track progress.
o Regularly assess the impact of policies and programs on well-being.
o Admit strategies based on changing circumstances'.
Remember that SEDA complements traditional economic indicators like GDP by providing a holistic view of a
region's development. By integrating SEDA into regional planning, communities can work toward sustainable
growth while prioritizin ..citizen well-being'.
Question
4. How does Sustainable Economic Development Assessments help regions make better
decisions?
Copilot
Sustainable Economic Development Assessments(SEDA)play a crucial role in helping regions make informed
decisions. Here's how:
4
1. Holistic View:
o SEDA goes beyond GDP and considers multiple dimensions of well-being,including health,
education,and environment.
o Regions gain a comprehensive understanding of their strengths and challenges, leading to more
balanced decisions.
2. Prioritization:
o By assessing various factors,SEDA helps regions prioritize initiatives.
o For example, if health outcomes are low, investing in healthcare infrastructure becomes a priority.
3. Evidence-Based Policies:
o SEDA data guides policy formulation.
o Regions can allocate resources based on actual needs, improving overall outcomes.
4. Benchmarking:
o SEDA allows regions to compare themselves with peers.
o Learning from successful regions fosters innovation and better practices.
5. Long-Term Vision:
o SEDA encourages sustainable development.
Page 6 of 33
o Regions can plan for the future, considering economic growth alongside well-being.
In summary,SEDA empowers regions to make decisions that balance economic progress with the well-being of
their citizens.
5
Page 7 of 33
Sustainable Economic Development Assessment (SEDA) to gain insight
into overall social and economic conditions.
https://www.bcg.com/industries/public-sector/sustainable-economic-development-
assessment
What Is SEDA?
Without a doubt, there is a connection between a country's wealth and economic growth
and improvements to its overall well-being. So rather than focusing solely on GDP per capita—
the most frequently used indicator of a country's general welfare—BCG designed SEDA, a
proprietary diagnostic tool built to objectively measure a country's sustainable economic
growth and citizen well-being.
SEDA combines data on outcomes (such as health and education) with quasi-objective data
(such as governance assessments). It also assesses how a country performs relative either to
the entire universe of 143 countries or to individual peers or groups.
SEDA offers a current snapshot of a country's sustainable economic development assessment
ranking as well as a measure of progress over time, and it complements purely economic
indicators like GDP. However, SEDA doesn't include purely subjective measures. Other metrics
based on subjective measures—such as the ones used in the UN's Happiness Report—offer
valuable complementary, but separate, analyses. In fact, BCG has found a strong overall
positive correlation between the UN's Happiness scores and SEDA scores.
How Does SEDA Define Well-Being?
SEDA defines well-being on the basis of ten dimensions grouped into three categories:
• Economics. Including the dimensions of income, economic stability, and employment.
• Investments. Including the dimensions of education, health, and infrastructure, which
reflect the outcomes of policies and programs that account for the bulk of any
government's nondefense expenditures.
• Sustainability. Comprises the environment and three contributors to social inclusion:
equality, a strong civil society, and sound governance.
Page 8 of 33
SEDA Assesses Relative Well-Being Across Ten Dimensions
Wealth'
ECONOMICS
Quality of the • Income rt • Inflation;GDP and
environment inflation volatility
Environment Economic
stability
• Rate of
Effectiveness of employment and
government; ,
accountability; Governance N.
i4tt 417Employment unemployment
stability;freedomige
SEDA
Civil
Civic activism; • society
intergroup cohesion; • Access to health
interpersonal safety and - care;health
trust;gender equality care outcomes
Equality
SUSTAINABILITY INVESTMENTS
Income distribution;' • • Access to education;
equality in education • education outcomes
and in life expectancy
Power,water;sanitation;transport;information 2
and communications technology
Source:BCG analysis.
'Wealth is measured as GDP per capita(purchasing-power parity,current international$).
'Income distribution is based on the Gini coefficient.
How Does SEDA Economic Development Provide Insight into Well-Being?
Using indicators from publicly available sources, SEDA assesses country performance for each
dimension. The assessment relies on a total of 40 indicators based on the most recently
available data. Each indicator's measure is normalized on a scale of 0 (the lowest) to 100 (the
. highest). On the basis of those normalized indicators, a score is calculated for each of the ten
dimensions. The scores provide insight into well-being in three ways:
1.0 SEDA SCORE
We aggregate the sustainable economic development assessment rankings for the ten SEDA
dimensions to provide an overall score for each country.This score can be used to compare a
country with any other country or group of countries. In general, wealthier countries tend to
have higher scores than less wealthy countries. SEDA's ten dimensions also provide an
organizing structure for reviewing priorities for remedial action, since a country's performance
relative to the rest of the world or a group of peers can highlight critical strengths and
weaknesses. Armed with such insights, governments can begin to identify strategies for
addressing the most pressing issues.
Page9of33
2.0 CHANGE IN SEDA SCORE
Drawing on 13 years of comparable SEDA scores, BCG tracks the change in SEDA score over
that period as well as countries' recent sustainable economic growth. We can also track
changes in each dimension of the SEDA score.
3.0 WEALTH TO WELL-BEING COEFFICIENT
Using SEDA scores, we can examine how well countries are able to convert their wealth (as
reflected in income per capita) into well-being. We do this using a measure called the wealth
to well-being coefficient. This coefficient compares a country's SEDA score with the score that
would be expected given the country's GNI (gross national income) per capita. The
coefficient thus provides a relative indicator of how well a country has converted its wealth
into the well-being of its population.
Countries with a coefficient of 1.0 are generating well-being in line with what would be
expected given their income levels. Countries that have a coefficient greater than 1.0 deliver
higher levels of well-being than would be expected given their GNI levels, while those below
1.0 deliver lower levels of well-being than would be expected.
Explore Our SEDA BCG Reports Over the Years
Measure Well-Being to Improve It:The 2019 Sustainable Economic Development Assessment(bcg.com)
Well-Being Trends over the Past Decade:The 2018 Sustainable Economic Development Assessment
(bcg.com)
Why Well-Being Should Drive Growth Strategies:The 2015 Sustainable Economic Development 3
Assessment(bcg.com)
introducing the BCG Sustainable Economic Development Assessment
Striking a Balance Between Well-Being and Growth:The 2018 Sustainable Economic Development
Assessment(bcg.com)
The Challenge of Converting Wealth into Well-Being:The 2017 Sustainable Economic Development
Assessment(bcg.com)
Building Well-Being into National Strategies:The 2014 Sustainable Economic Development Assessment
(bcg.com)
Page 10 of 33
•
• Michael Turnipseed
Executive Director
michael@kerntaxpayers.org
1401 19th Street,Suite 200
Bakersfield,CA 93301-4400
Ke rnTax CffiC 661.203.217473
Facts Through Research kerntaxpayers.org
Page 11 of 33
�MIll
BAKERSFIELD
FE SOUND
0F ADMINISTRATIVE REPORT
MEETING DATE: June 26, 2024 AGENDA CATEGORY: Reports
TO: Honorable Mayor and City Council
FROM: Jennifer M. Byers, Economic and Community Development Director
DATE: June 19, 2024
SUBJECT: Presentation on Neighborhood Stabilization and Prevention Programs.
Presentation on Neighborhood Stabilization and Prevention Programs
RECOMMENDATION:
Staff recommends City Council receive and file.
BACKGROUND: On June 12, 2024, Council Member Arias requested staff evaluate potential funding
sources for the development of programs to mitigate the inflow of homeless individuals experiencing
housing instability. Staff is evaluating programs for decent, safe and sanitary housing that would have a
positive impact on surrounding neighborhoods and ensure quality housing for residents.
FISCAL IMPACT:
The Department will present options for program alternatives, based on the alternatives selected there
may or may not have an impact to the City General Fund. However, any future contracted program
selected, will need to come back to City Council for contract approval.
COUNCIL GOAL:
Economic Opportunity for All
Community Character& Quality of Life
ATTACHMENTS:
None
Page 12 of 33
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Page 13 of 33
Housing Systems
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Prevention Emergency Transitional Permanent Homeless
Shelter Housing Housing Services
Provide emergency Provide outreach, day
Provide interim,transitional, and permanent housing
assistance to keep centers,case management
opportunities to families who are homeless
families housed £r supportive services
Coordinated Entry Integrate, analyze, Programming responsive
and service delivery and use data to community needs
Page 14 of 33
Housing
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// Prevention
// Emergency and Diversion
Shelter Page 15 of 33
Housing
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RENTAL HOUSING HOME OWNERSHIP HOUSIN t: OWNERSHIP
Page 16 of 33
Market Rate Housing Sp
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Page 17 of 33
•
ir•
Prioritization & . . .
Crisis Response/ Referral
• No Wrong Door Pre-Assessment • •
•
11% Approach Mild Service
Prevention and Need: Referred Individual or1
Enter homeless diversion Assessment &
system of care services offered. Data Entry to other Household is
Individual or through: resources. Stably Housed in
Household at • Shelters ' Shelter Vulnerability Rapid-Rehousing
and risk Moderate or
Risk of or --► • Community placement ♦ —► -► (RRH),
assessment I Severe Service Permanent
Experiencing Access made (when Need:
Homelessness Points available). (VI SPDAT) Supportive
completed. Added to
• • • 211 Case prioritization list Housing (PSH), or
I 1 fit • Street management & Data Entered (By Names List). Community
Outreach into HMIS. Housing, with
support services Self Resolve Appropriate
provided.
Support Services
• • I
I40/114 I A ®
Recidivism
0
1, (51,
Page 18 of 33
Housing and Homelessness Framework
G
Kern County Home lessg Strategy
8 objectives to accomplish 3 goals by
dlkiti
implementing 27 objectives
Strategic Acton Plan One goal is focused on Reducing Inflow
Affordable Housin Strate 4 strategies with 21 actions
5 goals, 28 strategies
General Plan Update - One goal focused on preserving housing;
Housing Element multiple strategies focused on prevention
and stabilization
Page 19 of 33
Contributing Factor : Supply Issue
Population increase - 2013 : 362,066 to 2023 : 410,492
Units constructed last RHNA cycle: 16, 561
Vacancy Rate - 2-3%; healthy housing market 5-6%
Housing units in Bakersfield: 125, 143
58.48% Owners
41 . 52% Renters
Age of existing housing stock: Greater than 50% housing is
more than 40 years
Page 20 of 33
Contributing Factor : Rise in Value
Median rental rate increased 62% since 2015
Share of Households that are Cost Burden
2015-2019
COST BURDEN BY RACE
120%
100%
44% 6 30%
BIPOC WHITE
80% 36% COST BURDEN BY TENURE
60%
50% 27%
RENTER OWNER
40%
64% COST BURDEN BY INCOME
20%
16d1 66% 13%
0% VLI-MI ABOVE MOD
■Not Cost Burden ■Cost Burden we �1
Source: HUD Comprehensive Housing Affordabit y Strategy (CHAS) data, 2015-2019
Contributing Factor :
California Tenant Protection Act of 2019
Tenant Protection Act (Assembly Bill 1482) provides renters with Rent
Control and Just Cause for Eviction protections if local jurisdiction does
not provide such rights already:
Rent Control:
Landlords may not increase rent, in any 12-month period by more than 5% plus
4111
the increase in the published Consumer Index for the geographic region, or 10%,
whichever is less.
Eviction Process:
"Fault Just Cause" - California Civil Code section 1946.2(b) or "No Fault Just /
Cause" CCC Section 1946.2.
If evicted for a No Fault Just Cause, CCC 1946.2(d) requires the landlord to either
waive rent for the final month tenancy or provide a relocation payment equal to one
month's rent.
Page 22 of 33
Existing and Pending City Programs
• Fair Housing
• Home Buyer Assistance
• Tenant Based Rental Assistance
• Home Access
• Home Repair and Weatherization
• Solar Programs (TCC grant funded ) I 411
• Eviction Prevention Program
Page 23 of 33
Pilot Eviction Prevention Services Program
More new individuals became homeless than were placed into permanent
housing. Homeless prevention is more cost effective than rehousing or rehabilitating
individuals experiencing homelessness.
The Pilot Program Request for Proposals expectations included:
> Legal Aid ($275,000)
> Meet with tenants to assess eligibility
> Act as a liaison between tenants and property managers/landlords
> Provide legal aid/counsel to tenants
> Partner and work with other agencies to best assist tenants with needed
wraparound services
> Education Program ($75,000)
> Meet with residents at least two times a month for a one-year period
> Provide multi-lingual educational public awareness and education workshops
Page 24 of 33
•
GBLA & PROGRAM
DESCRIPTION
GBLA has been committed do delivering high quality legal services to the low-income
community since 1968. GBLA has prioritized housing-related legal services and
homelessness prevention as central aspects of our mission. GBLA's mission is to promote
} -, social change and justice by providing high quality legal services to the low-income
roe / community. We take great pride in our legal services.
The Eviction Prevention Program will enhance access to GBLA's services for low-income
persons. When a person requests GBLA's services, GBLA will assess the issues presented
• and determine the type and scope of service needed to enhance housing security.
p
Legal Representation, education, and resource referrals will be available to clients throughout
•• th eentire duration of GBLA's representation. GBLA will provide a variety of services such as
v legal assistance information, outreach and collaboration that supports and assists low income
• individuals, families, and seniors to prevent loss of current housing, enforce rights to safe
•
6 habitable housing, prevent low-income persons from becoming homeless, including but not
• limited to issues regarding assistance with: eviction defense, subsidized housing
'101;pog administrative law cases, housing discrimination or other affirmative ligitation as resources
permit.
' Page 25 of 33
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This pr will focus on some of the most vulnerable populations in NE
our area. _
‘\
When a person requests services, GBLA will assess initial _ —��� - squin
eligibility. When a housing related issue is identified, GBLA's intake _
staff will verify that 1) the prospective client resides within city limits
and 2) the prospective client's income does not exceed a maximum
of 120% of the Area Median Income, with a preference of 80% or less '
of the Area Median Income.
I
1
Page 26 of 33
SERVICE
TRACKS
This project will consist of three possible services tracks:
Legal Assistance
Housing Related Resource Referral 1/4
v
Weekly Educational Workshops
LEGAL
•
AS S ISTAN CE
ott„,
-- E
400
If a client requires defense in an unlawful detainer or other legal
matter, the attorney will provide an assessment and direction in all
eligible cases. The attorney will meet with the client to review facts
and circumstances, provide legal information and advice, review and '
recommend options for possible early resolution, provide assistance
in preparing the appropriate responsive pleadings, negotiation tools,
trial preparation, and other direct legal representation in court
proceedings. IF the client requires further education or resources,
the attorney will place the client within the additional service tracks
concurrently with this track. Our goal is to resolve cases through
negotiated or mediated settlement of at least 70%.
RESOURCE
REFERRAL
is de
This track ensures that a client receives housing-related
resource referrals concurrently with other service tracks.
The Housing Navigator will review any documents and/or
information provided by the client and assist with
developing, implementing, and monitoring a case plan to
provide the client with the education, resources, and
tools necessary to establish housing security and self-
efficiencies. The Housing Navigator will also provide
referrals to other collaborative partners and supportive
social service agencies to keep the client successfully
•
housed. Our goal is for no less than 50% of the project
participant case plans to be deemed successful and
fulfilled.
Page 29 of 33
i
1 _ Educational Workshops will provide tenants :Ilith general
w E I KL'Y'
. information about their rights and responsibilities in terms
k that are easy to understand. The workshops will focus on
E D U C AT I O N A topics to help prevent evictions such as money
management, community resources, and tenant rights.
lir The ultimate goal of these workshops will be to help a
L participant maximize efforts to remain housed and stable.
This track will be facilitated by a housing navigator and
supervised by the staff attorney and Director of Litigation.
WORKSHOPS Our goal is to facilitate one workshop per week, with no
less than 240 participants per year.
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Housing Element
Affordable Housing Strategy
Neighborhood
Stabilization Kern County Homeless Strategic Action Plan
Analysis
Benchmark City research
M Additional Best Practice and Promising Practice
research
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Funding Sources
Housing and Urban Homeless Housing, State and Federal
Development Assistance and American Rescue Competitive
(CDBG, HOME, Prevention (HHAP) Plan (ARPA) Grants
HOPWA)
Agency Philanthropy General Fund
Partnerships
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Potential Programs
• Substandard Housing Rehabilitation
• Rental Registry
• Residential Hotel/Motel inspection program
• Community Land Trust construction types
• Expand home weatherization and home rehabilitation
programs
• Residential facade improvement grants
• Expanded Rental Assistance - Housing Placement
• Expansion of Eviction Prevention
• Adoption of strategic land use policies
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