Five Year (2022-2027) Strategic Housing Plan - Behavioral Health Services COUNTY OF SAN DIEGO - County of San ...
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Parkview • 14 MHSA Units
COUNTY OF SAN DIEGO
Behavioral Health Services
Five Year (2022-2027)
Strategic Housing Plan
O ME
L C
WE ME
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TABLE OF CONTENTS
County of San Diego Behavioral Health
Services Message . . . . . . . . . . . . . . . . . . . . . . 3
Acknowledgements ....................4
Executive Summary . . . . . . . . . . . . . . . . . . . . 7
Behavioral Health Services Housing Planning . . 10
Stakeholder Engagement & Listening . . . . . . . 11
Plan Goals, Focus Areas and Key Strategies . . . 13
Implementation and Reporting . . . . . . . . . . . . 21
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . 22
A. Focus Group Summary
B. Survey Summary
• Online
• Paper Version: Custody
C. Listening Sessions and Input Form Summary
D. Housing Pipeline Report
E. Resources and Policy — County, Local Cities,
State, Federal
) $FURQ\PV'H¿QLWLRQV
WHY IT MATTERS
Research shows the critical link between housing and health outcomes,
particularly for people with behavioral health issues. Housing
provides a stable platform for people while they work
towards their health and recovery goals. The
County of San Diego Behavioral Health
Services is engaging in a multi-sector
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system of care transformation with guiding WE ME
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goals of continuous care and prevention, and
providing coordinated resources to keep people
connected, stable and healthy. Housing maximizes
opportunities for community integration, and it is essential that people
with behavioral health needs have access to safe and affordable housing.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 2
The most
precious gift
you can give
someone is
the gift of
your time and
attention.
ACKNOWLEDGEMENTS PEOPLE WITH LIVED EXPERIENCE/EXPERTISE
A broad range of people with lived experience/
Thank you to the many, many individuals, expertise of both behavioral health issues and limited
organizations, committees, teams, resources shared personal experiences regarding
councils, working groups, housing access to services and housing through focus groups,
development organizations, and so many online surveys, and listening/input sessions. Special
other stakeholder groups who partnered thanks to NAMI San Diego in particular, as well as
RI International for assisting with the technology to
to create the new County of San Diego
participate in the listening sessions and focus groups,
Behavioral Health Services Five-Year (2022-
and for the considerable outreach efforts to invite
27) Strategic Housing Plan (the Plan).
those with lived experience/expertise to be part of this
Several hundred people gave their valuable important conversation.
WLPHLQSXWGDWDH[SHUWLVHDQG¿UVWKDQG
knowledge of partnership opportunities COUNTY OF SAN DIEGO BEHAVIORAL HEALTH
that could help create more housing for SERVICES (BHS) ADVISORY BOARD AND
people with both behavioral health issues COUNCILS
and limited resources in the County of All members of the BHS Housing Council; Transitional-
San Diego. To all who participated in the Age Youth (TAY) BHS Council; Older Adult Council;
listening/input sessions, focus groups, Adult Council; Children, Youth, and Families Behavioral
provided input online, completed surveys, Health System of Care Council; and the Behavioral
and helped others to provide their input, we Health Advisory Board.
say thank you for the honest and insightful
feedback. This was critical to the creation DIVERSITY-RACIAL EQUITY SECTOR
of the Plan, which emphasizes Creating Staff and members of the County of San Diego Cultural
Homes with Intention, Purpose and Competence Resource Team (CCRT) hosted the
listening session for this sector and encouraged other
Collaboration.
organizations to join the conversation. CCRT members
contributed, as did participants from the Regional
We extend a very personal and sincere
Task Force on Homelessness, LISC, ACLU, San Diego
thank you to all of the following contributors Regional Alliance for Fair Housing, Fair Housing Council
to the Plan: of San Diego, Legal Aid/Fair Housing, and the U.S.
Navy.
>>>
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 4
SUBSTANCE USE/MENTAL HEALTH CARE HOMELESSNESS SERVICES AND PROVIDERS
SECTOR SECTOR
All members of the Mental Health Contractor All participants from Regional Task Force on
Association (MHCA) and San Diego Alcohol and Drug Homelessness, Funders Together to End Homelessness,
Services Providers Association (ADSPA). Alliance for Regional Solutions, East County Regional
Homeless Task Force, homeless outreach workers,
HEALTH CARE SECTOR Downtown San Diego Partnership, the San Diego
All participants from Health Center Partners of Homeless-Experienced Advocacy and Leadership
Southern California, Healthy San Diego Health Homes (HEAL) Network, and Voices of Our City Choir.
Work Group, San Diego Hospital Association of San
Diego and Imperial Counties, Community Information JUSTICE-INVOLVED — LAW ENFORCEMENT
([FKDQJH1HWZRUN3DUWQHUV)HGHUDOO\4XDOL¿HG+HDOWK SECTOR
Center (FQHC) partners, and other community health $OOSDUWLFLSDQWVIURPWKH&RXQW\RI6DQ'LHJR6KHULII¶V
centers. Department, San Diego Police Department, Psychiatric
Emergency Response Team (PERT), Rooted Life,
HOUSING ORGANIZATIONS/AGENCIES Legal Aid Society of San Diego, County of San Diego
SECTOR Probation Department, County of San Diego Public
All participants from County of San Diego Housing and 'HIHQGHU¶V2I¿FHDQGWKH&RXQW\RI6DQ'LHJR'LVWULFW
Community Development Services, San Diego Housing $WWRUQH\¶V2I¿FHDQGRWKHUPHPEHUVRIWKH&RXQW\RI
Commission, San Diego Association of Governments, San Diego Health and Justice Integration Committee.
Legal Aid Society, City of Carlsbad Housing Services, 6SHFLDOWKDQNVWRWKH6KHUULII¶V'HSDUWPHQWVWDIIZKR
Chula Vista Housing Authority, National City Housing provided outreach to persons currently in custody and
Authority, City of Oceanside Neighborhood Services receiving BHS services so that they could complete the
Department, Housing Division, and cities of El Cajon, consumer survey and provide a critical perspective of
Encinitas, Escondido, Imperial Beach, La Mesa, Lemon lived experience/expertise.
Grove, Poway, San Diego, San Marcos, Solana Beach, >>>
and Vista.
The Plan was written by
Corporation for Supportive
Housing (CSH) who serve as a
Housing Technical Assistance
consultant to the County of
San Diego Health and Human
Services Agency’s Behavioral
Health Services department.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 5
AFFORDABLE/SUPPORTIVE HOUSING NAMI SAN DIEGO
DEVELOPMENT COMMUNITY SECTOR The National Alliance on Mental Illness in San Diego
A special thanks to the San Diego Housing Federation (NAMI) worked collaboratively on the development of
for hosting a listening/input session with the the Plan, and in particular gathered input from a broad
affordable/supportive housing development community, range of community members with lived experience/
with contributions by staff as well as affordable and expertise, including assisting in the development and
supportive housing tenants and advocates. implementation of focus groups, listening sessions, and
surveys.
FAITH COMMUNITY SECTOR
Members of the Downtown San Diego Fellowship of
Churches and Ministries, Interfaith Shelter Network, COUNTY OF SAN DIEGO
and Interfaith Community Services; Urban People BEHAVIORAL HEALTH SERVICES
Living in Faith and Trust (UPLIFT) San Diego; Central (BHS)
Faith-Based Behavioral Health Council; North Inland
Faith-Based Partnership Council; and several individual /DVWEXWGH¿QLWHO\QRWOHDVWWKDQN
church members and local pastors.
you to the Housing Team and
INCOME/EMPLOYMENT/BENEFITS SECTOR administrative staff at BHS for
Members and staff at the Work Well Initiative (led
by the San Diego Workforce Partnership); all BHS- all of the support provided by its
contracted employment service providers, along team members, oversight of the
ZLWK)DWKHU-RH¶V9LOODJHV62$5+23(SURJUDPDQG
Interfaith SOAR Initiative/HOPE San Diego. planning process, and assistance with
scheduling the listening sessions, focus
groups, and focus group translation.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 6
EXECUTIVE SUMMARY
To set forth goals, strategies, and priorities
for supportive housing that best supports the
&RXQW\RI6DQ'LHJR%HKDYLRUDO+HDOWK6HUYLFHV¶
FOLHQWVDQHZ¿YH\HDU 6WUDWHJLF
Housing Plan (the Plan) has been developed. The
Plan was developed through intensive outreach
that included a wide variety of opportunities to
gather input from people with lived experience/
expertise and a broad range of stakeholders
who care deeply about housing and behavioral
health. Through this process, three key goals
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FDOOIRUSXUSRVHIXODFWLRQLQWKH¿UVWWZR\HDUV
of the Plan in order to recognize the urgent
need for housing and maximize the impact of
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and services resources are designed to support
critical interventions that address the impact
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new supportive/affordable housing resources,
particularly for people experiencing homelessness
with behavioral health concerns/conditions. meet individual needs and recovery goals. The
Stakeholder input throughout the development of WKUHH3ODQ*RDOV²DORQJZLWKWKH3ODQ¶V)RFXV
WKH3ODQLQZDVFOHDU%+6QHHGVWRUHPDLQ Areas and Strategies — are summarized below.
focused on Creating Homes with Intention,
Purpose, and Collaboration. GOAL 1: OPENING MORE DOORS
The County of San Diego has prioritized the
This Plan outlines guiding principles and targeted creation of new housing for over two decades,
responses that will maximize a range of housing and the inventory of dedicated supportive housing
options for people with both behavioral health for people with both serious mental illness/serious
concerns (people with serious mental illness/ emotional conditions and/or substance use
serious emotional conditions and/or substance conditions and limited resources has successfully
use conditions) and limited resources through LQFUHDVHGRYHUWKHODVW¿YH\HDUVIURPXQLWV
SROLF\GHFLVLRQV IXQGLQJFRPPLWPHQWVDQG WRXQLWV7KHQHHGUHPDLQVH[WUHPHO\KLJK
3) programmatic initiatives. however, and focused effort needs to continue,
especially for very low and extremely low-income
7KH3ODQ¶VDSSURDFKLVURRWHGLQSULQFLSOHVRI KRXVHKROGV WKHUHLVDVKRUWIDOORI KRPHV
equity and inclusion and the goals are driven in San Diego County in these income categories.
by the voices of people with lived experience/ BHS is particularly focused on increasing a
expertise as well as evidence-based practices. diversity of housing options and geographical
The Plan is guided by the BHS multi-sector locations by:
system of care transformational goals of Q Maximizing unit creation by fully committing
continuous care and prevention, and providing all Year Three No Place Like Home Funding by
coordinated resources to keep people connected, )HEUXDU\
stable, and healthy. It aims to maximize Q Maximizing ongoing rent subsidies by aligning
opportunities for community integration as well as with support services, such as Emergency
choice in housing and services options that best Housing Vouchers.
>>>
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 7
Q Identifying opportunities to create a pilot Q Addressing systemic disparities by reviewing
“tiny home” village with wrap-around and incorporating recommendations from
supports that are not time limited and that the County of San Diego Behavioral Health
have an emphasis on community building, Equity Index, the San Diego Cultural
particularly on parcels of land that cannot Competence Plan, and the Ad Hoc Committee
support larger multifamily housing projects. Addressing Homelessness Among Black
Q (VWDEOLVKLQJDGHGLFDWHGÀH[LEOHKRXVLQJ San Diegans.
subsidy pool for people with behavioral health
issues. DRIVING COLLABORATION
GOAL 2:
Q Increasing inventory of shared housing THROUGH ACTIVE CONNECTIVITY
by exploring feasibility of developed shared Stakeholder feedback indicated that purposeful
housing opportunities, converting more collaboration is needed and strongly desired
single-family homes into co-living or among various sectors — health care, mental
communal living situations, and expanding health care, housing, law enforcement, the
independent living and Recovery Residence SXEOLFGHIHQGHU¶VRI¿FHGLVWULFWDWWRUQH\VHUYLFH
Association member homes. providers, and more that work every day to
Q Exploring other housing production assist BHS clients experiencing homelessness
alternatives and innovative housing types to ultimately access housing and keep it. More
in addition to tiny homes to include effective, collaborative working relationships
3D-printed homes, new prefabricated housing would result in more housing opportunities — and
types that meet state and local building code more successful outcomes — once people are
standards, and conversion of vacant housed. BHS is focused on supporting:
commercial or industrial buildings to Q Payment reform efforts, including
affordable housing. This includes deepening Medi-Cal CalAIM planning, which prioritizes
collaboration with Department of Homeless care and provides incentives for collaboration
Solutions & Equitable Communities to address and continuous system improvement instead
system, service & housing needs for people of cost-based reimbursement and its
experiencing homelessness who have burdensome documentation requirements.
LGHQWL¿HGEHKDYLRUDOKHDOWKQHHGV Q Data collaboration and seeking out
Q Expanding understanding and implementation opportunities to align systems and databases
of quality in housing and services, including with BHS planning efforts, including
+RXVLQJ)LUVWDQGVXSSRUWLYHKRXVLQJ¿GHOLW\ Community Information Exchange and data
models that emphasize community integration matching through Coordinated Entry System.
principles. Q Addressing the digital divide by expanding
access to computers and internet.
Q Further developing and promoting quality
WHOHKHDOWKSKRQHDSSEDVHGDQG
phone-based behavioral health options as
well as connections to public health supports
(including access to vaccines and booster
shots). >>>
The Plan’s approach is rooted in principles of equity and
inclusion and the goals are driven by the voices of people with
lived experience/expertise as well as evidence-based practices.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 8
Q Continuing to develop services in housing services through intentional partnerships.
that accommodate for social distancing while Q Provide regular Moving On training to service
maintaining community connection. partners to maximize opportunities for
Q Advising on best practices care coordination tenants who choose to Move On from
activities and efforts to create housing plans specialty BHS programs to community-based
for those released from institutions and supports and services, while maintaining
creating a common language and effective housing and employment supports.
communication plan. Q In conjunction with the Moving On program,
increase BHS client access to Social Security
GOAL 3: EXPANDING SERVICE APPROACHES work incentives, Housing Authority Family Self
Individuals experiencing homelessness struggle 6XI¿FLHQF\SURJUDPVDQGRWKHUSDUWQHU
with a wide range of housing needs, including SURJUDPRSSRUWXQLWLHVWKDWRIIHU¿QDQFLDO
navigating the eligibility and application processes OLWHUDF\SURJUDPVDVZHOODV¿QDQFLDO
for a variety of housing options and how to incentives to increase earnings and savings.
navigate the system once they are able to access
housing. Many stakeholders also shared that it is The need for housing has never been clearer; it
often traumatic to move from homelessness to is resoundingly described as the most pressing
a new home, and BHS clients struggle in making issue when people accessing behavioral health
that adjustment. BHS priorities include: services are asked about their top priorities.
Q Further develop peer-based programs to Feedback from people experiencing homelessness
support tenants who are connected to BHS and housing instability clearly identify the lack
services as they make a transition into housing. of affordable housing as the primary contributor
Q Identify opportunities to expand services to their homelessness, and both qualitative and
eligibility criteria to more broadly serve quantitative data demonstrate the overwhelming
people with serious mental illness and/or need for more affordable and supportive housing
substance use disorder, and/or access to in San Diego County.
SUMMARIZING THE FIVE-YEAR STRATEGIC HOUSING PLAN
Focus Area #1 Diversity of Housing Options
Focus Area #2 Housing Equity and Supporting
GOAL #1 Community Integration
OPENING
MORE DOORS Focus Area #3 Priority Populations
Focus Area #4 Geographic Diversity and
Regional Distribution of Housing
GOAL #2
DRIVING Focus Area #5 Effective Collaboration
and Integrating Systems
COLLABORATION
THROUGH
Focus Area #6 Ongoing Pandemic Response
ACTIVE
CONNECTIVITY
Focus Area #7 Recovery and Retention
Supports
GOAL #3 Focus Area #8 Flexibility in Service
and Housing Models
EXPANDING
SERVICES Focus Area #9 Bring Moving On
APPROACHES Opportunities to Scale
Focus Area #10 Increase Wraparound
Service Supports
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 9
BEHAVIORAL HEALTH SERVICES HOUSING PLANNING 7KLVLVD\HDURIRSSRUWXQLW\IROORZLQJDVHLVPLF shift in how we all think about the importance of home and what it means to be healthy. Now more than ever, there is a shared understanding of the critical importance of housing, and agreement that housing is fundamentally important to being healthy and having a strong platform from which to achieve goals. This County of San Diego Behavioral Health 6HUYLFHV)LYH
STAKEHOLDER ENGAGEMENT AND LISTENING
Corporation for Supportive Housing (CSH) and
San Diego National Alliance on Mental Illness
(NAMI) designed an input process in partnership
with people with lived experience/expertise as
well as the Behavioral Health Housing Council
and County of San Diego Behavioral Health
Services (BHS). Throughout the input process,
WKH\LGHQWL¿HGNH\VWDNHKROGHUVLQRUGHUWR
GHYHORSDQGUH¿QHWKHTXHVWLRQVDQGNH\DUHDVRI
discussion. An extensive variety of opportunities
for participation in the development of the County
of San Diego Behavioral Health Services Five-Year
6WUDWHJLF+RXVLQJ3ODQ WKH3ODQ ZHUH
RIIHUHGWKURXJKRXWWKH¿UVWKDOIRILQRUGHU
to engage with a broad range of stakeholders, Q There is a clear need for more assistance at
including: move-in, getting settled in housing, and
Q IRFXVJURXSVZLWKSHRSOHZLWKOLYHG building the skills to live in housing. In some
experience/expertise SURJUDPVVHUYLFHVXSSRUWVVLJQL¿FDQWO\WDSHU
Q Two focus groups with service and housing off once someone has moved into housing.
providers Q An overall preference was expressed
Q Client surveys (online in English and Spanish; for housing that provides opportunities for
paper copy for in-reach) community integration in socioeconomically
Q LQSXWOLVWHQLQJVHVVLRQV diverse neighborhoods.
Q Online input form Q Access to transportation and being close to
services/supports is important.
FOCUS GROUPS Q Consistent, caring property management is
7KURXJKRXWWKHIRFXVJURXSVSDUWLFLSDQWV essential. Respectful property management is
shared their experiences and insights and DOVRNH\WRSDUWLFLSDQWV¶IHHOLQJVRIGLJQLW\
provided feedback to help improve housing and Q &RQVLVWHQF\RIPHQWDOKHDOWKVXSSRUWDQG
services planning. The main themes that arose hour access to crisis lines are critical.
include: Q Access to food and other basic resources,
Q Housing is unaffordable; participants had bathrooms, technology, support groups,
lengthy experiences of homelessness and and other supportive services were all of great
housing instability. concern during the pandemic.
Q Safety is a primary concern; participants Q Some geographic areas of San Diego are not
expressed a high need for safety in the as desirable (downtown is mentioned most),
housing and communities in which they live. due to safety concerns, high prevalence of
Q Participants expressed profound appreciation VXEVWDQFHXVHDQG³KDUPIXO´LQÀXHQFHV
for staff and programs that met their needs,
as well as how transformative it is to access SURVEYS
housing. Another strategy used to gather input from
Q The system to connect with housing resources people who access or seek to access BHS
is confusing and was described as an arbitrary services was to implement an online survey,
process by many participants. via SurveyMonkey, which was optimized to be
Q Staff turnover (particularly of housing completed on older cell phones. This survey was
navigators) was frequently commented on and developed in partnership with NAMI San Diego
is very frustrating.
>>>
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 11and their Clubhouse members, and was promoted Respondents in custody with housing and
in a wide variety of settings between March and behavioral health service needs indicated:
-XQH,QWRWDOSHRSOHFRPSOHWHGWKH Q $QHHGIRUVLJQL¿FDQWO\PRUHKRXVLQJ
survey in English; four people completed the UHVRXUFHVDQGKRXVLQJDVVLVWDQFHZLWK
survey in Spanish; and as a result of an in- of respondents reporting experiencing
UHDFKHIIRUWSHRSOHZKRZHUHLQFXVWRG\ homeless before entering custody
and accessing clinical behavioral health services Q The need for more income (employment and/
in jail completed a paper version. This rich data RUEHQH¿WV KRXVLQJVXEVLGLHVDQG
SURYLGHGDGGLWLRQDOGHWDLOVRQSHRSOH¶VQHHGV background checks in order to access housing
and experiences related to housing. Through the 1RWDEO\RIUHVSRQGHQWVLQGLFDWHG
online surveys, respondents indicated: the need for assistance with background
Q $QHHGIRUVLJQL¿FDQWO\PRUHKRXVLQJ checks
resources Q -REORVVGXHWRWKH&29,' SDQGHPLF
Q $QHHGIRUJUHDWO\LQFUHDVHGÀH[LELOLW\LQ Q Safety concerns in housing prior to entering
housing resources custody
Q A need for additional support services Q Location is important, particularly being close
Q A desperate need for housing, along with fear to work, family, and support services
of living in congregate settings (“right now I Q Concerns related to housing options once
feel safer on the streets than in shelter”) released and on probation
- Issues in accessing services during
COVID; as everything was locked STAKEHOLDER LISTENING SESSIONS AND
down in the community and at ONLINE INPUT FORM
properties, many respondents reported $WRWDORIWR PLQXWHYLUWXDOOLVWHQLQJ
experiences of isolation VHVVLRQVZHUHKHOGLQ$SULODQG0D\WR
Q Issues interacting with property management; obtain input on housing needs, goals, and
experiences of discrimination and disrespect, objectives for BHS clients. These listening
along with lack of follow up sessions were conducted with diverse
Q A poor understanding of Fair Housing stakeholders. The input received in these sessions
resources and supports has been incorporated into the Plan, as have
responses from an input form that was shared
with people participating in the listening sessions.
During the sessions, participants reviewed key
information related to housing and behavioral
health, and the stakeholders were asked several
questions to learn more about their experiences
and those of their clients in accessing affordable/
supportive housing. Overall, participants
expressed the need for:
Q More doors and creating new housing
Q Need for diversity of housing options
Q Increased importance of peers and people
with lived experience
Q Addressing stigma, particularly for people
with justice system involvement and people
with substance use conditions
Q Solutions that must include collaboration,
coordination, and working across systems
A detailed summary of the input that was shared in these engagement
and listening sessions are included in Appendices A-C.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 12PLAN GOALS, FOCUS AREAS, AND KEY STRATEGIES
The need for housing has never been more
clear and is resoundingly described as the
most pressing issue when people accessing
behavioral health services are asked about their
top priorities. The housing affordability gap is
increasing in San Diego county, exacerbated by a
housing shortage and increasing rents. Feedback
from people experiencing homelessness and
housing instability clearly identify the lack of
affordable housing as the primary contributor
to their homelessness, and both qualitative and
quantitative data demonstrate in stark relief
the overwhelming need for more affordable and
supportive housing in the county:
Q There is a shortfall in San Diego county of
XQLWVIRUYHU\ORZDQGH[WUHPHO\ County of San Diego substance use
low-income households.3 services annually.
Q 6DQ'LHJR¶VUHJLRQZLGH5HJLRQDO+RXVLQJ FKLOGUHQDQGDGROHVFHQWV
Needs Assessment (RHNA) requirements experiencing homelessness are served
indicate a need to accommodate a total of by the County of San Diego Behavioral
QHZO\FRQVWUXFWHGXQLWVZLWKLQWKH Health Services (BHS) annually (includes
SODQQLQJSHULRGIRUDOOLQFRPH KRPHOHVVDQGFKLOGUHQ¶VVKHOWHU
OHYHOV0RUHVSHFL¿FDOO\DWRWDORI Q ,Q6DQ'LHJRKDGWKHIRXUWKODUJHVW
YHU\ORZLQFRPHXQLWVDQGORZ homeless population in the country as
income affordable units are needed in measured through the annual Point-in-Time
San Diego County. (PIT) count.
Q The average wait time in the San Diego region Q ,QXQLTXHSHRSOHH[SHULHQFLQJ
LVRYHU\HDUVIRUDKRXVLQJUHQWDO homelessness received housing and/or
assistance voucher. service assistance across the county, such as
Q ,Q¿VFDO\HDU )< WKH&RXQW\RI homelessness prevention, shelter, housing,
San Diego Behavioral Health Services served and/or support services.5
XQLTXHFOLHQWVDQG Q When comparing the population experiencing
indicated they were experiencing homelessness to the general population,
homelessness: racial disparities are evident. The most
XQLTXHDGXOWVDQGROGHUDGXOWV striking disproportionality can be found
DQGFKLOGUHQDQGDGROHVFHQWV among Black/African Americans, who make
accessing mental health services XSRIWKHXQVKHOWHUHGKRPHOHVV
LGHQWL¿HGDVH[SHULHQFLQJKRPHOHVVQHVV SRSXODWLRQDQGRIWKHVKHOWHUHG
(either sheltered or unsheltered), and SRSXODWLRQGHVSLWHRQO\UHSUHVHQWLQJRI
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adults accessing substance use services
LGHQWL¿HGDVH[SHULHQFLQJKRPHOHVVQHVV 5HFRYHU\,QQRYDWLRQVDQG1$0,6DQ'LHJRFROOHFWGDWDRQFOLHQWV¶
(either sheltered or unsheltered). WRSQHHGV+RXVLQJKDVEHHQLGHQWL¿HGDVWKHPRVWXUJHQWQHHG
consistently since this data began to be collected.
(DFKPRQWKRYHU XQLTXHLQGLYLGXDOV 3 https://chpc.net/housingneeds/
www.rtfhsd.org
identify as experiencing homeless who 5 +RPHOHVVQHVV&ULVLV5HVSRQVH6\VWHP'DWDDQG3HUIRUPDQFH
access supports at county BHS clinics. San Diego City and County Continuum of Care, https://www.rtfhsd.
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XQLTXHDGXOWVDQGROGHUDGXOWV Report.pdf
experiencing homelessness access 6 www.rtfhsd.org
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 13Q People with histories in the justice system afford a two-bedroom rental home in San
experience a disproportionate need for 'LHJRLV LWZRXOGUHTXLUHD
KRXVLQJ,QRI &RXQW\RI6DQ PLQLPXPZDJHHDUQHUWRZRUN IXOO
'LHJRMDLOLQPDWHV VWDWHGWKDWWKH\ZHUH time jobs to afford a two-bedroom rental
unsheltered and experiencing homelessness KRPHZLWKUHQWVHWDWDQDYHUDJHRI
the night they were arrested. month. The State of California has the highest
Q +RPHOHVVROGHUDGXOWVLQWKHLUODWHVKDYH average required housing wage in the U.S. at
overall worse health than those who are SHUKRXUIRUDWZREHGURRPUHQWDO
KRXVHGDQGLQWKHLUVDQGV8 home.
Q LGBTQ youth experience homelessness at Q 7KH6SULQJ6DQ'LHJR9DFDQF\DQG
disproportionate rates and experience poorer Rental Rate Survey indicates that vacancy
behavioral health and physical health UDWHVLQWKH&LW\RI6DQ'LHJRGLSSHGWR
outcomes. while rents for people moving into apartments
Q Of major metro areas in the U.S., San Diego are increasing dramatically.
county has the lowest total number of Q The Supplemental Security Income (SSI)
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residents. WRDQ66,UHFLSLHQWLVPRQWKDQGWKH
Q The lack of affordable housing means that average rent reported by CoStar for a one-
people in the San Diego region have high EHGURRPDSDUWPHQWLQ6DQ'LHJRLV
rates of living in shared housing
>>>
arrangements in order to afford the high cost
of housing. It is estimated that approximately
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San Diego county. Sample of Older Homeless Adults. The Gerontologist. https://doi.
Q 7KH)Parkview • 14 MHSA Units Quality Inn • 25 MHSA Units West Park • 23 MHSA Units Villa Serena • 8 MHSA Units
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600 546 1131
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Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-20 2021
(to date) 0
Leased Up In Pip eline 2015 2016 2017 2018 2019 2020
BHS has prioritized the creation of new housing SUMMARY OF RECOMMENDED GOALS, FOCUS
IRURYHUWZRGHFDGHVVWDUWLQJZLWKWKH $5($6$1'675$7(*,(6
County of San Diego Strategic Housing Plan for ,QOHDUQLQJIURPSHRSOH¶VOLYHGH[SHULHQFHZKLOH
Low-Income Persons with Psychiatric Disabilities. simultaneously analyzing housing-related data,
2YHUWKHODVW¿YH\HDUSODQF\FOHWKHLQYHQWRU\ it is evident that there is overwhelming unmet
of dedicated developed supportive housing funded need for affordable and supportive housing for
with Mental Health Services Act (MHSA) funds people with behavioral health issues and limited
KDVLQFUHDVHGIURPXQLWVWRXQLWV VHH resources in the San Diego region. It is critical
Appendix E), and partnership units that provide to focus collaborative efforts on purposefully
ongoing rental subsidies to clients accessing BHS creating housing with support services to
KDVLQFUHDVHGIURPXQLWVWR provide equitable pathways out of homelessness,
Given the overwhelming need for affordable SDUWLFXODUO\IRUSHRSOHZKRH[SHULHQFHVLJQL¿FDQW
and supportive housing in the San Diego region, disparities. This Plan outlines approaches to
DQGWKDWRQDPRQWKO\EDVLVDSSUR[LPDWHO\ increase housing opportunities for people with
individuals and families accessing BHS report behavioral health issues. Creating Homes with
experiencing homelessness, it is critical to focus Intention, Purpose, and Collaboration over
collaborative efforts on purposefully creating WKHFRPLQJ¿YH\HDUVPHDQVPD[LPL]LQJKRXVLQJ
housing with support services to provide equitable options by working toward the following three
pathways out of homelessness, particularly for goals:
SHRSOHZKRH[SHULHQFHVLJQL¿FDQWGLVSDULWLHV
GOAL 1: OPENING MORE DOORS
Creating Homes with Intention, Purpose, DRIVING COLLABORATION
GOAL 2:
and CollaborationRYHUWKHFRPLQJ¿YH\HDUV THROUGH ACTIVE CONNECTIVITY
means maximizing housing opportunities by:
Q Opening more doors GOAL 3: EXPANDING SERVICE APPROACHES
Q Driving collaboration through active >>>
connectivity This includes units funded under the initial MHSA Housing Program,
the subsequent Special Needs Housing Program, as well as No Place
Q Expanding services approaches Like Home funding.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 15Supporting Frameworks 0D[LPL]HRQJRLQJUHQWVXEVLGLHV
Input sessions and evidence-based practices Maximize alignment of BHS support services with
were both critical to identifying the fundamental rental assistance resources (such as American
supporting frameworks of the Plan. Both of these Rescue Plan Act Emergency Housing Vouchers)
approaches also underpin goals, focus areas, to link housing and services commitments and
and strategies that are critical to success in promote housing stability.
pairing housing services supports for people with
behavioral health issues: Reduce barriers to accessing rent subsidies,
Q Equity in workforce and in the implementation such as reducing the length of time of housing
and impact of housing, programs, and application processes and exploring additional
services housing opportunities for people with histories in
Q Housing First the justice system, while increasing integration
Q Harm reduction between public housing agencies and service
Q Trauma-informed approach providers supporting rental assistance applicants.
Q Person-centered approach, which is informed
by lived experience/expertise 3. Maximize time-limited rent subsidies
Maximize alignment of BHS support services with
GOAL 1: OPENING MORE DOORS ÀH[LEOHWLPHOLPLWHGUHQWDODVVLVWDQFHUHVRXUFHV
In order to meet the housing needs of people for people who have been assessed to need
accessing or seeking to access services of BHS, short-term housing supports or are likely to
it is essential to create more affordable and succeed with the short-term assistance (such as
supportive housing opportunities. The following Rapid Rehousing subsidies or where time-limited
four Focus Areas detail strategies that maximize rent subsidies can act as a “bridge” to longer-
the creation of new housing opportunities, term housing subsidies) in order to link housing
SULRULWL]LQJWKHLWHPVLQEROGLQWKH¿UVWWZR\HDUV and services commitments and promote housing
of the Plan. stability.
Focus Area #1 Diversity of Housing Options 'HYHORSDQGDVVHVVDSLORW%+6
Creating a diverse array of housing options micro-unit/tiny home community
that expand the inventory of housing while also Identify opportunities to create “tiny home”
offering choice is a key focus area over the next villages with wrap-around supports that are
¿YH\HDUV7KHIROORZLQJVL[VWUDWHJLHVZLOOH[SDQG not time limited and that have an emphasis
housing options for people with behavioral health on community building, particularly on parcels
needs and limited resources in our region: of land that cannot support larger multifamily
housing projects.
0D[LPL]HDQGDFFHOHUDWHXQLWFUHDWLRQ
Increase the supportive housing pipeline by fully Explore other housing production alternatives
FRPPLWWLQJWKH¿UVWWKUHH\HDUVRI&RXQW\RI6DQ and innovative housing types in addition to
Diego No Place Like Home funding by February tiny homes to include 3D-printed homes, new
prefabricated housing types that meet state and
local building code standards, and conversion
Align BHS services commitments with federal, of vacant commercial or industrial buildings to
state, and local housing funding opportunities to affordable housing, among others.
provide in-kind services supports in supportive
housing developments. >>>
7KH&RXQW\RI6DQ'LHJR¶V&RPSUHKHQVLYH+DUP5HGXFWLRQ6WUDWHJ\LQFOXGHVDPLVVLRQWRSURWHFW6DQ'LHJDQVIURPWKHLQGLYLGXDODQG
community harms of drug use by enacting a harm reduction approach towards substance use which prioritizes human dignity, saving lives,
providing appropriate levels of care for people who use drugs (PWUD), and best-practices in addressing substance use, abuse, and addiction.
+RXVLQJLVDFULWLFDOFRPSRQHQWRIWKH&RXQW\RI6DQ'LHJR¶V&RPSUHKHQVLYH+DUP5HGXFWLRQ6WUDWHJ\DQGDFRUHHOHPHQWRI+DUP5HGXFWLRQLQ
housing is Housing First.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 16(VWDEOLVKDGHGLFDWHGÀH[LEOHKRXVLQJVXEVLG\ Hoc Committee Addressing Homelessness Among
pool for people with behavioral health issues Black San Diegans.
6. Increase inventory of shared housing 3. Build collaborative partnerships with Fair
Housing experts and BHS provider partners.
Increase inventory of shared housing by
exploring feasibility of developed shared housing ,PSOHPHQWEHVWSUDFWLFHVFDUHFRRUGLQDWLRQ
opportunities and converting more single- activities and efforts to create housing plans for
family homes into co-living or communal living those released from institutions who may have
situations. mental health and substance use conditions,
and create a common language and effective
Expand independent living and Recovery communication plan.
5HVLGHQFH$VVRFLDWLRQPHPEHUKRPHVE\
Focus Area #3 Priority Populations
Throughout the stakeholder input process,
along with an analysis of systems gaps and
available housing resources, several populations
ZHUHLGHQWL¿HGDVIDFLQJSDUWLFXODUGLVSDULWLHV
in accessing housing. These populations will be
Housing gives me a whole
prioritized when developing new housing options
new outlook on the future and for people with behavioral health issues as well as
addressing systemic barriers faced by:
helps me reinvent myself.
Q People with history in the justice system
Q Families, including Child Welfare involved
families
Q Youth, especially LGBTQ youth
Q People with substance use issues
Q Older adults
Focus Area #2 Housing Equity and Supporting
Community Integration This strategy in approaching housing and services
Input from a wide variety of stakeholders SODQQLQJUHFRJQL]HVVSHFLDOSRSXODWLRQVSHFL¿F
highlighted the critical importance of addressing needs and service models as well as special
equity issues in housing as well as creating SRSXODWLRQVSHFL¿FKRXVLQJRSWLRQV,WZLOOVHHN
housing opportunities following community to build cross-sector referral systems that include
integration principles through the following four broader community and organizational partners.
strategies:
Focus Area #4 Geographic Diversity and
([SDQGXQGHUVWDQGLQJDQGLPSOHPHQWDWLRQ Regional Distribution of Housing
of quality housing and services, including the In order to respond to the BHS housing needs
+RXVLQJ)LUVWDQGVXSSRUWLYHKRXVLQJ¿GHOLW\ across the San Diego region, it is important
models that emphasize community integration to focus efforts on maximizing the regional
principles. GLVWULEXWLRQRIKRXVLQJ7KURXJKRXWWKH¿YH
years of the Plan, BHS will advance and identify
$GGUHVVV\VWHPLFGLVSDULWLHVE\UHYLHZLQJDQG approaches to encourage developed supportive
incorporating recommendations from the County housing/housing subsidies that are regionally
of San Diego Behavioral Health Equity Index, the GLVWULEXWHGZLWKDSDUWLFXODUQHHGLGHQWL¿HGLQ
San Diego Cultural Competence Plan, and the Ad East County.
>>>
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(%3.,7 LVDYDLODEOHKHUHLQFOXGLQJWKH¿GHOLW\VFDOHWKDWXQGHUVFRUHVWKHLPSRUWDQFHRIFRPPXQLW\LQWHJUDWLRQ https://store.
VDPKVDJRYSURGXFW3HUPDQHQW6XSSRUWLYH+RXVLQJ(YLGHQFH%DVHG3UDFWLFHV(%3.,760$
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 17DRIVING COLLABORATION
GOAL 2:
THROUGH ACTIVE CONNECTIVITY
Creating housing and services partnerships relies
on skillful cross-system collaboration that focuses
on shared goals and an understanding of the [COVID-19 exacerbated]
housing and services resources and expertise
needed to provide pathways to housing and my emotional distress from
sustain people in housing through the following many years of homelessness
two focus areas.
and repressed feelings.
Focus Area #5 Effective Collaboration and
Integrating Systems
Purposefully connecting systems involves
a sharing of values, vision, goals, and a
commitment to ensuring a client-centered
approach to referral and housing/services
program pathways that are easily navigated by - Aligning planning with housing and services
people with behavioral health issues, housing partners to reduce barriers in accessing
needs, and limited means. supports (e.g., build capacity among
6XSSRUWSD\PHQWUHIRUPHIIRUWVLQFOXGLQJ housing and services partners to refer and
Medi-Cal CalAIM planning, which prioritizes care access resources)
and provides incentives for collaboration and - Justice system data
continuous system improvement instead of cost-
based reimbursement that includes burdensome Focus Area #6 Ongoing Pandemic Response
documentation requirements. Housing and services resources continue to be
FULWLFDOLQWKHRQJRLQJUHVSRQVHWRWKH&29,'
(QJDJHLQFROODERUDWLYHGDWDVKDULQJHIIRUWV pandemic. The following four recommended
Seek out opportunities to align systems and strategies will support people with behavioral
databases with BHS housing planning efforts and health issues in navigating the continuing
build on cross-sectoral referral capacities with pandemic and create a foundation to access and
housing and service partners. Examples include: maintain housing over the long term:
- Community Information Exchange
- Data matching with the Coordinated Entry $GGUHVVWKHGLJLWDOGLYLGHE\H[SDQGLQJDFFHVV
System to computers and internet access.
)RFXVRQLQFUHDVLQJLQFRPHDQGEDVLFVXSSRUWV
(e.g., ongoing food supports).
3. Continue to develop services in housing
They have someone [different]
that accommodate for social distancing while
for everything. It’s also very maintaining community connection.
confusing going to different
)XUWKHUGHYHORSDQGSURPRWHTXDOLW\
agencies and different WHOHKHDOWKSKRQHDSSEDVHGDQGSKRQH
based behavioral health options as well as
appointments.
connections to public health supports (including
access to vaccines/boosters).
>>>
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 18My current
housing is most stable that
I’ve had in my whole life. I take
care of my area and keep it
clean. I pass all my inspections.
I pay rent on time...Downtown
Impact helped with those
accomplishments, even
the peers; It saved
my life.
GOAL 3: EXPANDING SERVICE APPROACHES San Diego Peer Services, Home Finder, Assertive
BHS offers a wide range of evidence-based Community Treatment programs/full-service
practices to wrap interdisciplinary services around partnerships, and Tenant Peer Support Services
people with behavioral health issues. BHS housing currently offer peer-based housing-focused
planning efforts align these voluntary services supports. Expanding on this approach to create a
with low-barrier housing resources with the goal system-wide, peer-led, and co-created curriculum
of providing access to housing, as well as client- and training program focused on success in
centered services that support housing retention. housing for people who are newly accessing
The following four focus areas outline approaches housing from homelessness — along with three
to expanding service options for people with to six months of client-centered housing success
behavioral health issues in the county. transition supports — would respond to current
system gaps.
Focus Area #7 Recovery and Retention Supports
Further develop peer-based programs to support Focus Area #8 Flexibility in Service and
tenants who are connected to BHS services as Housing Models
they make a transition into housing. Identify opportunities to expand services and
Peer support is one of the tenets of trauma- housing eligibility criteria to more broadly serve
informed care and also an essential component people with behavioral health issues through
of assisting individuals in the transition from intentional partnerships.
experiencing homelessness to obtaining housing.
A multitude of evidence-based and evidence- Develop a process map of the systems people
informed peer-based service models exist across with behavioral health issues navigate in order
WKHFRXQWU\DQG&DOLIRUQLD¶VSHHUFHUWL¿FDWLRQ to more fully understand service and housing
program allows providers to bill Medi-Cal for peer strengths and gaps, with the goal of increasing
services. BHS programs such as Clubhouses, system integration and access to services.
>>>
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 19Focus Area #9 Bring Moving On Opportunities 5. Develop and increase job and employment
to Scale opportunities for unhoused people with behavioral
In creating systems that support client recovery health conditions.
and choice, the Moving On approach allows for
stable supportive housing tenants to choose Focus Area #10 Increase Wraparound Service
to transition from a formal supportive housing Supports
program to a lower level of services and supports Service supports aligned with housing and
provided by a range of community providers provided for BHS clients include:
along with ongoing rental assistance supports. Q Wraparound supports that follow a range
of evidence-based practices such as Assertive
3URYLGHUHJXODU0RYLQJ2QWUDLQLQJWRVHUYLFH Community Treatment, Strength-Based Case
partners to maximize opportunities for tenants Management, Critical Time Intervention, etc.
who choose to Move On from specialty BHS Q ,QFRPHDQGEHQH¿WVVXSSRUWVXVLQJWKH
programs to community-based supports and International Placement and Support (IPS)
services while maintaining housing supports. model
Q Case management
([SDQG0RYLQJ2QRSSRUWXQLWLHVE\LGHQWLI\LQJ Q Peer support
additional Moving On housing subsidies. Q Harm-reduction services
Q Mental health and/or substance use recovery
3. Identify opportunities to expand employment supports
supports for people accessing housing Q Linkage to physical health care and housing-
opportunities, e.g., review supportive housing retention supports
resident services programs to include purposeful Q Community harm reduction specialty BHS
FROODERUDWLRQZLWK%+6DQGRWKHUSDUWQHUV¶ outreach and supports
employment resources and programs.
As housing options continue to expand, it will be
,QFUHDVH%+6FOLHQWDFFHVVWR6RFLDO6HFXULW\ critical to increase the evidence-based and best
work incentives, Housing Authority “Family Self- practice service supports that assist in enhanced
6XI¿FLHQF\´SURJUDPVDQGRWKHUSDUWQHUSURJUDP access to housing and housing retention to
RSSRUWXQLWLHVWKDWRIIHU¿QDQFLDOOLWHUDF\SURJUDPV include employment opportunities, such as
DVZHOODV¿QDQFLDOLQFHQWLYHVWRLQFUHDVHHDUQLQJV retraining, apprenticeships, and on-the-job
and savings. training.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 20IMPLEMENTATION AND REPORTING
In order to continue to focus on Creating Homes 7KHGDWDWKDWZLOOEHWUDFNHGRYHUWKH¿YH\HDUV
with Intention, Purpose, and Collaboration, a of the Plan will include:
data dashboard for BHS housing will be launched Q Developed units in the pipeline and leased up
in order to transparently track and measure easily - Tracking chart and map
accessible information regarding the progress Q Partnership subsidy commitments
that is being made toward the goals of the County Q Progress toward a micro-unit community
of San Diego Behavioral Health Services Five-Year Q Flexible Housing Subsidy Pool reporting
6WUDWHJLF+RXVLQJ3ODQ WKH3ODQ Q +RXVLQJGHGLFDWHGWRVSHFL¿FSULRULWL]HG
populations
The intention is for this data to help continue to
drive decision-making and prioritize resources to ANNUAL IMPLEMENTATION PLAN
EHGHGLFDWHGWRWKHDUHDVRILGHQWL¿HGQHHG7KH The County of San Diego Behavioral Health
data dashboard will be accessible through a QR Services (BHS) Housing Council Work Group will
code that will be included in a two-page overview develop an annual implementation work plan and
of the Plan. prioritize actionable tasks to address key plan
elements each year. The Council will monitor
progress via the data dashboard, assessing the
effectiveness and outcomes on an ongoing basis.
BHS Housing Team, and its housing technical
assistance consultant, will serve as project
manager and partner with the Housing Council
to implement the plan and monitor progress in
meeting the plan goals.
DIEG O
COU NTY OF SAN
lth Services
Behavioral Hea
n
gic Housing Pla
2-2027) Strate
Five Year (202 Q Expand understanding and implementation of quality in
l health KRXVLQJDQGVHUYLFHVLQFOXGLQJ+RXVLQJ)LUVWDQG6XSSRUWLYH
le with behaviora 81'(567$1',1*7+(&+$//(1*(6
options for peop s/
serious mental illnes
+RXVLQJ¿GHOLW\PRGHOVZKLFKHPSKDVL]HFRPPXQLW\
wing a seismic
opportunity follo issues (people with substance
2022 is a year of
Corporation for Supportive Housing (CSH) and San integration principles.
think about the impo
rtance l disorders and/or
shift in how we all thy. Now, serious emotiona reso urce s through Diego National Alliance on Mental Illness (NAMI) Q Address systemic disparities by reviewing and incorporating
means to be heal limited
of hom e and what it
rstanding use disorder) and mitm ents , and designed an input process in partnership with people recommendations from the County of San Diego Behavioral
is a shared unde funding com with lived expertise as well as the Behavioral Health +HDOWK(TXLW\,QGH[WKH6DQ'LHJR&XOWXUDO&RPSHWHQF\3ODQ
ever, there policy decisions, approach
more than
rtance of housing
and tives. The Plan’s Housing Council and County of San Diego Behavioral and the Ad Hoc Committee Addressing Homelessness among
of the critical impo y programmatic initia equity and inclusion Health Services. Throughout the input process, they Black San Diegans.
ing is fundamentall is rooted in princ iples of
s of people
agreement that hous thy and having a strong driven by the voice LGHQWL¿HGNH\VWDNHKROGHUVLQRUGHUWRGHYHORSDQG
important to bein
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. The Plan aims to GOAL #2 Driving Collaboration Through
UH¿QHWKHTXHVWLRQVDQGNH\DUHDVRIGLVFXVVLRQ$Q
orm to achie ve goals. with lived expertise ration as well as extensive variety of opportunities for participation Active Connectivity
platf community integ in the
opportunities for ns that best development of the Plan were offered throughout the
envisions Creating
Homes and services optio Stakeholder feedback indicated that purposeful collaboration
This Five-Year Plan choice in housing s. ¿UVWKDOIRILQRUGHUWRHQJDJHZLWKDEURDGUDQJH
aboration s and recovery goal is needed and also desired among the various industries
Purpose, and Coll >>> –
meet individual need
RIVWDNHKROGHUVLQFOXGLQJ
With Intention, targeted
health care, mental health care, law enforcement, public
ing principles and Q 14 Focus Groups with people with lived expertise, GHIHQGHU¶VRI¿FHGLVWULFWDWWRUQH\VHUYLFHSURYLGHUVDQG
and outlines guid a rang e of housing Q 2 focus groups with service and housing providers
maximize more that work every day to assist BHS clients experiencing
responses that will Q Client Surveys (online in English and Spanish; homelessness to ultimately access housing and keep it. More
paper copy for in-reach)
HOU SIN G PLA N
effective, collaborative working relationships would result
in
THE FIVE -YEA R STR ATE GIC Q 13 input/listening Sessions more housing opportunities, and more successful outcomes
SUM MAR IZIN G KDWFDOOIRUSXUSRVH
IXO Q Online Input Form once people are housed. The Housing Council is focused on
LWKWHQIRFXVDUHDVW
EHHQLGHQWL¿HGZ WKHXUJHQWQHHGIRU
KRXVLQJ supporting:
7KUHHNH\JRDOVKDYH LQRUGHUWRUHFRJQL]H
UVWW ZR\ HDUV Q3D\PHQWreform efforts, including Medi-Cal CalAIM planning,
DFWLRQLQWKH¿ FDQWQHZUHVRXUFHV Guided by the BHS multi-sector system of care
HLPSDFWRIVLJQL¿ which prioritizes care and provides incentives for collaboration
DQGPD[LPL]HWK transformational goals of continuous care and and continuous system improvement instead of cost-based
2SWLR QV prevention, and providing coordinated resources to
LYHUVLW\RI+RXVLQJ reimbursement which includes burdensome documentation
Focus Area #1' keep people connected, stable and healthy, the Housing requirements.
Council members used all of the valuable feedback to
6XSSRUWLQJ Q Engage in collaborative data-sharing efforts by seeking
+RXVLQJ(TXLW\DQG identify the following top three priority goals
Focus Area #2 WLRQ
out opportunities to align systems and databases with BHS
&RPPXQLW\,QWHJUD and corresponding actionable strategies. housing planning efforts, building on cross-sectoral referral
GOAL #1 capacities with housing & service partners.
ULRULW\3RSXOD WLRQV GOAL #1 Opening More Doors Q Address the digital divide by expanding access to computers
Opening Focus Area #33 The County of San Diego has prioritized the creation of new and internet access.
More Doors \DQG housing for over two decades, and the inventory of dedicated Q)XUWKHUGHYHORSDQGSURPRWHTXDOLW\WHOHKHDOWKSKRQHDSS
HRJUDSKLF'LYHUVLW EDVHGDQGSKRQHEDVHGEHKDYLRUDOKHDOWKRSWLRQVDV
Focus Area #4* supportive housing for people with serious mental illness
with
LRQRI+RXVLQJ well as connections to public health supports (including access
5HJLRQDO'LVWULEXW limited resources has successfully increased from 241 units
WRYDFFLQHVERRVWHUV
to 584 units. The need remains high, however, and focused
effort needs to continue, especially for very low and extremely Q Continue to develop services in housing which accommodate
RQ
GOAL #2 IIHFWLYH&ROODERUDWL for social distancing while maintaining community connection.
Focus Area #5( low income households; there is a shortfall of 68,959 homes
VWHPV Q)RFXVRQLQFUHDVLQJLQFRPHDQGEDVLFVXSSRUWV
Driving DQG,QWHJUDWLQJ6\ in these income categories. The Housing Council is particularly
focused on increasing a diversity of housing options and
Collaboration QJRLQJ3DQGH PLF5HVSRQVH geographical locations by: GOAL #3 Expanding Service Approaches
Through Focus Area #62 Q Maximizing and accelerating unit creation by fully Homeless individuals struggle with a wide range of housing
needs, including understanding how to apply for a variety
Active FRPPLWWLQJWKH¿UVW\HDUVRI1R3ODFH/LNH+RPH)XQGLQJE\
affordable housing and how to navigate the system once
of
Connectivity HFRYHU\DQG5HWHQ
WLRQ )HEUXDU\ they
Focus Area #75 Q Maximizing ongoing rent subsidies by aligning with support are able to access affordable housing. Many stakeholders
also
shared that it is often traumatic to move from homelessness
6XSSRUWV services, such as Emergency Housing Vouchers.
Q Identify opportunities to create “tiny home” villages with to a new home and BHS clients struggle in making that
OH[LE LOLW\ LQ6H UYLFH adjustment. Priorities for Housing Council include:
Focus Area #8) wrap-around supports that are not time limited and which
GOAL #3 DQG+RXVLQJ0RGHO
V have an emphasis on community building, particularly on Q)XUWKHU develop peer based programs to support tenants
parcels of land that can’t support larger multifamily housing
Expanding ULQJ0RYLQJ2Q projects.
who are connected to BHS services as they make a transition
Services Focus Area #9% into housing.
DOH
2SSRUWXQLWLHVWR6F
Q(VWDEOLVKDGHGLFDWHGÀH[LEOHKRXVLQJVXEVLG\SRROIRU Q Identify opportunities to expand services and housing
Approaches people with behavioral health issues. eligibility criteria to more broadly serve people with behavioral
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,QFUHDVH:UDSDUR Q Increase inventory of shared housing by exploring feasibility health issues through intentional partnerships.
Focus Area #10 of developed shared housing opportunities, converting Q Expand Moving On opportunities through training and
6HUYLFH6 XSSR UWV
more single family homes into co-living or communal living additional housing subsidies.
situations, and expanding independent living and recovery Q Increase BHS client access to Social Security work
UHVLGHQFHDVVRFLDWLRQPHPEHUKRPHVE\ LQFHQWLYHV+RXVLQJ$XWKRULW\³)DPLO\6HOI6XI¿FLHQF\´
URL.C OM Q Explore other housing production alternatives and
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USE THIS QR increase earnings and savings.
housing types that meet state and local building code Q Expand employment supports for people accessing housing
standards, conversion of vacant commercial or industrial opportunities.
buildings to affordable housing. This includes deepening Q Increase the evidence-based and best practice service
collaboration with Department of Homeless Solutions & supports that assist in enhanced access to housing and
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needs for people experiencing homelessness who have harm reduction strategies, mental health support and linkage
LGHQWL¿HGEHKDYLRUDOKHDOWKQHHGV to physical health care and housing retention supports.
County of San Diego Behavioral Health Services Five Year (2022-2027) Strategic Housing Plan | 21You can also read
