Transcripts For SFGTV Our City Our Home Oversight Committee 20240711

Then pound appound again. You will hear the meeting discussion but yo you will be md ied listening mode only. Call from quiet location and turndown your television and radio use or submit by email to marrtotothe committee. Please note this meeting is recorded will be available at sfgovtv. Org. Would you like me to call roll . Yes, please call the roll. roll call . All are present. We have a quorum. Welcome everyone to day one of our city, our home oversight committee. We will move to item 2. Do we have any Public Comment at this time . Members of the public who wish to comment should call 4156550001 access code 1460283650 and pound and pound. If you havent done so please dial star three to speak. A system prompt will indicate you have raised your hand. Wait until you have been unmuted. You have three minutes. Checking the list now. There are no callers. Thank you. We will move to item 3. Approval, with possible modification of the minutes of the october 20 meeting. Is there a motion to approve . Motion to approve. That is moved. Is there a second . Second. Any discussion . All right. All in favor of approving the minutes from october 20 say aye. Opposed . Any abtention . The minutes have been approved. Item 4. The restreet and committee operational structure. We will discuss our goals for the retreat, structures for the committee and information about the bylaws and governance shared by the City Attorneys Office and possible action by the committee in response to this item. I want to thank you for pulling together this agenda and thank you to members who provided feedback on the agenda in front of us today. I believe, laura will read the goals, is that correct . We will talk about some of the framework for Decision Making. The goals for our retreat is to establish a deeper understanding of the current state of homeless Necessary Services and Mental Health programs in the city. Second to develop a preliminary summary of system gaps that will be prioritized for a review of the plans for subsequent meetings. We will develop a framework for Funding Priorities to include values and Decision Making criteria and protocols and we will also begin the process of creating a work plan for consideration of ongoing Programming Using the funding that we have. I will turn it over to laura for the Committee Meeting framework. We are on the committee. Can you show the powerpoint. It is not showing the other side in the presentation mode. I just want to know where i am. I will share this framework. We discussed the way of possessing the large amount of information that is going to be coming at the committee over the next little while or long while. You know, it is a structure for how this meeting we can think about the different presentations in the meeting. We want to start by drilling what is the current state of the homeless response system and the Behavioral Health services delivered to the Homeless Individuals . Really getting a sense of what is provided, how much, how many people are served, you know, the budget framework of the current state. This is information that the committee requested in prior sessions. Getting a bit more detail from relevant parties on what is happening now. From there deeper to understand what needs to happen. What are the needs, what options are available, what are the priorities . Hear from the stakeholders in those areas, so understanding what kind of mee kind of meeds e filled by the fund from hsh perspective and data on using some Tipping Point on the agenda, from the member on the agenda, u. C. S. F. , providers. Understanding what are the areas we need to be solving for . Then moving from thereinto thinking about how do we recommend strategies to address those needs . We are going to hear a lot over the next couple days, and then drill into Decision Making framework for what are the committees priorities . How do you want to make decisions . What are your criteria and values with these strategies . We will move to a work plan to hash out exactly how that recommendation is processed . Your charge is to recommend uses for this. How you want to work through that process. We will get to it by the end of the day tomorrow. That is the landscape for this series of sessions. Before i move on to that, getting a sense of any more statements about the framework before we move to like the governance side of things. I will turn it to the vice chair and open up to other Committee Members not able to submit comments or respond to our retreat agenda, if there are others. We will move to the vice chair. No, i dont have any comments. Any other Committee Members . I have a point of clarification. We will begin making decisions on what we discover through this retreat to be the gap . I think we are going to get through comments and presentations and discussion about the first and second items to a certain degree. We can always go deeper, really understanding the current state and getting a sense of the needs and gaps from their view and by the end we will work through tomorrow afternoon kind of a framework and work plan for making the recommendation. I think there is a series of upcoming meetings and sort of citywide process for working towards we have a presentation at the end of the day tomorrow to say here is what might be a way to what is a fairly large scope of Decision Making. If there is an agenda item tomorrow for like deciding on funding, but there are items for what is the work plan, what are the priorities, what is the biggest need . What do you need to decide first to make the recommendations . I think i will have to see how this goes from the other presentations. I would be surprised if we got so close by then of tomorrow that we have a sense of the priorities. We have to determine a work plan if the information is not clear with a sense of priorities and gaps. We will see where we get. Any other thoughts, comments . This is brett andrews. As often as we can in the discussions to be clear on the distinction of the uniqueness of strategies, resource allocation, prioritization unique to this year compared to ongoing years. If we dont pay full amount of attention to there is the risk of having an expectation that some things would move forward in years and they may not be. They may be responding to the moment and the crisis to which we are in. To the degree there are distinctions, i want us to Pay Attention to those as well. We will hear that tomorrow when we get to that work planning and also that what are your principals for Decision Making. That is an item there. Is it immediate, longterm priority and weighing those concepts towards acknowledging the difference between them. We will brainstorm that for tomorrows discussion. Thank you. I am going to move us to get to thinking about how this governance or group works together to make the recommendations and how it have structures itself. This is an operational or governance conversation i will turn over to the City Attorney representative here to talk through. He has proposed some bylaws that he can review with you and which i shared by email last week in the meeting materials. One of the goals of this conversation is to think through hour well your recommendations go forward, what do you need to think about . What do you make decisions about sooner . How do you want to make those decisions . What are your options for reviewing a large amount of information over a short amount of time . How do you want to structure your work. Bylaws are a tool for creating structure how you operate together as a group. I will unshare here and turn it over to john to present on his bylaws. Thank you, laura. Thank you. You heard from me a month and a half ago, but just to reintroduce myself i am john gibner from the City Attorneys Office. Last time i talked about how the committees operate, especially the Public Meeting clause you are bound by and a little bit about ethics laws. I am not going to touch on those issues today, but i would encourage you to reach out, especially if you have any questions about conflicts of interest as the Committee Moves forward. Feel free to call or email me anytime. Of course, if you have any open meeting questions i am happy to talk through oneonone or at future Committee Meeting. Today i want to run through the bylaws that we circulated late last week. I put these together mostly based on Standard Practices for how committees operate. It will be up to you as committee to adopt them, probably at your next meeting. Not tomorrow but the next meeting after that and edit them as you see fit. I am happy to make changes during that gap and recirculate and edit the vehicles for the committee. I am not going to run through the whole five page document. I want to hit on the highlights of the standard pieces of bylaws. To get feedback or just to start thinking about it. A lot of these documents we circulated is a description of what the committee is. Kind of summarizing how the committee is described on the ballot measure and the ordinance. Most of it, probably half of the stuff in there, just descriptions of the committee and rules you are stuck with because they apply to all San Francisco advisory bodies. Some of the rules you are not stuck with, i want be to highlight here. One is it is up to you how many officers you want to have, and i know in the first meeting you elected chair and vice chair. That is really the standard operating process for most committees in the city and commission. You have a chair and vice chair. The chair generally has the responsibility to run the meeting, work on the agendas between meetings and serve as the spokesperson for the committee on matters if there is a Media Inquiry or departments want to talk with somebody to represent is commission between meetings on short term turn around. The draft bylaws before you basically say there will be a chair and vice chair. Those are the duties of the chair. The vice chair will serve as chair if the chair is absent and will have other duties that the chair or the committee give to her. In your first meeting you did not discuss how long the term of each officer will be. As default i suggested that the committee select a chair and vice chair once each year to serve a oneyear term. The first chair and vice chair can serve until next november to give a little more than a year as introductory period and the committee could elect the chair and vice chair next year at your first meeting in november. Some commissions have testimony limits official or unofficial on chair and vice chair. You could include that in the bylaws if you wanted to. We also included information about just how you meet. You need a quorum, which is five of you, to meet. On all votes the bylaws set out one person has to make a motion as you have been doing, another person has to second that motion and majority, five, have to vote yes, for the motion to pass, if you are having trouble with attendance or have vacancies. If there are only six at the meeting, you still need five members to approve any motion. Under the San Francisco charter commissioners cannot abstain from voting on a matter. That technically doesnt apply to many advisory bodies but we have a Standard Practice including the no abtention rule in the bylaws for advisory bodies to match up. When a motion is on the table, everybody votes yes or no. Last, unless a member has a legal conflict and cant vote or the entire committee has voted to excuse that person for any reason, because of conflict or just because that person cant or doesnt want to vote for other reasons. One note not in the bylaws and probably should have mentioned in your first meeting but did not is that durin during regulas committees can often vote by proclamation. You see the board o board of sus make the call. With remote meetings the state law requires roll call vote for all motions. So far you have been asking all in favor, aye, opposed no. Going forward you should call the roll on each vote. At your regular meeting time that is the third tuesday of each month at 9 30. That is in there as well. One big open question for you to discuss today and maybe the biggest question in the bylaws is whether you choose to be subcommittees. That is your call. You can have subcommittees of two, three, four. Any number less than five. If you form those subcommittees they are subject to the same Public Meeting and brown act rules that the larger committee is subject to. You have a committee of three people to work on a particular topic and report back, that little subcommittee of three can only meet and talk about issues at a Public Meeting following all of the rules you are following today. With Public Comment and agenda and opportunity for public observation. You have a couple alternatives, create subcommittee or delegate a Committee Member to look into or report back on a topic. When you assign the task to one member that member is not subject to Public Meeting. Two or more members create a subcommittee. Your call if you want to do that and how many subcommittees you want be to create. One thing i did not mention in the bylaws is my offices roll with this committee. I have attended the first few meetings and today. My office wont be staffing regularly your Committee Meeting. Me and my colleagues are here to assist you in any way. We can attend any meeting, make presentations, answer questions from the committee or oneonone. I wanted to flag that you wont we seeing my face on everyone of these calls. That is it. Depending how you decide to go with subcommittees, we can add that piece to the bylaws for your next meeting or if you have any changes to suggest now or after the meeting, just let me know. Thank you. We will go to Public Comment at this time. Is there any Public Comment . If. If you wish to comment. Call 4156550001. Dial star three to speak. A prompt will indicate you have raised your hand. Wait until the system indicates you are unmuted. You have three minutes. We have one caller. This is david. I am not a caller. You can hear me, right . We can hear you. My comment was that i have attended a variety of meetings similar to this over the years. A lot of time is devoted to exposition and delivery of existing systems and capacities. I believe most people in the group know what the city is delivering and not delivering. I hope as you plan the agenda for the future you really spend more time on discussions and recommendations. We know what the gaps are. We dont know how to fill those gaps. Now they are filling the gaps. I hope they will disproportion time on fining solutions and less ongoing over the existing system Everybody Knows pretty well. I am David Elliott lewis. That is my comment. Thank you. Any further Public Comment . There are none. I will move to Committee Members. Is there any comments or questions in the committee . We have the raised hand function at the bottom, the little hand icon. Thanks. The question sunshine. If the individual wants to consult with other Committee Members, i think you spoke this months before. Our bounds in that regard . Thank you for that question. That is a point i should have raised. If one Committee Member is assigned to a task, that member can talk with up to three others. You can coordinate with up to 12 people on the committee. Assignedded member plus three others. You cant engage in a conversation with a total of five. That becomes a meeting that needs to be subject to the Public Meeting rules. Is that still a consultation or meeting . Make a Conference Call to three or four other people and that works . The most obvious violation of the rules is when you may being a Conference Call with four others but you similarly cant do it in a serial way or have everyone coming to you for the center of the deal. If you are assigned a task, you can discuss it at the meeting but after the meeting discuss with three others before you report back. I dont see any other hands. Yes. We will go to member andrews and member reggio then vice chair. I am going to pass. That wases my hand raised for what was my comment i was able to make. Thank you. Vice chair. I just wanted to know if we decide not to do subcommittees today but in the future we want to change something in the bylaws . Is that just a vote . There are special notices. You need t to publish an agenda notice that you are going to amend the bylaws or create subcommittees. There is no need to create subcommittees today. If you decide six months from now it is a special notice requirement. I see the members. Thank you. That wases helpful. As you were speaking you were answering them. Anyway in the scenario he is playing out from what you were talking about. Say brett convened and maybe there was deliberation about it like we have a conversation here and brett is talking to the group where money should be spent from Behavioral Health or from people in the system and front line people. It is a process and gathering input. Then there is a document that comes out from the body. Can he send that to the rest of the body . That is part of the official communications and would go back to the full body. Then we would discuss it at that point . You wouldnt be able to send it is to groups. It would have to be through the whole body. That is right. It does bring up an interesting way for us to move forward with single members because i do feel like one of my goals as member is to make sure we are centering on folks who are going through the system and children at the front lines. It is difficult to have black and forth dialogue. Maybe somebody has a terrible idea, we need to hear from everybody else what they think of the idea. It lacks the true collaboration. That would be the way for us to do Something Like that. That is soup helpful. Member ledbetter. If we have the offer and Technical Assistance and it is at the table. Could we play the role. That is the role that can never be suspended by Technical Assistance or even damaged. Oat engaged. You are suggesting that you have one member assigned to report back on Behavioral Health issues. Community organizations who are interested in those issues and want to provide support as that mather gathers information . Yes. That is up to the member who has been assigned the task that you could offer assistance to get the information, get their help then bring that back to the full committee. Lets say it is difficult to gather the information, a high level of expectation, can you use an Administrative Fund to support some of that work . Thathat is a good question. It is basically two things. Let me check with the consultant on the financial side and get back to the committee. Second, if the committee has budget and authority to use funds to hire some support, that is a decision the committee as a whole would have to make rather than one member. Talk with the Controllers Office how that would work. If somebody wanted to donate, i am thinking primarily of the requirement. [indiscernable] if these assessments we dont see it. There is philanthropic interest. Can they contribute to the effort . It depends on exactly what is being donated. Certain types of donations over a certain dollar threshold require approval by the board of supervisors. You might need boys approval depending whether it is offered as support that might require involvement, probably would require involvement of those Department Heads to make that decision, part in that decision as well. Orvey to be abstract about it. As it comes up it will be through as it is more concrete. Thank you. Laura. The governance structure in the bylaws. There were questions how the group with make decisions and the key charge of the committee is to provide recommendations to the board. There were questions what are the options for how recommendations may be review and decided on, what things need to come up that are voted own p. How can this committee make the recommendations to the board . That came up in the prior meeting. That is up to the committee how it can wants to communicat. The committees submit the full package to the board of supervisors on situations like this. Prop c anticipated that. In terms of decisions how you want that in a larger report you as a committee discuss altogether that is for the committee to decide. What we have seen other othe. President adams othe ady committees. They will take that and work with staff to develop a written document which we have supported that kind of work before. That written document where they come back to the committee for review and action at subsequent meeting. That is the models. The process of making recommendations. We make recommendations to the appropriate bodies serve as a recommendation. They are voted on, accepted, considered. We are advisory body. I want to understand our view. I believe your advicerito the board of supervisors in their ultimate authority through the budget process. We have this actually on the calendar at the end of the day tomorrow is not just the form but when should they be made to inform that process in a timely way to be considered. I am going to do things heading towards written recommendations as a body that would arrive at the board of supervisors in time to inform the appropriation. It is often the case that when that budget is in front of the board of supervisors, often that advisory body or chair is invited to address those comments directly to the board of supervisors. Is there any other questions or comments from members . We are going to move to the presentation section. We have quite a bit there. I see member regg io. Just looking back, we are the scope of the committee. We talking about advisory to the board. I think it is advisory to the board which is operational. The purview is decreased, is that correct . Do you want to comment . I believe that is a good point. You are not limited in who you are offering the recommendations to. In fact, the board are involved in different stages in the appropriation process. I think there is legislation to present it. [indiscernable] thank you. I see member andrews. I dont know how to lower hands. I dont either. I need to figure out how to do that. I dont know if we can as members. Click on the hand. Okay. That is good to know. I want to thank attorney gibner and laura for the presentation. We can move to the next item. Deputy attorney gibner. Yes, thanks for letting me speak. Yes. The presentation on hsh gaps and needs in the system. The committee will receive information on Data Analysis and the homeless response system including dashboard, best practices and perspective on family homelessness and possible action by committee in response to these items. We will move to interim director. Is she on the line. Yes. It is just a permanent state of morning in here with no windows. I am happy to present on behalf of hsh. Last tight i was here we did high level response. Two requests from the committee today. Deeper dive into the homeless response system true budget and programming and Needs Analysis of the homelessness response system. I am going to ask my colleague doing some of the presentation to begin sharing slides and maybe someone can give me thumbs up when you see them. Can you may being snider the host . Yes. Thanks. It is a team effort. Great. I am the interim director. She, her pronouns. Thank you. I am joined today as you have heard by acting director snider presenting the first part of the presentation. We are going to go quickly because we learned recently we have less time than we thought we did. We will be as efficient as possible and spend the time on Needs Analysis. The Controllers Office will share the slides following todays retreat. We are talking about the mission anchor components. It is a refresher. We will do an overview by the numbers. Before i turn the over to dillon, i want to take a moment to set the foundation where hsh is in regards to data modeling. I am exciting to hear from other presenters who are on the system level analysis. I want to be transparent where we are now, especially in regards to data modeling. It directly informs the system of care and in prior meetings you have had a lot of thoughtful questions tied to data. We want to produce that for you and our partners. We are limited in a couple ways. We have a finite data team at hsh and working 80 to 90 hours a week with covid arent able to keep up with the search for data for the entire community. We have had adjustments happen during covid which i will talk about in terms of data modeling. We are sincere to provide this data and direct you to places where we provide monthly data to the community in a public way as we move through this presentation. Where are we with the system level data model that anticipates inflow, outflow, how many doors one would need to open in order to end homelessness for x number of people. That is the basic concept of the systemwide data model. In 2016 we created with Community Housing a data model that wases somewhat predictive and it was based on best practices. That projected the number of household that could resolve homelessness and allow us to set goals. It was the basis for the strategic framework. While a little tired of hearing this. Covid changed the economic landscape and homelessness response system and crisis. We have been adopting interim solutions to data on a daytoday basis and use them to do projections here today for the mayors homelessness Recovery Plan based on original data model. We have to know there is not a lot of information in the community nationally about the effect of covid on homelessness. There is a lot of anecdotal information but not datadriven information. We are updating or beginning a new data model, postcovid with the best understanding of the way the country looks and San Francisco looks today to be in line with the timing of the key input source. That pit count will ask questions about whether someones homelessness was caused by covid. We will be able to have better understanding about the economic crisis caused by covid. We will base many recommendations and decisions on that going forward. I also want to note that this is also obvious. Therwe are nout out of the pand. We dont know the longterm impacts it will have on the economy, society. We need to adapt as we continue to grow. I will turn over to ms. Snider for the homelessness response system overview and dive into the Needs Analysis. Wonderful to see some of you again and meet many new faces. I am the acting director of strategy and external affairs with homelessness and Supportive Housing, longest title in the world. I will be here with you today to take this part of the presentation. I will be going very quickly because we want to leave the most amount of time to have a deep dive into the Needs Analysis. I tend to go quickly. I am speaking so fast you are not catching what i am saying teltell me to slow down and i wl adjust speed. There is a lot to cover in a short time. We will share this information with you after this presentation. We will give you a deeper dive. You saw all of this the last time we were in front of you presenting. We are resetting the foundation with the homelessness response system in the framework. It is to achieve the Strategic Plan goal throughout reach and problem solving and prevention. Shelter and housing and the housing ladder. Another foundation is centering equity in everything we do at hsh. It is critical we emphasize equity needs to be at the center of Decision Making. We need to lead across the system and apply that button. You will see a number of goals here as well as next steps. I would like to highlight that while all of these are ongoing we are excited to work with the equity and inclusion Consultant Services that were gifted to the department from Tipping Point community in october 2020. They will help hsh develop our equity action plan at the end of december. It will help us develop a Racial Equity plan for the homelessness response. Additionally, in january 2021, hsh will hire a Racial Equity manager to monitor progress going forward. Of course, we will continue and are committed to continuing for government discourse. I am trying to read my notes fast here. To incorporate equity into funding allocations and programming. Equity across everything that we do. This is a very quick high level fy2022 budget overview. It reflects final approved hsh Budget Approved in october 2020. We are grateful to the mayor london breed and the board of supervisors for their recognition of the continuing Homeless Services in San Francisco. The number of proposed cuts we will require as part of the budget process were accepted on the programmatic level. The final budget represents significant investment in the continuation and expansion of homelessness response system. You will see this under the approved fy2021 column. The budget is 852 million, that is 132 increase compared to the prior fiscal year. I want to note a significant amount of the budget 19. 5 is allow indicated to covid19 funding. [please stand by] this is something that San Francisco has been striving towards. We know that housing is the most effective and permanent solution to homelessness, and it needs to be reflected in our budget as the majority of our budget. So were very happy to see this being rebalanced in this years budget and you will notice that temporary shelter is the next second largest bucket in the fy20202021 bottom at 11. 6 , and followed by problem solving im sorry, housing and then covid, as we talked about, 19. 5 . And followed by temporary shelter and prevention and problem solving at 7. 7 . And operations about 3 . And coordinated entry and street outreach around the same amounts of 7. 6 and then health services. I will dive through as we go through each component and what they mean through a financial lenls. The covid bucket, i. To point out that this only reflects the budget that was approved through the budget process. Its not a complete landscape of the covid emergency funding that is going towards our Homeless Services during the emergency as we were drawing down on other funds like e. S. G. Or ccvg as well, but it was appropriated in the budget. And the majority of that is going towards the operations of our shelterinplace hotels followed by our congregate shelters, covid permanent Supportive Housing and then some administrative costs. So this represents our fy20192020, the last fiscal breakdown of our budget by population. And it reflects the last year because some of our contracts are still being finalized for this budget year. So this is helpful to look back at a complete fiscal year of data. As you can see, the majority is for adults, 67 . Followed by families, 14 . K12, 12 . And adults and families, these are contracts for services that are for both adults and families at 4 . Veterans at 2 . And then older adults at 1 . And i have a feeling that there will be a lot of questions around this so i want to flag that well go into a deeper dive on the strategies for these populations during our needs announcements. Okay, so this is the mayors homelessness recovery projected funding costs. For those of you that attended our long Budget Hearing back in august, so the budget and finance committee, this slide will look very familiar to you. The subtotal is the line kind of in the middle there, is what we knew back in august 2020 when we were projecting the cost that we would need to realize the goals of the mayors homelessness Recovery Plan. What you will see below there is some of the evolution that we have experienced over the past few months of the pandemic. Some of this is great news and an additional 33 million in home key funding that San Francisco was awarded with our second home key project, expanding permanent Supportive Housing. And other rebalancing is fema reimbursements came in lower than we had anticipated. So i am setting this all up, and, again, well go into more details during the Needs Analysis. But these are all of the different resources that we are needing to pull in and to be able to realize the goals of the mayors homelessness Recovery Plan. So now we will quickly dive into core components, and notice that im already going over. Street outreach, connects those living outside or experiencing unsheltered homelessness with a homelessness response system. As you all heard about last time, one of the primary outreachers of our system is the Homeless Outreach team. As we discussed about 1. 6 of our 20202021 budget is dedicated to street outreach which comes out to about 14 million. And i will flag here in each of the slides that you will see gaps in the street outreach. All of the gaps and the needs we will be discussing in the second part of this presentation. So flagging that we have ideas and feedback around all of this, but we want to save that for the full needs assessment. And im also going to introduce you here, i think that many of you are probably familiar with this, this slide this slide demonstrates home staff which is our data dashboard. Which collects all of the information from our one system. This is what i think abigail had mentioned, you will see a slide presentation during are monthly during our board meeting. It goes through many of the core components and it offers the ability to track and to measure progress and out liization of the system over time utilization of the system over time. So the outreach shows that 43,000 total encounters happened with the homeless joit reach team iout reach1920 team. And we needed to focus on conducting wellness checks and identifying the most covid individuals on the street. And to pivot away from the normal practices. You can see the top engagement tools water, Hand Sanitizer and masks and referrals to medical providers. And problem solving and prevention, provides the opportunity to prevent the people from entering the homelessness center and to redirect people without the need for ongoing support. And theres households that need to leverage support and creativity by actively participates in resolving their homelessness. And right now our problem solving and prevention system includes onetime flexible grants and family unification to homeward bound. That was 7. 7 of the budget or 65 million. So this is our home stat dashboard for problem solving. Right now you will see that what is in front of you is homeward bound. That is our longestrunning problem solving strategy. I know actually probably before we even adopted problem solving as an intervention, homeward bound was running as that. So you can see from homeward bound there were a total of 562 resolutions and reconciliations with support networks in fy1920. I will note as abigail mentioned that were in the process of improving and working and reprocessing data. One of our priorities is to intd great the problem solving for onetime grants and our addiction prevention into the one system so that we can have similar data displayed such as this to track our progress. Coordinated entries, coordinated entry organizes the homeless system with a common specific assessment. A centralized data system, the one system. And the prioritization method. And as you all heard the last time that we were in front of you, coordinated entry is fairly new to San Francisco and the official launch to serve adults and families. And the overall budget for coordinated entry is 1. 6 much the fy1920 budget or about 14 million. And here we have coordinated entry assessments. So assessments, meaning anyone who received a primary Housing Assessment from coordinated entry, which was about 7,400 people on fy1920. As you can see from the Population Breakdown, the majority were adults with 69 . 18 families and about 12 tay. And the temporary shelter has temporary places for people to say while accessing other services while seeking housing solutions. The homelessness response system temporary shelter is emergency shelter, Navigation Center and transitional housing. That is about 11. 6 of the budget or 99 million. And i will just add here that the temporary shelter system was one of the most impacted by covid. Including significant changes to our Data Collection method. That includes the pause, the pausing of the 311 wait list for changes. And repurposing the other data systems. So i do not have a home stat slide to show you with temporary shelter. But, again, it is something that is in progress as we continue to commit to new Data Collection. Housing provides Permanent Solutions for homelessness through subsidies and Supportive Housing, including permanent Supportive Housing and subsidies and vouchers and a housing ladder. This is, again, to be celebrated. I think that its 54. 4 of our budget or about 463 million. We know that housing is health care and, again, raising up housing with the majority of our budget echos that sentiment. So this slide with the home stat data shows placements, new placements made to housing, permanent Supportive Housing and rental and permanent housing in fy1920. Which was 1,337. And, again, you will see a Population Breakdown with the majority of these being adults and then families and tay. And i just want to note here while we know that permanent Supportive Housing is effective at resolving homelessness, for those who are in need of continued support of services, you will have a deeper discussion during our Needs Analysis as we continue to look at how to expand and to be more flexible with our Housing Resources. And, lastly, the housing ladder, which helps to help people who are more selfsufficient in permanent Supportive Housing or other Housing Resources and are ready to move into a lighter touch housing. If ny1920, there were 57 of those placements and were looking forward to beginning again very shortly with some new placements with the housing ladder. Okay, demographics. So in order to give you all of the best snapshot of demographics with the homelessness response system, what we did is pull the fiscal year 1920, and coordinated data. And this is our systemic breakdown of clients served throughout the homelessness response system. So there will be lets see here too many notes here. Okay, so what does this data tell us . This is looking at fy1920, the ethnicity demographic data. Of the total number of households that we have in fy1920, and theres a note at the bottom that this does not include 9 of the clients that have missing or incomplete data, we see the highest engagement, about 45 , being with black or African American clients. Followed by 30 , 37 of whites. 7 of multiracial. 4 asian. 4 American Indian or alaska an native. And 3 native of hawaiian or pacific islanders. Again, this is one of the reasons that i wanted to highlight all of the work that h. S. H. Is excited to embark upon and the hiring Racial Equity action manager. Is that we need to continue to track this data to make sure that h. S. H. Is holding to its commitment to address systemic racism within the response system. Next, this is the same snapshot of our fy1920 coordinated entry dem gravic data but this is for Sexual Orientation and gender identity. So, again, what does this tell us . That this shows us that for gender identity, that the majority or 59 were male. 40 female. 31 trans male and 4. 2 trans female. And 1 gender nonconforming and a small percent doesnt know. The Sexual Orientation, 85 were straight or heterosexual. And 8 gay or lesbian and 6 bisexual and 1 questioning or not sure. And this excludes those missing or unknown. Were putting together our annual report that will be available publicly in middecember. Where we will go into a deeper analysis, looking at last years sogi data in fy1920. And thats in process, but i wanted to highlight some of the trends that were seeing is that we have seen an increase in the coordinated entry utilization by trans female and trans male clients. And trans male engagement more than doubled to fy1920. And a decrease in the not asked in Sexual Orientation which shows us that our teams are getting more comfortable having this conversation with the clients as they enter our system. Which in turn allows us to actively collect that data and being able to raise up areas that need more attention. And then i also would say that theres a 6 increase in lgbtq plus clients accessing permanent Supportive Housing. Again, were seeing that reflection of the coordinated entry is prioritizing those that are multiple levels and referring those individuals to permanent Supportive Housing. I know that it was a lot. Thank you for bearing with me and i turn it back to abigail for our system needs information. Thank you, dawn. That was extremely helpful. I think that we are getting feedback from each other being nearby so if you could go back on mute. Thank you. Could somebody mute me. [laughter]. I will continue. The feedback has settled down. So im going to pivot now to the next phase the next portion of our presentation, which is is what dylan was teeing up all along where we feel that the gaps are in our system. And were really excited to engage in the conversation with community, with this group, around filling those gaps. Next slide, please, dawn. So while we at the beginning of covid, we asked ourselves is our strategy still appropriate for covid. And, in fact, it really it really required to us double down on our strategy. But we had to divide our work into kind of Covid Response and ongoing continuum of care. And really were continuing that approach as we come in front of you today to talk about a recovery need and an expansion need. And so Funding Provides the ability to make high Impact Investments towards these goals and we make them strategically with a racial lens while acknowledging that 2020 has brought new priorities into focus. Including responding and recovering to the impacts of the pandemic. And so i also want to thank member andrews for his comments and sort of guiding the presenters that its really important for us to pull out for each of you and for all of us when were talking about investments what is the onetime investment, what is the now investment and what is an ongoing investment. If prop c had moved through the courts in a time that wasnt a pandemic, we would have been this a very different conversation. And so thats what im going to try to spell out for you all today. And we know that were coming back in front of you on the 17th with a much more detailed spending plan. So this is still at the high level conceptual and as were part of your retreat and on the 17 width wit17th with a more ded spending plan. Next slide, please. We have gathered as much input as possible during a disaster. I know that talking to those who provided for us from the federal government, that the locality during a pandemic or any disaster necessarily have to take the reins in ways that are ofoften different than they may be. And we have tried to pull in as much input as possible and we look forward to doing that for the ongoing money and to partner with this body, with the board of supervisors, providers and community stakeholders, it ton continue to host additional sections. What i will put in front of you today benefited from the following input. The housing and shelter advanced Planning Work Group which included the board of supervisors and the City Partners and several sessions that the provider and the Community Hosted by our local homelessness coordinating board and members of the Community Members of the housing and shelter work group. We did do provider feedback with family and tay populations as we began to collect input around those particular populations which were less the focus of the housing and shelter work group. And we met and talked and collected input on our next year work planning and guidance around occh money with our framework advisory committee. Which is a group that was representing a diverse array of the leadership of our Nonprofit Community to provide strategic guidance to the department. That group kicked off in february i believe as our first meeting and it has been meeting in the fall. And then, of course, input from h. S. H. And the city staff and a review of the best practices from our Strategy Consultants at focus strategies. And as i mentioned before, there are two needs that h. S. H. Has from th funding. And the goal is to prioritize the system flow to assist everyone in the homelessness response system. I will be super clear that the first and immediate need for expansion and recovery is to support the mayors homelessness Recovery Plan which is right now in front of us challenge and an opportunity. And to support the commitment of the mayor and the board of supervisors and this department to offer every guest in a hotel an exit to stability. Meaning that no one has returned to the streets, unsheltered homelessness or shelters as they are covid vulnerable. So the release of emergency funds for expansion and recovery allow us to acquire the new Housing Units needed and to rehouse guests in the hotels. Ill go into more details about that in the coming slides. The second bucket which i will touch on lightly today we have collected much less than we expected. And we need more time, but we will be candid that we have a point of view. So we want to lay that out for you and to look forward to continuing to evolve and to improve that point of view with the input of this group and everybody as we work through this advising process together. So it might include housing subsidies that are creative and different. Obviously, expanded permits and Supportive Housing is on everybodys mind. And new and Creative Strategies for families and youth experiencing homelessness, along with the expansions of tried and true San Francisco strategies. Additional shelter and hygiene programming. The Capacity Building strategies for Service Providers, particularly for Service Providers of color that allow us to Center Equity and accountability across the system of care. So here are the needs in the homelessness Recovery Plan. So to member andrews point, this is the right now need. The system has immediate needs to support the plan in order to maintain and to expand the emergency and to rehouse those in hotels. So we need to create more permanent Supportive Housing. This is not going to be a request only of occh funding. In fact, we have been able to win more units of permanent Supportive Housing than any community in the state through project home key through a strategic application process. And so we will continue to do things like that. But even that, for example, requires a local match. And so what we will seek to do is to purchase and lease 1,500 new units of permanent Supportive Housing. This includes the 200 new flexible units brought on by philanthropy and then needing to be sustained. And at least 1,500 individuals placed into existing pcch each year. And add more units that needs to continue during this time. Thankfully it has been continuing. Separate and distinct from rehousing there are people still outside who need shelter. So we need to continue to reactivate our adult congregate shelter up to its covid safe capacity of approximately 50 . We need to continue the operations of the r. V. S which are in the bayview which are really shelterinplace shelter but which we want to continue in this time. Emergency shelter beds and some amount of safe sleep through fiscal year 20202021. And we need to continue to serve the Bayview Community with much, muchneeded shelter. Once we move through the pandemic, we will need to look at how we reactivate congregate shelter further. So thats all part of the advanced planning. Number three here talks about expansion and prevention, diversion and rapid rehousing and other interventions. So dylan talked about some of these, but what we heard time and time again from providers and from our own expert staff is that people many people need permanent Supportive Housing but we need to build out the array of Services Available in San Francisco. So that theres an intervention that meets the need of the individual. So well dive into that a little bit more deeply. We also need to continue we need funding to rehouse people and to deal with the hotel wind down. So offering reHousing Options to all of the guests through the homelessness response system will require these investments in problem solving housing and both Supportive Housing and other interventions for the over 2,300 people in the hotels. And then we want to as part of this Recovery Plan to continue our conversations with you and with Community Around planning for the robust system. So where we are right now in our Housing Needs, at the top of our lines is the urgent need to expand housing capacity, looking beyond traditional p. S. H. As the citys primary housing intervention. Dont mishear me, we also need to expand p. S. H. , but we need to get as creative as possible in what is a permanent solution. So we have had order and seen this firsthand. We have people telling us that they just need permanent subsidies and less services. Or some people need more services as well as the subsidy. So we need to expand on our models. And we have begun work in the hotels on the transition planning and we have heard the same input clearly from people in the hotels and from the provider community. So we know that housing is the solution to homelessness and we really need to actualize this on this value and this belief, especially in light of the pandemic. So in this environment, we would seek to have more flexible approaches and continue the expansion of the permanent Supportive Housing and also move beyond permanent Supportive Housing. We would pilot new models for permanent and flexible housing subsidies and rapidly expand to address the housing crisis, the need to rehouse people in the s. I. P. Hotels. Okay, next slide. This continues to focus on the housing capacity. So our immediate needs over the next two years are about acquiring 1,000 new p. C. H. Units and leeing 500 new p. C. H. Units including the flexible housing pool that would scatter sites in private market rentals. So we also would recommend and, again, well come back to you with a spending plan in the next almost a week now for the transitionalaged youth and for families. So an additional 500 clients needing flexible pools, including seniors with fixed incomes. Thats in the adults. And at least 200 traditionalaged youth and 200 family households with a flexible pool approach for housing subsidy in the short term. We also want to rapidly launch rapid rehousing for adults to offer both 12 and 24month subsidies. And based on anticipating approximately 250 clients needing shortterm subsidies and up to 500 clients who are in the hotels needing mediumterm subsidies and rapid rehousing that requires workforce and Case Management services to maintain and increase their income. So thats all different kinds of Housing Needs in the short term. Focusing on prevention and problem solving. We know that the pandemic will leave in its wake people who were on the brink of homelessness, maybe coming into homelessness. We dont yet know the effect from a data perspective that it will have on inflow. But National Models have it being quite profound and severe. Of course, in San Francisco the Eviction Moratorium has helped many, but not all to maintain housing and we are actively working to expand our system of care in this area, and revise our policies to target the Homelessness Prevention services to be ready when the various moratoriums lift. And for those evicted now, even with that moratorium in place. So the expansion of the prevention and problem solving for adults and family in tay, we need this to address those already experiencing homelessness or those at imminent risk and as well as that inflow that we hope that doesnt come but we cant be naive and we know that it is already upon us. We see the need for expanding services to look for people in the hotels who can do Problem Solving Solutions in order to stabilize. So based on community and client input we have heard that San Francisco needs prevention and problem solving to target the most at risk. Increased prevention in neighborhoods with high rates of homelessness within the marginalized communities and among the nontraditional partners. And to make problem solving onetime grants larger and more flexible, particularly for persons with barriers to rehousing. So were seeking to do all of those things with our new investments. Immediate problem solving expansion. This would be for the for those in the hotels. We estimate that we need 8 to 10 of the guests in s. I. P. Hotels could solve homelessness with onetime grants. So well come back to you with our immediate requests for increase in this area. Just making sure that my slides are lining up with yours. Were still good. Thank you very much, dawn. So from a shelter perspective, covid changed how we deliver shelter and dylan touched on this. You heard about this in the first portion. And were going to have to continue to look at shelter in the way that it is in the pandemic and the way as we move through. So we know and we recognize the need for temporary shelter, even though we know that it isnt the solution to homelessness. And the occh funding does allow some money to that end and and its important to keep people safe while theyre seeking to end their homelessness. The change of landscape of shelter brought about by covid requires innovation but it offers interesting opportunities about more things becoming available in the market, as well as what we have learned about the kinds of shelter that people are seeking and helps them to feel safe. So we also have been getting clear feedback which we endorse and support regarding the need for populationspecific housing and shelter. So, for example, trans focused shelter. And as well as expanded clinical and Behavioral Health support. I will be speaking to those in the next slides. Additional temporary shelter is needed in San Francisco. As much as we have brought inside more people in our s. I. P. Hotels than any community in the state, we know that there are, unfortunately, tragically, many, many people still living unsheltered. So we need to continue to expand traditional and congregate shelter and in a covidsafe way. And we want to maintain some amount of safe sleep because we know that its meeting a need for People Living unsheltered in our community. And we, for example, heard from the researchers in the last presentation and from the Coalition Research what an important need that is for unsheltered populations. And im also wanting to continue to clarify that every time i talk about shelter, i clarify that it is not the intention to move people from the s. I. P. Hotels to shelter. Continuing to talk about shelter expansion, we do need to maintain some amount of our Covid Response. Including the 120 r. V. S which are shelter in the bayview neighborhood. They are permanent resource, though they are a temporary shelter. And we will be looking to incorporate them into our future system of care. We have to maintain 200 beds at site a. We call all of our sites by code names but most people know what that new shelter is during covid, as a temporary shelter. It was stood up as part of the emergency response, allowing us to create the physical distancing that has prevented widespread outbreaks of shelter in our excuse me of covid in the majority of our shelters. We also have approximately 200 260 spaces of safe sleep funded through march 15th. But they are not funded through the end of the fiscal year due to changes in affability of fema reimbursements. We feel that need to continue and to maintain those. We also need to sustain the s. I. P. Hotels for the fourphased housing approach. And those residing in them. We cannot sustain 29 s. I. P. Hotels from a perspective now so we need to begin rehousing people now. But we do mead need some amountf money to sustain through the longterm choicing process and taking into account that we want to stay flexible and nimble as we continue to rehouse during our continued emergency response. Now weve discussed what we feel that we need in the immediate term and wed like to look ahead at a very high level, again, at the early days of our formation of our point of view, as to what the gaps are in our system. So as we plan for a robust system, weve identified needs that will support our mission and strategic goals and they continue to support recovery. And we want to very briefly touch on some of those ideas that weve been brainstorming about, collecting input on, and socializing. And looking forward to continued Community Conversations with at the district level, at the community level, and with this group. And wed like to see that happen in decemberjanuary, as a way to collect additional stakeholder feed back, and to collect policy proposals and to introduce new district supervisors to their communities on homelessness, and to hear from the leaders in communities about what policy provide orities they share. But priorities they share. As we form our own point of view we do have some early ideas about what we think that is important and we wanted to be transparent and to share those with you today. So we would like to see we would like to see an expanded Subsidy Program aligned to the needs of specific populations, like for families in tay and paired with services. We do think that theres a need for ongoing subsidies, and adults and families and tay paired with services. Wed like to address the specific population gaps in permanent Supportive Housing, including transgender youth housing and permanent Supportive Housing for families assessed as needing permanent housing and support services through coordinated entry. We also will continue to advocate for and to have an expansion of problem solving, and with Homelessness Prevention, in equal measure to the other expansions. We think that it is important to take a look at enhancing subsidies in the existing p. S. H. To cap rent at 30 of the income. In the shelter and hygiene bucket, again, these are talking about the occh bucket, we have begun to collecting input and forming a point of view and we. Ed to share some of the early ideas here. Which include expanding shelter programming in the bayview neighborhood even beyond what is built at 1925. We hear loudly and we believe and we understand from the community the need to expand or to extend the Triage Center which is a pilot and that is deeply needed in the Bayview Community and district 10. We need to maintain the Navigation Center. And were really interested in the ideas that have come to light because of covid like using locations such as hospitals with varying room layouts as opposed to the large dormitorystyle shelters. We believe that we should maintain some of amount of Safe Sleep Program postcovid and we want to continue to evaluate how much that is. And we need to expand the shelter capacity for lgbtq plus and in particular trans women. And then we want to take a look at with the potential funds unlocking and enhancing Hygiene Services and Creative Ideas like using vacant gyms to offer showers and laundry paired services. Im nearing the end, i promise, i know that we have been going on for some time. One thing that is not entirely our lane but which we have a point of view on is that we are working in collaboration with the department of Public Health and the full homelessness response system. Because we than we need to enhance the clinical support across shelter and housing systems. We know that we need more help from our partners to embed medical and Behavioral Health services in congregate environments and in housing environments. Weve had some tremendous progress in the transitionalaged Youth Community and tremendous progress through shelterinplace hotels. So we have models to build on. So were hopeful that the funding will continue to unlock for Public Health to that end. And we know that we hope that it will help our system of care if the Public Health has increased the stabilization, board and care and medical respite services. And my final thought as appropriate is to focus on accountability and on equity. So we know we know that we need that our community and this group is all about accountability and oversight over these new dollars. And so we need to begin to unlock and to build in a new approach to accountability for ourselves and our partner communities. We are recommending beginning immediately by adopting the housing and the urban Development System performance metrics which are considered national based metrics and integrating those into the scopes of work for all providers and for ourselves going forward. And we want while occh legislation didnt entirely imagine this when it was written, we would like to have a conversation with this group about how we pull aside money to look at wage equity and Core Infrastructure support for nonprofits, particularly nonprofits of color, of historically blackled organizations. And to do Capacity Building targeted to support emerging organizations working with diverse communities. And that is oi mien my final th. Thank you for the opportunity to speak today. Again, we know that we went through a huge amount but we wanted to make sure that we got a lot of information in front of you. Thank you. I know that we have a number of presentations to walk through. So im going to just go to our next presentation. But is there any desire from Committee Members for questions, well have substantial time in day two of our retreat to get into the discussion of what were hearing. So i see member andrews. I just have a quick question. Do you do you believe that there is a stimulus package at the fed level, all things going well, and any thought about how that could impact the student funding that could support us with a latter part of our fiscal year . Is that something that were hoping for . I missed the first half of your sentence. I had a tech issue. I was just saying that if indeed we move forward with a stimulus package post january 20th, lets say that, and could there be some considerations in the fed package that could help us in the final quarters of our fiscal year . Because i understand that there is a gap that is there and we could have a budget implication that is there. Is there any opportunity for fema to increase their funding . And would you say that theres an outstanding support level out there right now, embedded within proposal that the dems have in the house of representatives . Thats a great question. I think that i dont know if the controller would like to weigh in further on fema, but what we are understanding generally sort of irrespective of who is in the white house, lets put it that way, that one of the challenges of working with fema is predictability of their timeline. So we looked back at other disasters across time and it sort of doesnt matter whos in the white house. Fema often sort of picks up and disappears with a pretty short timeline, right . We all remember the tragedies around that. Thats one of the things that we manage against. I just wanted to use this opportunity to note that. To your specific question, i think were keeping a close eye on that and, of course, the Mayors Office is advocating closely with our friends in washington and soon to be further friends in washington around that. And im happy to keep this group advised and uptodate on that. I just dont think that we have any predictability right now. My own quick thought on that is that i believe that our budget was passed on a series of assumptions. One of the assumptions is that we would have fema funding that would carry through i see what you mean, to the end of june, correct. Yep, yep. Ben, did you want to jump in on that at all . I was going to just add that the sending is correct. It assumes that fema will continue to reimburse us for eligible expenses including at h. S. H. Through june 30th. Its been one of the major risks that we have been monitoring and worried about and it remains an issue to keep an eye on. I will say that fema is predominantly controlled by the executive branch at the federal level. So having a democratic president in place gives me greater hope than the alternative on the fema reimbursement question going forward. There will continue to be great uncertainty about what another stimulus will look like. Especially given kind of the murky state of the senate at the moment which would ultimately need to approve a stimulus bill. I think that is the great unknown for us. Thats where there might be upside should we see additional federal money. Thank you. All right, thank you. I do not see any other hands from the members. So i would like to transition us to our next presenter. And thank you again, madam collector, and dylan for that madam director, and dylan for that presentation. And the dashboard on chronic homelessness, we have chris bloch and andrea evans and and theyll be presenting. So is andrea and andrea and chris here . Hello. We are, hello. Hi. This is andrea evans, a Campaign Manager and city planner with Chronic Homelessness Initiative, a Tipping Point. Im joined by another senior planner and chris bloch, the director of our initiative. We wanted to thank you for the opportunity to present some of the work that we have been doing at Tipping Point over the last couple years and we also want to acknowledge the incredibly hard work that many of you on this committee have put in to get to us this point where as a community that we have more resources to invest in our homelessness response system than we ever had before. We know that with those Additional Resources an resourct of responsibility that falls on your plate. So we also want to let you know that were ready, willing and able to support this committee in whatever way that you deem appropriate. And as you know well, our Steering Committee has been advocating for the passage of prop c and recognized that homelessness impacts all san franciscans. So it impacts those experiencing homelessness more severely, obviously, but it impacts unhoused residents as well. Out of that recognition came what we think is a bold vision that talks about, in addition to other things, actually eliminating chronic homelessness over time. Partnered with that bold vision is an equally bold commitment that speaks about housing everyone who is currently experiencing longterm homelessness as well as our families with other than which, our youth, and our sick neighbors who are excuse me experiencing homelessness. In our view to meet that really ambitious goal you have to be able to measure along the way. So thats some of the work that we have been doing. I will turn it over to andrea feist who will walk us through a model that we have developed specifically for chronic homelessness. Thank you. So the Chronic Homelessness Initiative of the Tipping Point community is a fiveyear initiative with an investment of 100 million to partner with the city and the nonprofits to pilot new trac strategies, and optimizing the homelessness housing system. To reduce chronic homelessness by 50 by 2023. To gauge the progress to that goal, we in partnership with the urban institute, have developed this tracking tool. The tracking tool allows us to see where we are to goal to assess the effectiveness of various strategies and to inform whether we need to course correct to meet our objectives. What you are looking at is a condensed version of the tool. Wed be happy to meet oneonone with anyone to walk you through a more detailed model. So im going to walk us through this version right now. The top row shows estimates much the number of chronically homeless single adults that we project in the january pointintime count for the remaining years of the initiative. A calculation of how we get to those numbers is everything below that row. Now, of course, the full pick count is taken every other year, but we estimate 2020 and 2022, so that we can closely track progress. So im going to walk us through the column titled 2020 projected, to explain how we arrived at these numbers. The estimate for the 2020 pick count was 2,943. We calculated this number using methodology ongoing through now. As we move down the column you will see an estimated inflow of 1,195 individuals. We arrived at this number by taking an average of inflow from 2007 to 2019. This period saw both dramatic spikes and dips, as well as more moderate changes year to year in inflow. That average was 996 individuals. To account for possible covidrelated spikes we have added 20 in each of the next two years. This is based on an analysis by a professor out of Columbia University and his prediction for california. Next you will see the blue row. This is a placement section. Here we are clailtin calculatine number of homeless sentence adults expected to be placed in housing during 2020 as already committed or identified through turnover in existing p. S. H. Units and placements in buildings and master leased units in the pipeline and scattered site market rate units through the subsidy pool and through project home key. As well as through nonp. S. H. Placements into housing with problem solving and rapid reHousing Programs. This t totals 1,733 placements n calendar year 2020. The column to the left show actuals through calendar year 2023. We can see that at q23, we were 50 towards the 2020 placement goal. The next section is prevention. Here c. H. I. Is acknowledging that prevention is an important strategy to reduce chronic homelessness. For the purposes of this chart we have only included programs supported by Tipping Point. To make a modest prediction. At q3, we were 62 of the 2020 goal. So to get through our pick count projection for 2021, we take the 2020 projected pick count, add an inflow and deduct placements and preventions and arrive at the top of the 2021 column with a predicted pick count of 2,614. We follow this methodology across the years and arrive at a pick count of chronically homeless single adults of 1,250. That 1,250 is the gap that needs to be filled. Where we need to identify where those people are going to find housing. And we think that it is possible in the next two years. This next slide shows a more simplified view of progress towards goal. Starting in 2017, which was the start of our initiative, as you can see with less than two months to go in the calendar year were at about 54 towards the annual goal. And reu riah, could you go to the previous slide just quickly. I just wanted to show the committee some of the real value of doing this kind of analysis. Particularly when youre committed to actually addressing the whole problem of every chronic homeless person. And you have significant amount of resources. So i just want to show you or highlight the fact is that in 2022, right, we at the beginning of that, 1,778 in the chronic count and this inflow as you see. But if you at the at the point when you reach the system could reach a point in time where the existing p. S. H. Was 700 to 750 and the existing inflow into chronic homeless happennesswould go back to histl levels which would be about 950. So if you reduce chronic homelessness to a point where its only new people becoming chronic and that is 995 bear with me for a second and you have the existing p. S. H. Approaching 700, theres a couple things that come up from that kind of analysis. The first is that we would have a discussion about chronic homelessness. The first thing that you try to do is to make sure that the existing p. S. H. Turnover at 700 to 750 equalled the number of people that were falling into chronic homelessness on an annual basis. And the gap between those two would be your targeted prevention strategy as it related to single adults falling into chronic homelessness. And that would also have the implication that, of course, then and we believe that will happen in the next couple years. But if we were on track to achieve that and there was some balance between our prevention efforts, people falling into chronic homelessness, and turnover in p. S. H. , as a committee you would want to know that. And we will track that to be able to show that to you on a regular basis, right. Because then midway through next year you would want to make sure that were not funding significant new construction, for instance, p. S. H. In the city. Because at some point we would have an overcapacity. So we would look at other strategies like flex fund that are much easier to expand and contract based on how close our projections are to the reality on the street. Right . Just one example of how this kind of analysis could lead to this systems work that will be critical in the next couple years. Thank you, andrea, for your forbearance. This final chart we have one more chart but the final chart on placement shows the progress towards planned placement spike programs. This shows you some of the level of detail that weve gone through to track whats happening in the system. So here you can see that some strategies like rising up, which is third from the left or third from the right there are very effective at 95 of goals for the year. And others are lagging behind. Such as moving people into master lease units with funds that were made available with eraf dollars. So this just demonstrates why it is so important to track our progress against goal, programbyprogram, buildingbybuilding, essentially personbyperson and where theyre going and how theyre going to get there. So thats that level of detail that a system cant truly pivot. And cant jettison failing strategies. I will turn it over to andrea evans. Thank you. One more graph. So in addition to the work that were looking at generally placements, were also laser focused on addressing and reducing Racial Disparities across the system. I want to preface that we are still working on building out this analysis fully and were actually also looking at a parallel analysis that would do a similar work for our lgbtq neighbors. But we wanted to give you an early preview because we think that this is the who, that would really, really be helpful to incorporate in the planning that you as a committee are doing going forward. So what you have in front of us are the two bars. The bar on the left that shows the 32 at the top. I think that is to everybodys left. This is basically what we would call kind of the status quo. So we know that theres 32 of people experiencing chronic homelessness in San Francisco are black. We also know that the city has made a commitment to make housing placements in a way that does not further exacerbate that disparity. So you would assume then that you have about 32 of the housing placements would be for our black san franciscan neighbors. If you look at the bar on the right, what this is showing is that if you increase that number of housing placements from 32 to 39 of the total placements that are made, then you see that the disparities are starting to decrease from that 32 mark to 18. 5 , lets say. This, again, its an early look at some of the work that were doing. And we need to test a little bit some of the assumptions. And this is based on placements that we expect to happen that we showed in the earlier chart, things that the city has already committed to. As well as the additional placements that we think that need to happen in the next year. But as you can see there are there is a way to take this data and to look at your strategies and to figure out how what is it going to take to start reducing some of these disparities. Can you go to the next slide, andrea. And we think that this work is really, really important because as a city, obviously, we have a goal about moving towards a more, you know, more equitable system. And we know that we cant do that if we continue business as usual. So just a couple data points here and i talked about the 32 , i want to shout out to jenny for the stop revolving door report that highlighted a lot of the of the inequities that we know that exist in our system, but did it from the lens of people who are actually experiencing homelessness. So what did we learn from that report . In particular, its the overlapping systems of oppression that are really driving a lot of the ininequities. And i wanted to share a quote, where they say that San Francisco needs to prioritize safe housing for trans women because theyre the most vulnerable to physical and sexual assaults on the street. The best Mental Health care for the Trans Community is preventing violence and trauma by providing safe housing. Next slide, please. We also know from the stop revolving door report and a survey that Tipping Point did about three years ago that surveyed 300 people experiencing homelessness, that the housing is the critical piece that all of the other work that the prop c committee is about to embark on, be it shelter and Emergency Assistance and prevention and Behavioral Health that were the critical pin that holds it all together. What did we learn from the surveys . 88 of the people surveyed in the stop the resolving door report said that stable housing is crucial in maintaining their treatment goals and that treatment would, quote unquote, be point tells they didnt have stable housing. Another 76 of people said that housing Case Management services is a service they would need and they would actually utilize. So, again, heres just we think that it is really important to bring the lens of people who have experienced homelessness and telling us what they actually need to improve their wellbeing and their stability. Then ill turn it over to chris. Great, thank you, andrea. Thank you, Committee Members. As you develop your governance structure and work plans, we encourage you to consider the following elements, all which have proven instrumental in other communities that made real meaningful improvements to their homelessness response system in reducing the number of people experiencing homelessness. The first is datadriven planning and implementation, both qualitative. As we showed with our tracking tool, it is possible to quantify our efforts and assure that we are meeting our goals. And if were not meeting our goals under particular intervention strategies that allows us to have the kind of discussion necessary in order to pivot. Its also important that we balance its also important that we have Significant Community input as andrea just mentioned. We feel that the coalition on homelessness, stop the revolving door report, is a great step forward. We would certainly also be willing to consider financially supporting a further stakeholder process for the committee if the committee thought that would be helpful and necessary. Its also important to balance urgent early actions with longer term decisionmaking. As you know that were not starting with a blank slate in San Francisco. Theres been many Planning Efforts and there are actions that this committee could adopt in the near term while creating a much longer term comprehensive strategy. For example, Tipping Point community as has been mentioned is funding a 200person flux are flex pool and because of covid the market has changed dramatic scale and we have the opportunity now to lease hundreds of units at reduced cost. Also transparency around goals, timelines and progress towards goals is critical to achieving accountability. And accountability is essential. We must hold one another acoincidentableaccountable, noty to goal but to results and do the work necessary to make sure that we achieve those results. We have been talking a lot both at the city and at Tipping Point, c. H. I. , about a twoyear plan to effectively to end chronic homelessness in San Francisco, except for the inflow that i have referenced before. Part of the urgency around transparency and the resulting accountability is that when you are dealing with many issues, but particularly homelessness, and even more particularly chronic homelessness, if you have a plan that takes four years, you no longer have a twoyear plan to effectively address homelessness, particularly chronic homelessness. So it is absolutely essential is that we complete this twoyear plan in two years. And the only way to do that is to have a laserlike focus on whats working and do more of that, and to know whats not working and to either course correct or to decide not to employ that strategy any longer. Thats what we know to be the value of the kind of transparency that our tracking tool can provide. Lastly, all of these components are in service to creating a comprehensive, Strategic Plan, including clear implementation strategies and full definition to guide your future efforts. This is the only way to ensure that propc funds will be used effectively to fully address the challenge of homelessness in San Francisco. I know that c. H. I. And Tipping Point and i look forward to working with you to achieve that. Thank you very much. We will end with something that i know that i know that you all know on the committee that nothing solves homelessness like a home and from the advocacy housing cofounder. We tried to make this as brief and effective as possible so that we would have at least a bit of time for questions, if thats possible, and if there are any. Thank you so much. Thank you, andrea and andrea and chris. Well move to the committee. I dont know, member andrews, if you have a question . Im so over this hand thing. [laughter] i dont have any questions. And i appreciate it. Thank you. No worries. Well go to member miller and then vice chair dantonio. I wanted to thank the team for their prohibittatio presente report and the one before that. I mean other everything that i was thinking, you know, that would be a big idea, they covered. And it really showed me i mean, im speaking now about abigails presentation, that we have some really smart dedicated people who have been thinking about this. So its going to make our jobs a lot easier. And i think that especially chris and the Tipping Point team, to really be able to present not only a model to use or a tool to use, but people who are really passionate about making sure that we achieve our goals, i think that we really like, were starting with all systems go with the best of every world and, lord knows, we have plenty of money to do something that is very impactful. I agree with you, chris, i think that we have two years. Thats not time to play with. Not when youre talking about homelessness, not when youre talking about what we see with covid and the impact of the fires will be, what the impact of the covid economics is going to be. I think we dont have a lot of time. I know that theres a lot of panic in the community now about whats going to happen because the s. I. P. Hotels are closing down and other things. And so, you know, a lot of timei hope they dont rub anyone the wrong way but, you know, i have been around City Politics a long time. I know that sometimes it gets mired in the political piece, the kind of showmanship and i think that this is lifeanddeath right now. You know, like, we valley have to get to work and come up with something really quick. We dont have a lot of time, you know, to kind of have discussions and debates about a lot of things. And so im just grateful for all of the tools and resources that we have and peoples dedication to really trying to make this thing go and to be as effective as possible. So, thank you. Thank you, member miller. Well go to vicechair dantonio. Thank you for the presentation and a lot of really great information. I just have a couple of questions about some of the data. And as far as the data showing us, is that is that for homeless adults . The tracking tool is a good point of clarification is for single adults. Okay. So that could be expanded but because of the emphasis, we did that first. How you define success has a lot to do with it, and so we use placement as a success measure but then someone ends up back on the street, do we have a tool for tracking that, and is that something that you are tracking or is placement where it ends . At this point, there is no as far as we know, we have not developed a system in the city to track in effect recidivism, for lack of a better term. But its an excellent point. As a single adult, if you reached functional zero, right, every other year you would be able to tell what your back to the streets rate was because theoretically because of the pointintime count. But the better way to do that is to track that through the one system. So if people that were unhoused, obviously, came back and then there were Homeless Services, you can at least determine if a large percentage of the people were returning to the streets. And the last thing they will say is that its different from families, between the families in chronic homelessness, because, that is the story of interventions that we listed in our tracking tool and they are actually Supportive Housing and so its not rapid housing. So we assume that theres low back to the streets rate for those who receive subsidies. Thank you so much. Yeah, i know that and maybe this is with the Master Lease Program but i know that it was something for a while that the coalition is working on was looking at people who how Homeless People go back to streets with the Master Lease Program and we fill it with someone else who is homeless and theres that person that lost the master lease housing. Yes, definitely is an issue. Absolutely. And then another question about is the data. Maybe i missed this but theres a 20 addition for like allowance for covid. Because of more evictions and more people on the streets because of covid. And im wondering why that was the projection for i think 2021. And why the year 2022 was there no projection, considering that we probably havent seen the effects of the convictions to come. Especially with so much uncertainty. So im wondering why is there no 20 additional to that . There is. We have put the 20 in all three years of the remaining years of our initiative. Thats the 1,195. And we know that its not exactly the same number across the years, but we thought that it would be a reasonable projection and we decided to be conservative. Once we get to the 2020 pick count we may relook at that inflow number but we did apply the 20 across the three years. Okay, thank you, yeah, i probably just missed that. And then, yeah, i just was wondering, chris, if you could explain a little bit more about overcapacity of Supportive Housing and at that point looking at other intervention tools. So just how we would determine the overcapacity, if you could sure, sure. So, again, when you are dealing with the whole system, its one of the real advantages of having so many resources that you actually think with a particular group like chronic homelessness, that it was all, right . Because that has implications. If you just have a huge need and a huge gap, right, it doesnt create the same set and if you look at the loop which involves Prevention Strategies, people falling into chronic homelessness on an annual basis, and the expected vacancy rate for available housing, based on the current supply and the projected supply of new construction over the next three years. So what we did is that if you continue if the vacancy rate stays the same with the increased supply, you get to the point that you have about 750 Units Available annually, based on turnover. And it is one of the big advantages of having a very large supply of permanent Supportive Housing. So if you if you reach a point where you have an inflow of 950 or a thousand and 750 annual turnover units, then this is why for systems, right, this is the exciting part of the work, because then as a committee that you would want to look at your strategies, visavis Supportive Housing to emphasize the strategies that could expand and contract more readily. So, for instance, flex pool and i have a bias, we fund flex pool and i like it a lot. But flex pool and moving on, right, would be two strategies that you would err on the side of significantly more than new construction, because its easier to adjust the number of units depending on your inflow. It would also impact your Prevention Strategies because you start to look at well, if we optimize the system theoretically, you would really want to reach a point is where the number of people falling into chronic homelessness equaled on a annual basis the number of people who could move in to units based on turnover. So then you would have a prevention strategy to achieve that delta. That would be done. I mean, its very exciting to be able to talk in these terms. Because we have a system in place that we could actually start to have this kind of discussion with chronic homelessness. This is remarkable. Thank you, that makes a lot of sense and im interested to delve more into those numbers and what that looks like. So, thank you. Thank you. And im going to keep moving us along here but i want to thank all of the folks from Tipping Point, chris and andrea and andrea for your presentation today. It was great to see this and im going to move us right to our next presentation. Thank you very much. And now to a presentation on family homelessness. We have juan garcia, and our prenatal program. I believe that both of them are on. And i also mateas who i believe is with the group as well. Hi. Hi, this is juan garcia. Were doing a separate presentation so i dont know who you would like to go first. Yeah, you can go first, juan. Wonderful. Thank you. Let me go ahead and set that up. Juan, i want you to know that you are on mute if youre trying to speak. We can hear you now. Okay. Sorry. I was trying to find the unmute button with two screens. I apologize for that. Thank you, committee. We really appreciate the time allotted to us to speak and to present some information about families residing in s. R. O. Hotels. I wanted to say following up the previous presentation definitely puts a lot of pressure. That was a great presentation. Way to go, Tipping Point. Again, my name is juan garcia athe senior project coordinator with the s. R. O. Families united collaborative. And we put a relatively simple presentation for yall today. So i wont take too much time from this group. You know, i wanted to give a bit of General Information first, a bit more indepth information about the neighborhoods that we serve and some struggles and some barriers and hopefully some changes that we would love to see from h. S. H. And coordinated entry for the families that we serve that are currently residing in s. R. O. Hotels. So we currently serve families in chinatown, the south of market area, and the tenderloin and the Mission Neighborhoods. General information right now and this is just rough estimates we have about 350 families living in chinatown. We have about 35 families in the mission district. About 31 in the tenderloin. And about 15 or so in the south of market area. The map on the right, i put it together with the information from the department of building inspection of all of the registered Residential Hotels in the city. This map only shows the s. R. O. S in the neighborhoods that we serve. The red is chinatown and a bit of north beach. Black is the tenderloin. South of market is green. And the Mission Neighborhood is in blue. Our partner or member organizations that belong to the s. R. O. Collaboratives are chinese progressive associations, Chinatown Community development center, and the tenderloin. We have the coalition on homelessness in the south of market area. We have the Community Network action sorry the Community Action too much on my mind here my notes are scattered in the mission we have the delores Street Community services. The map is not necessarily to scale with all of the Residential Hotels in these neighborhoods. They are not residential, those are half families or may not have at least one family. We are currently putting that data together. We are trying to find more families that we may not have had the opportunity to serve beforehand or are unable to find, given some difficulty connecting with the Property Managers or landlords of these Residential Hotels. And it also includes some of the nonprofit hotels in those neighborhoods. As we build our data collecting it from different sources, and several surveys that we have ran and are currently in the process of running, we want to develop a good way of tracking where are all of the families living in the Residential Hotels. If theyre getting services, are they getting referrals . Have they been accessing h. S. H. Or coordinated entry . I also wanted to present some of the housing work that we are currently doing or have done in the collaborative. In the last 24 months we have housed about 75 families through deep rental subsidies and family choice vouchers. A little bit over four years we have housed 25 families, and we are forecasting for this year, the remainder of this fiscal year and 20212022, we will be housing about 30. So 15 each year. 10 families this year that reside in s. R. O. S. Five would be doubled up. And were expecting to have a similar number for 20212022. And all of this work has been done with a lot of expectations that we have to put a lot of that work into it without having to refer families to coordinated entry. I also wanted to present some information that we were able to gather at the beginning of the pandemic. We ran a survey with families in all of the neighborhoods and we were able to collect some pretty daunting information, financial information, from families. We had about 320 participants. The average income precovid was about 2,994. 44 dollars per month. And then as soon as the pandemic started and it continues, the average income was reported at about 926. 60 per month. That data does not necessarily include families that were receiving or continue to reserve the sorry unemployment or any other financial benefit. So the total percent loss on the average is between precovid income and as soon as the pandemic hit their income, it was about 69. 06 month. So theres almost a 70 loss of income. Some of the barriers to coordinated entry a lot of this data is gathered through personal contacts with families that attempted or have attempted to access coordinated entry. You know, we see that there still continues to be some barrier with language and cultural competency at coordinated entry. Theres limits or bans on allowing navigators or advocates in going to coordinated entry with families during the assessment process of coordinated entry. Theres limits on accessing Service Providers other than just this. And theres a lack of transparency on the assessment process with s. R. O. Families. Theres no published guides or accessible guides from h. S. H. For families. And theres limits due to operational hours to reach the coordinated entry site or sites. Most of them do not operate on the weekends. And a lot of families are working families and they dont have a lot of available time during the work week. We have found that weekends do tend to work a lot better for families in accessing a lot of the resources and the services that are provided. We do have some questions to or for h. S. H. We know that were not going to get an answer at this meeting, but some of these questions that are lingering and were trying to get some more data from h. S. H. Where is and has h. S. H. Used the data from the focus groups that were run during the initial stages of propc . What are the number of families from s. R. O. S that have been through the assessment process or the assessment phase . And when will published documents and or h. S. H. Adopt widely used definition of homeless families that include s. R. O. Families . And we have some recommendations and policy changes to coordinated entry. We definitely would love to have coordinated entry allowing navigators in the assessment process with families. Publish a timeline or what i call a path to housing, triage process, that allows that is legible by families preferably that is more visual. And to allow for or have accessibility for working families on the weekend. Adopt a definition of homelessness experienced by families that other city agencies have. Eliminate the exclusion of working s. R. O. Families. And make sure that all Family Members are assessed, including children and grandparents. We have some in the same 10by10 square foot units. We have grandparents, parents, we have children. We know that children are often excluded in the assessment process if they have a disability. They tend to focus on any disabilities that the adults have. So we definitely want some of these policy changes or these are our recommendations for coordinated entry. That is the conclusion of my slideshow. And i believe that the questionandanswer session will be at the end. Thank you so much. I see member miller, you have your hand raised or is that from the last item . Okay. I will go to member some may wonder why were talking about families in s. R. O. S and they are specifically included in the Initiative Language and we did that very deliberately. And, you know, the department of Public Health has long recognized the families living in s. R. O. S, thats homeless and then that was adopted by the city of San Francisco. The reason for that is that the Health Outcomes in terms of whether were talking about pregnancies and whether were talking about the Health Outcomes and developmental outcomes for kids are very similar. Whether the kids are in s. R. O. S or in shelters. The reason for that is that its very similar its actually in many cases the Housing Conditions for families that are in s. R. O. S are worse than the families that are in shelter. The big difference is that in shelter youre provided food and you have a time limit. But oftentimes the whole family is in a private room, in a shelter. In an s. R. O. Youre in a room with a door also but theres no food so that obviously ends up having impacts and people have a real struggle cooking. And in both cases the babies dont have space to roll over, learn to crawl, learn to walk. All of that stuff affects the development of the child. So theres actually some work a lot of you know who know Maria Martinez who passed, but she had worked heavily on this particular issue and dug down deep into the data. And it really came out of the health perspective. So i just wanted to contextualize it. So we very, very deliberately wanted to make sure that when were talking about homeless families that were talking about all homeless families and were not constructing these boxes that do not match real life. Also point a lot of families are moving from s. R. O. S to shelters to s. R. O. S and to the street. please stand by yes, thank you very much. Great. Thank you so much. I just wanted to thank everyone for this opportunity to speak about a topic that is so precious and important to me. Also i want to shut out juan garcia, the previous speaker, an amazing organizer who actually was the point organizer at a notorious s. R. O. That i used to live in, where there was a lot of overcrowded families at the time living in horrible conditions. So lets jump in here. Weve got weve got Homeless Prenatal Program, Homeless Prenatal Program has over 30 years of experience in the field. We used to be on sixth street. Now we are in the mission, and our Mission Statement is in partnership with our families to break the cycle of childhood poverty. We serve about 3500 families annually and about 50 of our families are homeless at the time. My role is assistant client manager services. Basically i run the dropin department, so every day we work with clients that are in every stage of homelessness or not homeless at all. Sometimes they have yet to interact with the homelessness response system, the h. R. S. Sometimes they are already in the process, in the housing ladder, and sometimes theyve already successfully exited from that system. So some of our programs are actually part of the h. R. S. You could go to coordinated entry as a family or a pregnant woman and be routed to one of the programs that the Homeless Prenatal Program administers. So were kind of in the h. R. S. And outside of it as well, and my department primarily outside of it we work with clients to help get them housed on an emergency basis, on a medium or longterm basis, and all types of situations. I see we have a very limited time here, so what i wanted to do was focus on whats most important for the clients that we serve in my dropin department, and that is focusing on the entry points to the h. R. S. For families and pregnant women, which is the main the biggest portion of clients we serve. So in late july we lost first friendship family shelter. It was closed down i believe due to concerns around covid, and it was a huge, huge massive to the safety net that we offer our families and pregnant women. It was very low threshold. It was very easy to access. It was open for intakes late into the evenings, and it was open seven days a week. This made it a great, great place for families to go to that were in the housing, homeless and emergency, and they didnt have three days to plan what to do next. They needed somewhere right away, and of course we had our we had our own constructive criticisms about how wed like to see a program that is the front door to the h. R. S. Be improved, and well get more into that, but i want to start by outside of just saying that the loss of this entry point to the h. R. S. For families and pregnant women is devastating. And to highlight that, i want to share a representative story. This is a story of a client that we supported recently at Homeless Prenatal Program, and i want to try to make it more human for you. So this client was living and working as a nanny for a family and with her own daughter, and they knew she was homeless and they let her stay there as long as she was a nanny to their child. But they didnt pay her what they agreed to pay her, and they started being verbally and emotionally abuse, and it came to the point where one evening they told her, you know, if she didnt like anything about what they were doing or the fact they werent paying her, they were just going to call i. C. E. And have her deported, and in that moment she grabbed her daughter and left there with no belongings and less than 20 in her pocket. It was about 6 p. M. , and she makes her way to Civic Center Bart where she believed there would be a family shelter close by. She gets up to here where this image is, in u. N. Plaza, and she asking someone to borrow their cellphone. She calls 311. 311 tells her theres nowhere for you to go right now. The person that let her borrow a cellphone said, hey, i know of a shelter that can take you in, gave her the number. They called it. They said our last intake is at 5 p. M. , and she pleaded with them saying, you know, im going to be out here in the cold with my child, and they said, unfortunately, yes, you are. So she ended that phone call and then she found a place to hunker down with her daughter here at u. N. Plaza on a particular cold evening in San Francisco about a month and a half ago, and you know, thats where they were. And you know, she was in a very, very desperate situation. Her daughter asked her whats going on and she told her daughter, you know, were going to play a game. Were going to play a game here where were going to camp out here and were going to try to have a really great time. And that lasted for a couple hours until her daughter got so cold she started crying, saying, mom, i dont want to play this game anymore, can we just go inside somewhere. And you know, she had the mom, our client, had to preserve a strong face for her child and said, you know, were going to keep on playing, and she took off her own jacket and gave it to her daughter. Now she has no jacket. Shes in the cold, trying to take care of this her child, and thats where she would have been for the entire duration of the night. But around midnight, 1 a. M. There was a scuffle that broke out at u. N. Plaza and police flooded the area, and when they did, they walked up, shined her bright lights in this moms face and asked her what are you doing here . This is not a place for women and children to be late night, and she informed them i have nowhere to go, and they radioed back to their headquarters and asked where to take her and the answer came back theres nowhere for her to go, so the Police Officers brought her to the emergency room. She was checked out, everything was okay and hospital staff luckily was able to get her routed to one of the shelterinplace hotel rooms. Now i highlight this story because me as someone who routes clients to shelters and brings them into the h. R. S. , it made me think should i inform all my staff that the Emergency Rooms at San Francisco general is an access point where families can get routed to shelter when theres nothing else out there for them . Is this the plan that San Francisco would like . That, you know, in advise clients go to the emergency room, thats where youll be taken care of. But what if this family hadnt become homeless late in the evening and had become homeless earlier . Well, lets think about that. What if my staff team had gotten a chance to this client, say if its 3 30 p. M. , before the close of business . Well, if we had, we would have asked her, do you have a child in the San Francisco Unified School District . Well, her child is too young to be in sfusd, and then we would have said do you have [indiscernible] and this client does not have calworks, but if she had a kid in the sfusd, she could have an amazing intake and their staff are able to do intakes into the evening. If she didnt have a kid in the Unified School District, she could call no later than calworks and use her Hotel Voucher and get a hotel room for the night to hold her over while she planned her next steps. But if you dont have a kid in San Francisco Unified School District and you dont have calworks, there is no guarantee youre going to get off the streets for tonight. It may take a couple days to be processed and actually get into a shelter, even a congregate shelter at the current time. And i highlight this because its a gap in services, but its also a massive discrepancy. Why if you have a child thats 16 years old can you get an immediate intake into a shelter, but if you have a child thats 16 days old you cannot. You should think about this, and i also like to think, you know, the phrase slipping through the cracks, slipping through the cracks implies that theres a process in place to take care of you and it didnt work out, but thats not what happened here. There was no process in place. Theres just no front door at that time for this family. She didnt slip through the cracks. Theres just no safety net for them at that time. Now when im talking about first friendship and what we lost with first friendship, i dont want to say that i think congregate shelters are just, you know, perfect and have no issue, because honestly congregate shelters can function as a barrier in and of themselves. Now were not asking you to roll out the red carpet for families and pregnant women, but perhaps a nice welcome mat would be in our own best interests because after all its the entry point to the homeless responsive system is so scary to families and pregnant women that they dont utilize it, then were not helping them, nor are we even knowing of their existence, really. So clients share with us all the time, ive stayed in shelters before, like congregate settings, and ive had negative experiences there, or they have had no experiences there and its just a very, very frightening thing to think about, right . And so weve served many, many clients who decided to stay where they are, stay in abusive households, stay in overcrowded s. R. O. Rooms, stay in their cars, stay in their encampments because the prospect of going into congregate shelter is very scary to them, again, because of previous experiences theyve had or because of fear of the unknown. So many families, many pregnant women feel that congregate shelters is riskier than the other options that they have at their disposal, and let me tell you, families and pregnant women who are homeless are constantly measuring their options. I should also note that the same is true for moms of children that are fleeing Domestic Violence, because if youre a mom with three kids and youre trying to get an immediate placement in a Domestic Violence shelter, it is next to impossible. So where do you fall back on . The family shelter system. So again, this mom that, you know, and ive personally supported clients like this, you call shelters that are all full or cant accommodate the family size, and then we look at the family shelter system. If we cant get routed quickly, well, this is an emergency situation. So we have to keep in mind not only the front door and making sure there actually is a front door there for clients, but also how can we make this front door good enough so its actually serving the population we want to serve to the best extent possible . Now when covid hit, this increased families concerns about congregate settings, understandably so. Would you want your mother, your sister, your daughter staying in a congregate setting while shes pregnant, or with her little one, while covid pandemic is running rampant . Even prior to covid would you want your Family Member staying in a congregate setting . But nevertheless, with covids onset, many, many families shared with us i would rather stay in my car. Im very afraid of what it would be like to be in a congregate setting, or even a shelter with a shared bathroom, right . So this very real concern expanded during covid. What would we like to see . Wed like to see something that is a clear and immediate pathway, Something Like first friendship, something that is open 24 hours a day for intakes, because people become homeless at any time during any day. It doesnt happen during business hours. And if it cant be 24 hours, as many hours as possible. First friendship wasnt open 24 hours, but it was still late into the evening, very, very important. This should be a place where families can safely sleep, safely eat, safely shower and not have to leave every morning early in the morning. When first friendship was open, this was one of the main complaints from clients, that they had to leave every morning and couldnt come back until the evening, that there was nowhere to shower there. So we imagine a place where they actually could have a safe, you know, launching pad until they were placed, and we would like to see this happen in conjunction with the longerterm singleroom family shelter places get built out more so that people are in congregate or in congregatetype place extremely briefly and are placed immediately. Ultimately there are a lot of different ways to think about how we could best serve families and improve the [indiscernible]. I like to conceptualize it in the gold, silver or bronze standard. At a gold standard, we would be immediately bypassing congregate, covid or no covid, and families and pregnant women could go directly to a single room. Covid or not, this is going to actually welcome people into the h. R. S. And support them really about it. If it was your mother, your sister, and they were in that precarious situation on a late evening in u. N. Plaza with nowhere to go, what would you like to see for them . Thank you so much. Thank you so much, sky, and i just want to thank everyone at the Homeless Prenatal Program. I know the amazing work that you guys all do, so just thank you so, so much. And i dont see any questions or comments from members at this time, and so i do want to turn and ask i know we also have Joyce Mcalpine who is able to talk about some of the system modeling. I wanted to check in with the member about how much time you would need and if we could maybe go over 10 or so minutes just to hear a little bit from joyce. Is there any objection to that . Member mojendra, how much time would you need for. For your presentation . Sorry, aim just trying to share here. Yeah, i had been i think we were allotted 30 minutes, and allotted 30 minutes, and we are looking here at about 10 or 15 minutes. Im going to try to make mine shorter to give joyce some more time, and i appreciate people being able to go over. If thats okay with folks, we can yeah, if thats okay with folks to go a little bit over. All right, so well jump right in. I know, joyce, youre also here. Would you be able to kind of talk a little bit about just some modelling for about 10 minutes . I just want to reflect both time, and i know we didnt originally have it confirmed, but just so happy that youre able to join us today. This is joyce, and im very glad to be with you today as well, and i have already tried to shorten my presentation as much as possible to be able to give you the highlights and be available later on if people have questions. Thank you so much. Well jump right in with your presentation, then. Thank you. I wanted to just say thank you to all the presentations today. Its given us so much to talk about, and actually im going to theres a number of things that i dont need to cover, so i think were all moving in the same direction, which is really great. I wanted to thank sky for that presentation and just bringing us back to the people who are experiencing homelessness and who are in urgent need [indiscernible] life or death and just remember with all the talk about data and remember that we are really we keep wanting to come back to the fact that i know that we are all thinking about the people that we are talking about and how urgent this is. I wanted to start i wanted to take time for this about how this would be a retreat for the commission and sort of step back a little bit. Weve kind of covered some of these points already in terms of details of the presentations, but i wanted to step back about think a little bit about what is the what is an effective system . What is the road map for our commission . And kind of just make some recommendations from best practices i have learned from other communities and also from knowing San Francisco. Just a little bit about me, i know folks probably know this, but ive been mentioning this because i am a little bit on the outside of the commission too because i have not worked as deeply in San Francisco as all of the experts on the commission, and i have worked in San Francisco. I started my career here at st. Anthonys, and ive done a lot of policy work here, but ive worked in over 30 communities over the last ten years around the country learning about what works and what doesnt and how to guide programatic responses. So im sort of trying to approach our work here with some of those lessons about what i think that we can, you know, the directions that we can head in, whats working already really well and where we can build towards kind of making some real impacts. So im just going to talk about homelessness in San Francisco. That has been covered today. The elements of datadriven homeless response system. Again these are sort of best practices from around the country and research and give us a road map, what measurable impacts do we want our senior home funds to make, and what data planning process and governance structure do we need to achieve those outcomes . And really what is the system we want to model, build, strengthen and fund and how do we get there . So i think we dont need to go over this, but ill just really quickly mention so that were kind of all using the same language and starting from the same place, which i think that we probably all are, but i thought it would be good to kind of just bring us back to what are the structural factors that cause homelessness . Because i think this really informs what our solutions are and where we can make impacts and also where the road blocks are. We know in San Francisco its skyrocketing housing costs. Inadequate wages and systemic racism and other structural inequities that have kept people outside of the housing system and employment system and education that has prevented them from building housing as an asset and being able to you know, not being able to access housing for sometimes for generations. We know that the research, and this is research that 27 of San Francisco households are [indiscernible] and that number has gone down because so many families have been pushed outside of San Francisco, and there really is something to the 30 threshold, that if you start to spend more than 30 of your income on rent, Research Shows that thats when homelessness starts to climb, and we know many san franciscans are spending well over 30 of their income on rent, especially lowincome, extremely lowincome san franciscans. I want to just really underscore something that a lot of people have mentioned, that systemic racism is a really important kind of driver of homelessness and housing instability, and we know that this comes from historical and present discriminatory policies. All the things that have made Home Ownership and wealth accumulation really inaccessible for many people of color, especially black. And so when we think about the enormous Racial Disparity in San Francisco, were about 37 of people [indiscernible] are black, but only make up less than 6 of San Franciscos general population, and that 40 of people of color are more likely to be housing [indiscernible] these need to be really central to what were thinking about. Responding requires deep investments of capacity and capital and to underserved communities of color, and really we need to be something about that in a very deep and intentional way. We know already that research has shown repeatedly that permanent housing, the Housing First approach is the most effective way to end homelessness is to keep people in housing. Wont go into that. I wont go through all of these, but i want to make sure that were operating on the same key terms because we use a lot of these terms interchangeably and i wanted to make a distinction between permanent, temporary and temporary interim unsheltered interventions. You can read through the list there. Rental assistance, vouchers, [indiscernible] housing, things that are sort of going to help someone resolve their homelessness into a permanent situation, thats what we regard as a permanent housing intervention, and then sheltering including shelter, the traditional congregate shelter and now we have shelterinplace hotels, motels, trailers. We have s. R. O. S, Navigation Centers, and then we also have that we dont have [indiscernible] safe sleeping sights, encampments and things like that. Just wanted to ensure were using the same terminology. I wanted to also point out that, again, i want to step back a little outside of San Francisco, is that several communities have decreased homelessness around the country in communities that are very expensive. Yes, [indiscernible] in the country, but overall homelessness has decreased over many states across the country, and theres a dramatic decreases in veterans, people in families, people experiencing chronic homelessness and that floors me because with coordination between agencies on the ground, stakeholders has really made the difference. Thats what weve really seen dramatic decreases. Weve seen decreases in california too, homelessness in [indiscernible] has gone down 19 across the state over the last five or six years. A lot of it has to do with the increase from rental assistance that came from calworks and other local assistance programs for families. And communities that have ended homelessness and you can see it around the country, many have ended veteran homelessness because of the incredibly big investment that the federal government made into permanent housing interventions and services. And the reason i bring up veteran homelessness is because i think theres a lesson that we can learn. I worked with about 10 or 12 different communities to help them end veteran homelessness during the obama push to end veteran homelessness, and what we really learned is that several communities, all communities got enough money to end veteran homelessness. Theres enough funding to house every veteran two to three times over. Some communities did it and a lot of communities did not, and what we learned from that is and you can see here this sort of dedicated funding for Homeless Veterans increased dramatically. Thats the top graph. In that same period, it fell by 47 . Now its almost by 50 , and so what that what we learned is that, yes, it was really important to give funding to scale, permanent Supportive Housing, rapid rehousing which is rental assistance that is more short and medium term and other flexible Housing Options. Veterans also have access to health care and services, but the really the communities that did actually end veteran homelessness or dramatically decrease it, they actually had plans to set goals for reductions. I think youve heard that theme a bunch of times today, especially from the Tipping Point. Tracked progress against established goals. Coordinate plans between different agencies. Its not just the homeless system, but other systems of care, criminal justice, health care, provide [indiscernible] but communities that did not end homelessness for veterans, and there are many, just really focused on just funding programs and didnt kind of do the work of coordination and Strategic Planning and goal setting, and they are the ones who still havent made much of a dent. So why is homelessness increasing in San Francisco particularly now . It really has a lot to do with severe lack of affordable housing, permanent Housing Options, and rental resources. We have a lot of different plans and as we heard a lot of good plans today, we could benefit from a more comprehensive vision, and thats how our city, our Home Commission is really going to make an impact, right . Were going to make an impact on what strategic use of the funds do we want to make. Essentially the inflow into homelessness is increasing. People are if you think about sort of the population is kind of an overflowing bathtub, the community is housing people every day. San franciscans work so hard, so many wonderful providers housing people every day, but the length of time people stay homeless is lengthening because we just dont have the inflow is increasing and we dont have enough exits to housing. We dont have the right resources. And so what is an effective home prevention response system . What does that look like . How does that prevent homelessness . Its very basic, very high level, but i think its important to go back to this to not get lost in the weeds. Essentially we want to house people as soon as possible, support Housing Stabilization and prevent people who are at imminent risk of homelessness whenever possible. And what were looking for are outcomes that look like people in a housing crisis have access to immediate health, including a safe place to find shelter that is focused, but at a very, very illustrative picture of why how important it is to have immediate access to safe and decent shelter, whether that is noncongregate or some sort of option to keep people safe, but not to have them stay there for very long and exit to housing. Ultimately the vision is to not have People Living on the streets, people not spending long periods of time in homelessness if they do fall into homelessness, but back into homelessness, and we have supports so that they dont go back into homelessness, so the way that we really need how do you know that youre a community thats doing that . Youre setting goals and youre measuring progress. Were setting goals around reducing inflow, measuring progress, increasing exits to permanent housing, decreasing average length of homelessness, decreasing the trends to homelessness, and very importantly were funding interventions and Service Providers adequately to chief these outcomes, right . We need to fund them and give them capacity to do that. We want to make sure the resources are there to make sure people get to these outcomes. And these are the sort of key elements of effective homeless prevention response systems that have made dents around the country, very significant pieces, and i think these are all things that abigail mentioned in the s. H. S. Presentation, Housing First, intervention to scale, coordinated [indiscernible] a system, an actual one you know, one sort of comprehensive system, not a collection of programs that really does try to think about equity and advancing Racial Justice and centering people with lived experience. Thats really not just a sort of byzantine and maze of things that people have to navigate but an actual system. Emergency interim housing, outreach, housing crisis problem solving, renovation, returns to permanent housing, stabilization support, Performance Measures and outcomes, targeted homeless prevention, and really important the coordination integration with other systems, health, nonhealth, criminal justice, child welfare, all things that i think everyone feels very and i think it bears just sort of a setback and remember that these are kind of the key things that we want to see in San Francisco. These should be right sized, so in other words we really need to figure out whats the right size of these different interventions to meet the needs of a specific population in San Francisco. The other thing i want to emphasize is its really important to increase systems i think this is where we have a lot of bottlenecks in San Francisco. So essentially a system is an efficient process that moves people from homelessness to housing as quickly as possible. We know that is very difficult in our housing market, but essentially were really trying to create a process where people very easily can get in, get into shelter or get into housing and really exit the system as quickly as possible. People get stuck everywhere, and this is many communities look like this. System looks unchanging or increasing numbers of unsheltered people, wait list for shelter or no shelter, high barrier shelters that are difficult to get into, are unsafe. Long length of stay in shelter so people just dont have ways to get out. A lot of exits into homelessness from shelter. The general length of homelessness is not decreasing, inflow is increasing and theres long waiting list for housing. We know essentially that the coordinated entry wait list is full status. Theres high priority. Wait list right now is 673 people, and thats just the high priority folks. Thats not the folks on the list because they are not high priority, we dont have the resources for them. And a lot of people arent getting any kind of assistance, and so that might sound familiar to a lot of folks here. This is a really [indiscernible] little animation that i use just to kind of show what happens when you sort of are thinking about, well, lets put some money into shelter. Lets put some money into this part of the system. Essentially, you know, people are moving from unsheltered homelessness sometimes to shelters, sometimes they are not getting into shelter because we dont have enough, especially in covid. They might be moving into hotels or motels right now, and then some Smaller Group of peoples is moving into the few Housing Resources we do have, and some people get stuck in shelter, long stayers have been stuck in shelter. Some people have suggested lets add more shelter or temporary hotel or sleep site capacity, which is important to add, but if thats the only thing we add, if you see this here, if thats the only thing we add, youll see that generally people are moving, you know, if we dont have housing extra people for each of those beds that we add thats temporary, people are going to kind of pile up outside of unsheltered homelessness and are going to get stuck in the sheltered or the temporary. We need to think about housing for each person. Essentially we wanted to think about what is the housing [indiscernible] we need to create the system to make sure people are moving through the system in a quick way. What does this require . People in crisis need immediate access to health, interventions, that are right sized and that means we have the right balance between temporary and permanent housing. Were not Building Shelter or hotel bed for every single person. It just means that we really need to think about whats the right balance to equate that flow. There should be housing exit resources for every temporary shelter, hotel or insight that were going to add to the system. We really need to think about what its going to take to exit that person from that bed, right . If we dont have an exit for that person, im not saying we should keep them on the street, but we have to remember that that person gets stuck there. They really need a way to get in and they need a way to get out. We want to think about reduction of inflow into the system and that includes coordination with other systems. And theres other ways to sort of move people out. We have had a really successful moving out initiative in San Francisco that moves teem po permanent housing that didnt need the services anymore and move them to other mainstream housing and what we call a housing letter here. And then whats the plan for the pipeline unit . We havent talked about that much. Its clearly the p. S. H. Plan and so we want to kind of think about what that will do to impact our flow. We know what the scope of the issues in San Francisco are. Weve heard about it today and a few times now, but i did want to just point out the time count which is on the left shows that, you know, we have this is 2013 and 2019. Its a pointintime, so its one night in every two years that we do a full koupt of sheltered and unsheltered people and here we have about 8,000 people in 2019. We dont have more recent data than that, but we do have its called in San Francisco c. C. M. S. Which is a coordinated Care Management system which pulls information on engagement with multiple city programs. It tracks every resident noted as homelessness, and so about 19,000 people experience homelessness over the year. Its not that the count is wrong, its just that is a point in time and many people have experienced homelessness over the year. Some people are entering and some people are exiting the system. So one thing i do want to also kind of zone in on is the data from the coalition of homelessness [indiscernible] revolving door report, i think we heard a few times now how incredibly important this data is because it you know, the over 500 people that this report interviews really brought out some really important lessons, and i just wanted to point out a few. The top nine reasons to lose housing, you can see at the top, but 43 of the people said they were simply unable to pay their rent, and these are all the reasons they were unable to pay their rent. Interestingly, when they asked how long would they have needed residential assistance, over 78 of people said they would only have needed one year or less of residential assistance. So it kind of rental assistance, so it just kind of reminds us that not Everybody Needs the permanent subsidy. Not Everybody Needs intensive services or longterm help. A lot of people are able to get on their feet with rental assistance, a secure deposit, support, and thats what we really need more of in San Francisco. We need more of a lot of things, but those are one of the things that we have the least of. [indiscernible] every day in San Francisco, problem solving. Right now [indiscernible] which is actually scattered zsh putting people into apartments all over the community, not just buildings. In july a model, and 67 of them have been housed in San Francisco, and thats largely because the other people didnt want to be housed in San Francisco. The market has softened a bit here too, and plus rental assistance is seen to be quite effective, we are cloning providers for apartments. Rising up is quite a Tipping Point and is very effective using housing. [indiscernible]. In other words, they are really doing their they are figuring out how to get out on their own, and thats kind of a general thing were seeing in a lot of communities. The main point is a lot of people are not being assisted because we dont have resources to scale. So where do we want to put our resources . As you can see, these are the placements that have a mach more detailed tracking tool, but these are kind of the green are the placements right now including some other housing placements, and you see that theres a huge mass difference. That whole blue section are all the people who are not getting any housing placements, right . So we need more types of permanent Housing Options to meet individualized needs. How do we get there . So aligning parts of the homelessness response system, weve seen this work in other communities, and weve seen some of this work here. I think we provides a little bit of a road map for our commission. Developing the Strategic Vision across agencies and stakeholders to develop we need a strategy to focus on whatever impacts we feel should make. Theres a lot of good plans and theres a lot of good work being done, and so how do those fit together and what is our vision . Where do we want to make an impact . Because it could be really easy for us to spin a lot of different programs but not really see impact if were not thinking about the outcomes we actually want to effect. All of our activities and interventions around this common rule to get people into permanent housing, help them stay there, one of the things that we need to impact to get there . What do we need to fund to reach those goals that were going to set, and how do we develop a strategic resource collaboration coordination plan around everybodys resources, right . Not just d. O. H. What are we going to leverage . What federal funds are we going to leverage, theres a lot of funding coming to the community, how do we think about how our funds are going to unlock some of those funds and impact things that they are not able to touch because we have such Flexible Funding . Were sort of trying to move from i think our community, we are doing a lot of the important activities that need to happen. Were trying to move to a more strategic kind of aligned synchronized system. Im going to end with how to invest in your resources to get better outcomes. We have a vision for the system and comprehensive strategy we want to fund . Do we have that sort of vision and a plan to get there . What is the role of the agencies in that system were trying to build . You know, theres a lot of good agencies doing work. What are the systems doing . What are the agencies doing . Its not all for us to figure out, but i think we have to think about that as we try to figure out what impacts were trying to make. How are we already sort of performing and tracking progress . What impacts do we want specifically these to have . I think ive seen this in a lot of different communities, if you focus on a lot of different programs, as i said before, you wont see much impact. A few strategic areas can really show impact, especially if you have a decreased visible measurable homelessness. What problems are we trying to solve and what does the data tell us about the gaps . Weve heard a lot about data today. What does that tell us about what we need to invest in . For example, if we want to address unsheltered by 25 in two years. Im just throwing that out there as an example, we would have to ask ourselves what would be the impact of following investments on unsheltered homelessness . What would it be if we added problem solving resources or more hotels or more rental systems, et cetera . What would that do to unsheltered homelessness . Wed have to really figure out kind of like the Tipping Point tracking tool how what are the impacts, what are the goals and allow do we track progress how do we track progress. We want to figure out theres a real intense push now to house everyone out of the the hotels first and then we have to also think about everyone else experiencing homelessness and then we have to think about the people who homelessness. What do we do in areas to make impacts . Its not all for us to figure out. Theres a lot of great work thats been done. We can take a lot of the data we heard about today and try to figure out where we should really plug in. These are just some examples of dashboards from other communities that have gotten big amounts of funding and figured out how to track it. This is something that i think we should do to create transparency, track goals, track progress against goals and create accountability. These are from l. A. This is from santa clara. Theres a lot of good examples out there. So in closing, what is the system we want to model, strengthen and fund that reduces disparities and reduces homelessness. How do we model the system to achieve the established goal . Thank you. Thank you so much, member najendra. I will transition us to the presentation from Joyce Mcalpine about system modelling. I think it goes very well with what the member presented. Joyce, please take it away. Hello. Thank you for sticking with us. I know were getting late. My name is Joyce Mcalpine. I use she her pronouns. Im going to talk much more about a process, a planning process than about any specific recommendations. So weve done system modelling in several large communities, including l. A. , indianapolis, d. C. And most recently Oakland Alameda. And weve worked in a planning process to develop a shared vision of the optimal system, and thats really what were starting from, not what you have now, but how would you want to what are the programs, the interventions, the coordination between programs that would best meet the needs of everybody facing homelessness, and as we just heard in the presentation, theres a lot of different kind of interventions that meet different peoples needs. From that we can develop an equitybased model that provides the crisis and Housing Inventory, so the number of units and different types that you would need and the performance that you would expect of those, to one point that cynthia was making is that if you dont have the housing experts for shelter and you have the expectation that that bed is going to be turned over every 60 days, and if you cant help somebody leave in 60 days, then you are not able to use that as efficiently as you originally planned, and so thats how the communities keep adding beds, because they dont have an exit for a partner shelter resource and they keep investing in crisis intervention instead of thinking about creating that package of crisis in housing that is needed. Once you know for your optimal system the size that you need based on the number of households experiencing homelessness, then you can create a transition plan. You can look at cost of the Current System versus cost of the optimal system and start developing a plan to move towards that, and ill have a couple of examples whoops. So a couple of the ways that this recommendations have been used have been helping to make Strategic Decisions in assisting in funding to advocate for resources which have been seen in several communities, and to think about how to reconfigure your existing programs that may not be currently operating according to your ideal Program Models and how to help support providers to transition to the models that youve developed that you would want in your optimal system. So this is where im going to really skip over steps. This presentation is going to be uploaded to the website tomorrow, so you can get to see kind of the more indepth steps. So what i really want to emphasize is this is a collaborative planning process that engages people. Disproportionately impacted by homelessness, providers other stakeholders including the system that that cynthia mentioned, to have that kind of representation in the room as you review data and best practice models and develop a vision of the system you would want. Of course the data is really important. Coordinated entry, other sources of data are important feeders into the modelling, and particularly in Oakland Alameda county where weve had a substantial city analysis that ran alongside the system modelling, we ended up having both quantitative and qualitative data that was developed as we were modelling that really significantly shifted the recommendations to better reflect the types of interventions and the length of the assistance needed by particularly black households experiencing homelessness in the community but also indigenous and other people of color who were not finding that this system was meeting their needs. Those are the really highlevel graphics. As i mentioned, we first defined Program Models, look at core values for doing the planning, define pathways, a key concept because people dont use programs in isolation. They usually have crisis needs that they have to be immediately met and then Housing Needs. Often people just need one kind of housing intervention, but sometimes they need to plan [indiscernible] in permanent Supportive Housing where rapid rehousing and new information emerges where the needs are a different level of services. So we need to think about in the overall group, who is there, and usually were looking at family households separate only households, so within that group, what are the different cohorts . People who are just entering homelessness have different needs than people who have been homeless for a long time. As we said, drill into those cohort groups and think about the intensity of the system, that really helps to build out the model, and then the other key piece of information is how many households are experiencing homelessness over a year, and cynthia presented some of that data in her presentation. Thats really important to understand how many people are experiencing homelessness, whats your inflow, whats the outflow and in turn how can you expect if you implement a model that that could shift over time, and shifting point talked about a lot of these things as they went over their model for chronic homelessness. Once we have all these pieces we can put it into a model for an optimal system. Here is all the stuff im skipping over. Here is a map of a system for thinking about the ways that people flow through into and i just wanted to talk briefly about a couple of examples. So we did a system modelling with the district of columbia in 201415, and they developed their first fiveyear plan which is called homeward d. C. , and they made significant investments and had very focused implementation in this plan. The mayor has submitted money each year in addition to, you know, continuing the existing funding in the system. And they have seen a significant drop in homelessness, including a 48 drop in family homelessness. And this is a community that has a right to shelter for families. They had a large split shelter in their old county general hospital. Thats not what it was, but it was a Public Hospital they made into a family shelter. Its not a great situation, and they had and hotels and theyre not using any of that anymore because dropped as they shifted their system from sheltering to homelessness. I just this is a very big chart, but i just want to give you an idea of what the result is. So these are all the programs pipe that we defined in d. C. Of course it will be different for you. This is their starting point baseline inventory in 2014, the Housing Inventory count. This is all for individuals, single adults in their system. And here is my powerpoint is doing something. So heres the final inventory recommendations and the difference. So you can see the recommended investment in housing goes up, shelter investment goes down. They have a commitment, so they have a large overflow shelter commitment for cold weather. The idea is that you can think about how you would implement, how you would add units and how they would fit together into a bundle or whatever you want to call that grouping of housing and shelter together, which we actually operationalize the Oakland Alameda county. So we started system modelling with them in october last year, right before the pandemic, and met regularly with Family Work Group and an adultonly work group, and there was a substantial Equity Analysis process and an equity group work group that worked alongside us. They did Data Analysis and seven focus groups that really led to shifting the recommendations in a major way. The report is in the final stages and should be out now. And this is a system that is for adults. They have about 12,000 households, single adult only houses. As you probably know, most of them are outside, although they do they are investing more in crisis right now than in housing, so these are the pathways that people can be either in shelter and be assisted to get to different kinds of housing, which is [indiscernible] called Something Different in every community. They have a child subsidy model, permanent Supportive Housing and permanent supportiving housing system. So these are the Program Types that were developed. The dotted lines mean that its expected that those people will be able to move from into the housing model without needing to go to shelter. So this is getting back to cynthias thought about putting together housing and crisis intervention, and we looked at for 100 households with adultonly, what is the amount of crisis you would need, recognizing that many people are unsheltered and its not our goal to create a shelter bed for everybody, but its our goal to have a Housing Program that could house people from the street. So its a bundle of crisis response, and many of these things have short time frames, like the housing problem solving [indiscernible] resolution might have a threemonth average length in the system, so that means they are serving hour fouflds in a year four households in a year. Emergency shelters are turning over and then we have our housing interventions. So these are those exit options that are kind of put together into a bundle with a crisis option, and for these hundred households, this is the set of Housing Options that we think we know the average hundred adults only households would need to exit homelessness at a time. So if you can think about this, you know you can scale up. You know, 500 households, a thousand, you can start thinking about whats the combination of options i need with every shelter bed, with every other intervention, and then we calculated costs, and theres a cost, of course, in the first year which includes the crisis cost, but housing comes with an ongoing cost. So we calculated the cost to maintain that housing note for the next four years. That was the presentation. Im done. Thank you so much, joyce. That was wonderful. I know were going to have a lot of time as a committee tomorrow for a second day of the retreat to kind of dive into this and have more discussion, and i know we still need to go to Public Comment, so i want to go to secretary holm to see if theres any Public Comment, and then before we adjourn, if theres any questions or comments, or cynthia or joyce. Great presentation. Members of the public who wish to provide Public Comment on this item should call 4156550001, access code 1460243605, then pound and then pound again. If you havent already done so, please dial star 3 to line up to speak. A system prompt will indicate you raise your hand. Please wait until the system indicates you have been unmuted and then you will begin your call. Please note you have three minutes. We have one caller on the line. One caller. My name is francisco da costa, and i have been monitoring this situation in San Francisco for the last 40 years, so may i say that is good leadership. Good leaders know the way, shorter way and go the way. Number two, you have to have your heart in the right place. Now when you all are talking about having something over a period of two years and you all cant do a needs assessment, which means we are 16,000 Homeless People in San Francisco but you take a number that suits yall because yall cant handle 16,000 Homeless People. So when we handle them, a lot of thoughts, and we dont go on the rooftops and shout that we do this, we do that and we do the other thing. A lot of and this may come as a surprise to yall, waste millions of dollars. You can see from the presenters, the ones that really do good work, they speak less. Why do they speak less . Because they act. They do good actions. When you are bubbling and going from one point to the other, calling upon some professors from columbia, getting some model from washington, d. C. , San Francisco has a people that can handle the situation. But our mayor is not a good leader. You saw that with proposition c, but yall werent going to that. Now when you have a pandemic, none of yall have the capacity that an incident management and an calibre of somebody with a commander, those are the type of people we need to address the situation at hand. Now the presentation, a long presentation with so many presenters talking about something but basically do you all have Wraparound Services . Or we dont have the resources. In a pandemic, we have people so stressed, there are so many problems, psychological problems that prepandemic it would have taken us two years. Postpostsecondary its going to take us four, five years. Think about that because somebody is saying my time is over. I wish i had 15 minutes to talk to you. Thank you very much. Thank you, mr. Da costa. Is there any further Public Comment . Im checking now. There are no additional Public Comments. Thank you so much. I just want to thank the committee, some amazing presentations today, and i know we went a little bit overtime on some of them, but i think its just really Important Information that we received here today, and im really looking forward to tomorrow to really get into it and have a really robust conversation around what we heard here today, and i think we really have a great opportunity to make some big change in San Francisco. I feel really honored to be part of this effort. Is there any further comments or is there a motion to adjourn . Member . I can make a motion to adjourn. I just wanted to also thank everybody, and its really its really exciting. I mean, we can really i just want to also appreciate a lot of what weve been talking about today i think is as we move forward is really tangible changes in the lives of people, and that means stability and that means getting off the street, and thats where i think we should just keep centering. Anyway, im hoping that our recommendations in the end really focus on that, on getting folks off of the streets, and that ends up solving the stuff in front of it. So we can move people through shelter if they have somewhere to move through. I want to appreciate and echo that point that was made several times. But yeah, i can make a motion to adjourn. I move to adjourn. All right. Is there a second . Second. All right, so seconded by member rajeo. Do we need a roll call vote for every we need to do a roll call for adjournment . I dont believe so. He would advise you to take a role call vote on all motions. Secretary, could we have a roll call and we will adjourn. Member andrew left the meeting at 4 07. [roll call]. Member haines . Are you able to hear . This is on the motion to adjourn. Sorry, i had it going through a different speaker. Yes. Yes, and thank you to all the speakers. Member miller . She had to hop off the call at 4 30. Member