David Howden Named New Director in LA

CSH has promoted David Howden to Director of the Los Angeles program. David’s tenure with CSH, his dedication to our work, and his extensive system knowledge and relationships in the community will be incredible assets in taking us to the next level in this extraordinary journey for CSH Los Angeles.

David has close to 20 years of experience in assisting communities with sound strategies to address and end homelessness. He has taken this solid background to a new level in LA. As a Senior Program Manager and then Acting Director, he has worked closely with public and private sector partners to align systems and increase resources. He has spearheaded efforts to strengthen the capacity of service providers and developers to bring supportive housing to scale.

David was a recognized leader in the two successful referenda to raise billions to pay for new supportive housing and services, and was instrumental in forging a partnership and Memorandum of Understanding between the City and County that will serve as the dynamic framework for ending homelessness in LA.

Over the past few years, David has worked with our Home for Good partners to design a Coordinated Entry System (CES) throughout the region. David also led a community-based planning effort to develop a regional homeless strategic plan for San Gabriel Valley, which included both a comprehensive needs assessment and an implementation strategy.

Prior to joining CSH, David was with the Los Angeles Homeless Services Authority, where he was Funding Manager from 2001 to 2008. His responsibilities included oversight of the annual Continuum of Care Homeless Assistance Programs application for one of the largest Continuums in the United States.

David has a Bachelor of Arts in Sociology from the University of Wisconsin – Madison and a Master of Public Administration from Rutgers University.

We are very proud of what David and the CSH team in Los Angeles are accomplishing together and look forward to their even greater impact and success in the future.

We’ll See you at the Housing California Conference!

Stop By Our Table & Hear From Staff in Several Sessions

It’s been an exciting year for affordable housing in California and the Annual Housing California Conference will build upon the momentum spreading across the state with it’s gathering of over 1400 housing and community leaders. CSH is looking forward to participating in the conference as an exhibitor and with staff participating on several panels.

Stop by our table to chat with our staff on the latest in supportive housing and to learn about how CSH can help expand housing and services to meet the needs of your community. Our staff will be presenting in several sessions, listed below. Be sure to add them to your agenda!


Thursday March 8, 3:30-5:00PM
2-3. Hot Topics: Homelessness
Interact directly with policy experts and get an inside look at the policy themes dominating the state Capitol in 2018. Glean insights from key staff who advise legislative leaders, hear the latest on homelessness-related bills co-sponsored by Housing California, and get all your questions answered from those working in the state Capitol. Moderator: Chris Martin, Housing California Panelists: Sharon Rapport, Corporation for Supportive Housing; Zelenne Cardenas, Social Model Recovery Systems; Fernando Gaytan, Child Care Law Center

Friday March 9, 10:45AM-12:15PM
4-4. Using Political Storytelling to Build Political Will
The workshop will focus on personal storytelling as a tool tobuild community buy-in and political will. Panelists will discuss emerging best practices in supporting individuals with lived experience to participate in advocacy efforts and major campaigns in both California and locally, and discuss benefits to campaigns, as well as to individual tenants participating. Finally, panelists will engage the audience in a dialogue about change and ways to incorporate advocacy activities across systems to achieve maximum impact. Moderator: Sharon Rapport, Corporation for Supportive Housing Panelists: Ann English, Corporation for Supportive Housing; Gloria Bruce, East Bay Housing Organizations; Larae Cantley, CSH Speak Up!

Friday, March 9, 9:00 AM – 10:30 am
3.6 Promoting Aging in Place and Reducing Older Adult Homelessness Through Supportive Housing Partnerships with PACE

Come get a detailed look at emerging supportive housing partnerships focused on promoting aging in place and/or reducing homelessness among older adults with chronic health conditions utilizing the PACE program (Program of all-Inclusive Care for the Elderly). PACE is a nationally recognized program which serves adults 55 and over who meet a nursing home level of care and who can be safely maintained in the community through the coordinated delivery of health and long-term supports and services. Learn whether these types of supportive housing partnerships could make a difference in your area and how to get the discussion started on forming them.  Moderator: Peter Hansel, CalPACE Panelists: Linda Trowbridge, Center for Elders’ Independence, Oakland; Cheryl Wilson, St. Paul’s Seniors Services, SD; Simonne Ruff, Corporation for Supportive Housing, San Diego

Friday March 9, 1:45-3:15PM
5.5 Getting to Scale: System Approach to Transforming Supportive Housing Production in Los Angeles
Los Angeles is at a historic moment with an unprecedented level of resources for the development, operations, and services necessary to support the production of supportive housing at the scale necessary to end homelessness throughout the County. Leaders from the City and County will speak to how these resources were achieved, what relationships were created, challenges overcome, how these investments will contribute to a comprehensive and coordinated approach, and the tools necessary to create an efficient and effective system that will maximize housing opportunities for the most vulnerable Angelenos.  Moderator: David Howden, Corporation for Supportive Housing Panelists: Sean Spear, Los Angeles Housing + Community Investment Department; Maria Funk, Los Angeles County Department of Mental Health; Cheri Todoroff, Housing for Health, Los Angeles County Department of Health Services; Carlos Van Natter, Housing Authority of the City of Los Angeles

5-9. No Place like Home Funds – A County Focus
The No Place Like Home (NPLH) program is slated to provide $2 billion for permanent supportive housing. Counties are the eligible applicants, either with or without a housing development sponsor, and must commit to provide mental health services. The workshop will provide insight into how the program compares with the Mental Health Services Act, and will provide an opportunity for counties and developers to begin the process of understanding perspectives and process for building successful partnerships on NPLH projects. Moderator: Diana Downton, Community Economics, Inc. Panelists: Sharon Rapport, Corporation for Supportive Housing; Robert Ratner, Alameda County Behavioral Health Care Services; David Estrella, County of San Diego Health and Human Services; Olivia King, Resources for Community Development

2018 California Policy Priorities

CSH 2018 California Policy Priorities

CSH is continuing to lead the way on efforts to improve State homelessness response and supportive housing policies in California. Our priorities for the 2018 State Legislature are based on our commitment to ensure new resources to address homelessness have the greatest impact. As such, we are strongly supporting and urging State lawmakers to adopt:

  1. AB 2162 (Chiu & Daly): Streamline development of supportive housing. Finding sites where supportive housing can be feasibly developed is challenging, particularly in jurisdictions that can deny or delay approval of projects based on Not-in-My-Backyard pushback or city councilmembers reticent to address the needs of homeless residents. Assembly Bill 2162 would create a by right, expedited process for approving building applications for supportive housing, reducing costs and time it takes to site supportive housing for our most vulnerable, and sometimes hardest-to-serve, populations.
    Read our Fact Sheet on AB 2162
    Download a sample support letter

 

  1. Budget Item for SB 2, Year 1 Funding: Foster sustainable investment in rental assistance and operating subsidies for chronically homeless Californians. In September 2017, Governor Brown signed Senate Bill 2 (Atkins), which creates a document recording fee on all real-estate transactions, except sales, as a permanent source of funding for affordable housing in California. Under the legislation, proceeds from the fees collected in 2019 and beyond will largely go directly to cities and counties for a range of allowable uses. However, HCD will allocate half of all fees collected in 2018, estimated to total $125 million, to address homelessness. CSH is joining the co-sponsors of SB 2 to advocate for this one-time investment create a sustainable grant to jurisdictions agreeing to invest in these programs through ongoing local SB 2 allocations. Grant funding would spur or boost flexible housing pools, create more supportive housing projects, and move chronically homeless Californians into housing as quickly as possible. Placing this program within the recently-created Housing for a Healthy California Program would allow a rigorous evaluation that would track changes in Medi-Cal costs from moving chronically homeless people to housing stability.
    Comments on the bill.

 

  1. SB 918 (Wiener): Fund programs to end youth homelessness. Homelessness among youth is increasing at alarming rates in California. Yet, more than half of our counties have any systems or programs in place to address the unique needs of this population. Senate Bill 918 would create a new grant to fund programs offering an array of interventions for homeless youth, using State General Funds and revenues from a new marijuana tax. It would also create a new Office of Homeless Youth, to align homeless youth programs with mainstream systems and housing programs the State already administers.
    Read our fact sheet on SB 918
    Download a sample letter of support

 

  1. SB 1010 (Beall): Create sustainable funding for community-based treatment and services, including housing, for vulnerable parolees. Homeless parolees are seven times more likely to recidivate than housed parolees. Decades of research shows supportive housing is far more effective than group, transitional, or sober living housing, yet our corrections systems relies on the latter models for all parolees. Using existing resources, SB 1010 (Beall) would create a pilot providing supportive housing to parolees to address the needs of homeless parolees and document reduced recidivism. The pilot would test outcomes and barriers from moving parolees from mental health treatment funded wholly by the State, to a community-based mental health treatment approach, where parolees would receive mental health treatment from the county in which they will be living beyond the term of parole. With savings realized from 50-90% federal reimbursement for mental health treatment, the State could fund housing with services for the term of parole, and partner with counties to ensure parolees are able to continue to recover, after parole ends, in stable housing.
    Read our Fact Sheet.

 

 

LA Health & Housing Symposium Part II

Last October, CSH convened the first of three Los Angeles Health and Housing Symposiums at the California Community Foundation’s Palevsky Center.

The second – Part II – was held today in LA at that same venue, where CSH highlighted health and housing organizations that are successfully coordinating care for homeless Medi-Cal beneficiaries.

A packed house learned from national and local experts how healthcare institutions are collaborating with federally qualified health centers (FQHCs), homeless services providers, and supportive housing providers to serve beneficiaries experiencing homelessness.

Several panelists and presenters discussed the nuts and bolts of deepening community partnerships, clarifying partner roles, and expanding and sustaining integrated services for homeless beneficiaries in today’s fast-moving environment.

Did you miss the first Symposium – Part I ? Materials from that forum are listed below:

LA Health & Housing Symposium

CSH convened the first of three Los Angeles Health and Housing Symposium on October 23, 2017 at  the California Community Foundation. CSH brought together over 50 health and housing organizations involved with coordinated care for homeless Medi-Cal beneficiaries to collaborate on new Los Angeles County initiatives (Measure H, Whole Person Care LA, Drug Medi-Cal Organized Delivery System).

The Symposium was well attended – the room was packed with over 100 healthcare and housing leaders from across the County, including 48% from the healthcare sector (i.e., MCOs, hospitals, FQHCs, and the Los Angeles County Health Agency) and 52% from homeless services and supportive housing (i.e., homeless services providers, supportive housing developers, and the Los Angeles Homeless Services Authority).

This first of the three-part symposia focused on level-setting, with the goal to increase collective understanding of how healthcare institutions can collaborate with homeless services providers to access Measure H (County ¼-cent sales tax), Whole Person Care LA (1115 waiver), and Drug Medi-Cal Organized Delivery System (1115 waiver) networks to better serve their members experiencing homelessness.

The opening discussion was dedicated to sharing outcomes and best practices in collaboration from the Los Angeles 10th Decile Project (2011-17), which created robust health and housing collaborations to house and case manage high-acuity patients. Presenters shared two diagrams that map the new set of resources coming into Los Angeles County – to set the table for the second hour presentations on Measure H, Whole Person Care, Drug Medi-Cal and Coordinated Entry as the gateway for services and housing.

 

In the third hour, participants engaged in a dynamic give-and-take that focused in each Service Planning Area (SPA), and reported next steps, which include: strengthening communication and collaboration with SPAs; conducting inventories of service gaps, exploring co-location, building more regional resources; and standardizing high-utilizer projects.

The main takeaways from the first Symposium were:

  • very strong demand for information and education around the relationship between the new health and housing funding streams, and people feel (rightly) that things are moving very quickly; CSH can play a role in education and communication across funding streams
  • strong desire in 6 of the 8 SPAs to move forward on integrating health and housing: SPAs 2, 4, 5 are further along while SPAs 3, 6, 8 are just beginning (see next steps above)
  • interest from CSH partner hospitals and MCO partners in partnering, but others need to be engaged
  • workforce issues like shortages and burn-out are a big concern as H and WPC ramps up
  • existing gaps in system: warm handoffs still difficult, inability to make real-time connections to PCPs, lack of access to specialty care, lack of 24/7 services, funding for highest-acuity/delay in HHP, lack of data sharing agreements between hospitals and HMIS

The ultimate goals of the symposia are to foster and deepen partnerships between the healthcare and housing sectors and to inspire and inform long-term commitments to expanding integrated services for homeless frequent users by moving to shared problem-solving across sectors.

The next Symposium will take place on January 23, 2017 at the California Community Foundation, and will focus on how to create, structure, and problem-solve together by mining existing partnerships between homeless services providers, FQHCs, and hospitals, and between county health and housing systems and managed care organizations.

The third Symposium in April will focus on co-occurring disorders, workforce, and data sharing.

 

Use the links below to access Symposium documents:

  • 2 Maps: Full Array of Integrated Services in SH and Pathways for Hospital Frequent Users

https://www.csh.org/wp-content/uploads/2017/10/FINAL-Resources-and-Pathways-for-Healthcare-and-Housing-v2-1.pdf

  • Full meeting slide deck

https://www.csh.org/wp-content/uploads/2017/10/CSH-HH-Symposium-Slides-Final-1.pdf

  • 10th Decile Project Impact Brief

https://www.csh.org/wp-content/uploads/2017/10/FINAL-Impact-Brief-10th-Decile-Project-10.24.17-1.pdf

“Just in Reach” Supportive Housing

Los Angeles County Launches “Just in Reach” Supportive Housing Program

to Break Cycles of Homelessness and Re-Incarceration

Innovative public-private partnership uses “Pay for Success” financing model

to maximize public resources and ensure positive outcomes for individuals

Los Angeles County has launched Just in Reach (JIR), a new health-based housing program that will reduce jail recidivism and help end homelessness among people experiencing repeat jail stays. Over four years, JIR will place 300 homeless individuals who are currently in custody within the county jail and who have a mental health and/or substance-use disorder into permanent supportive housing.

The innovative public-private partnership is the region’s first program to be funded through a “Pay for Success” financial model. Pay for Success uses up-front private funding to ensure the most positive outcomes for individuals and communities, reduce the financial risk to government, and maximize public resources.

The initiative’s key partners include the Los Angeles County Department of Health Services (DHS), CSH and the National Council on Crime & Delinquency (NCCD), in partnership with the Los Angeles County Sheriff’s Department (LASD) and the County CEO’s Office (CEO). The Conrad N. Hilton Foundation and UnitedHealthcare have invested a combined $10 million in the program. Awards from the U.S. Department of Housing and Urban Development and the California Board of State and Community Corrections will support various program activities and evaluative work. Through Nonprofit Finance Fund, the James Irvine Foundation provided grant funding to engage Third Sector Capital Partners, which conducted the feasibility assessment and contributed to the financial modeling for the Pay for Success contract.

How It Works

Just in Reach builds on the success of two DHS initiatives: the Office of Diversion and Reentry, whose mission is to divert people living with a mental and/or substance-use disorder away from the justice system and into community-based treatment; and the Housing for Health program, which has provided supportive housing to over 3,500 people, 96% of whom have remained in housing for 12 months or more.

The program will be managed by the Office of Diversion and Reentry. Along with receiving permanent supportive housing, people who are participating in the program will be connected to mental health, substance-use treatment, and physical health services. Additionally, they will receive intensive case management before, during and after securing housing to help them remain housed and to reduce their likelihood of returning to jail.

“Nearly 60,000 people currently experience homelessness in LA County on any given night,” said Judge Peter Espinoza, Director of DHS’s Office of Diversion and Reentry. “For individuals cycling through our criminal justice system, overcoming homelessness can be deeply challenging and short-term fixes aren’t enough. Just in Reach is a huge step toward reducing re-incarceration by connecting people to permanent, stable homes.”

People struggling with homelessness and mental illness often find themselves going in and out of the criminal justice and emergency health care systems, rather than connected to the permanent solution of housing. This vicious cycle is costly and leads to poor health outcomes.

“Pay for Success financing is driving supportive housing with these innovations in other cities such as Denver,” said Deborah De Santis, CEO & President of CSH. “But the LA jail system is the largest in the nation and, through programs like Just in Reach, can be the leader in investing public, private and philanthropic resources into solutions we know benefit the entire community.”

An Innovative Financing Model

Just in Reach is unique in its “Pay for Success” funding structure, whereby the private sector provides up-front financing that is repaid by government only if agreed upon successes are achieved. Repayment is based on outcomes: if the program is successful (e.g. individuals are placed in and retain stable housing), government pays back the private funders. If the program is not successful, the private funders assume the loss of their investment.

“Just in Reach represents an exciting opportunity for LA County because it is so heavily grounded in what works to reduce recidivism,” said Kathy Park, Chief Executive Officer of NCCD. “The Pay for Success financing structure also relies on what works, ensuring that services lead to improved outcomes while also reducing housing and jail costs down the road.”

The Conrad N. Hilton Foundation, a regional leader in private philanthropy to end chronic homelessness, and UnitedHealthcare, a health and well-being company that serves more than 3.7 million people in California, have made a combined $10 million initial investment in Just in Reach.

“We’re excited to be part of this significant milestone for public-private partnership in LA County,” said Bill Pitkin, Director of Domestic Programs for the Conrad N. Hilton Foundation, which has committed over $87 million since 2010 toward ending chronic homelessness in LA County. “The Foundation is proud to jumpstart another initiative within the county that lifts up supportive housing as the solution to the cycle of homelessness and recidivism — and this time through an innovative financial model.”

“UnitedHealthcare is investing in an innovative program that will give people access to quality supportive housing and help them live healthier lives,” said Bob Oberrender, Treasurer and Chief Investment Officer, UnitedHealth Group, which through its UnitedHealthcare business has committed more than $19 million to support affordable-housing programs in Los Angeles County in 2017. “Through partnerships like this we can help make a positive difference in the lives of individuals and their families affected by homelessness as a result of recidivism.”

As an alternative to up-front government funding, Pay for Success has the essential benefit of removing risk for government by having private investors finance initial costs and jumpstart innovative programs. Further, the model has enabled Los Angeles County to access state and federal resources not otherwise available.

Pay for Success has emerged as a viable strategy to finance supportive housing in places such as Los Angeles County, where there is a concerted and community-backed effort to end chronic homelessness. Pay for Success-funded projects that expand supportive housing are currently being implemented in Denver, Santa Clara and Massachusetts.

Subcontracting Opportunity: City of San Jose Housing Department Consulting Services

CSH is working with the City of San Josè Housing Department to provide consulting services to design policies and procedures pertaining to the development and operation of supportive housing for homeless individuals and families. The CSH Team is well-positioned to provide the Department with guidance for policy solutions based on our experience working with supportive housing providers in addition to our broad understanding of best practices in the development and operations of supportive housing for homeless households. During the proposed one-year contract term, the CSH Team will provide guidance and recommendations regarding a range of policies related to the development and operations of supportive housing. The CSH Team will provide the following planned activities.

Planned Activities

  • Review and revise loan agreements
  • Develop guidance for property management and supportive services
  • Develop guidance for monitoring
  • Provide project-specific technical assistance
  • Provide training and educational support
  • Provide “on-demand” consulting support

Expected Outcomes, Milestones, and Deliverables

Deliverable 1: Revised loan agreements

Deliverable 2: Guidance for property management and supportive services

Deliverable 3: Guidance for monitoring

Deliverable 4: Project-specific technical assistance

Deliverable 5: Training and educational support

Deliverable 6: “On-demand” consulting support

Funding Available

An amount not to exceed $100,000 is available for this project.

Application Process and Vendor Requirements

To apply for an opportunity to become a CSH Team subcontractor on this project, please email your qualifications to steven.shum@csh.org on or before September 22, 2017.

Applications received before the deadline will be evaluated based on the following criteria:

  • Demonstrated successful performance of substantially similar work
  • Relevant project work
  • Experience and expertise
  • Years of relevant experience
  • Rate reasonableness and overall cost of services
  • Special consideration will be given to small, disadvantaged, minority or women-owned businesses

Please note that CSH requires subcontractors, including individuals and sole proprietors, to carry workers’ compensation insurance while performing work under a CSH subcontract.  CSH subcontractors cannot have existing, pending or expired debarments that preclude them from doing business with the United States government and cannot have convictions for, nor have any pending indictments for, fraud or a criminal offense in connection with a public contract or subcontract.

Integrated Health Center Opens in San Francisco

CSH provided $9.0 million of $51 million in New Markets Tax Credits financing to HR360, a Federally Qualified Health Center (“FQHC”) for its new 50,000-square-foot integrated health care facility which opened this week in San Francisco.

The new state-of-the-art facility replaces two outdated facilities to serve an additional 5,300 homeless and high health need patients per year with integrated medical, mental health, and social services provided by HR360. CSH also provided free technical assistance to HR360 to help to strengthen connections with supportive housing providers in San Francisco.

The ribbon cutting was celebrated by Congresswoman Nancy Pelosi and San Francisco Mayor Edwin M. Lee, and attended by more than 200 business and city leaders and HealthRIGHT 360 supporters, including CSH.

“We must be relentless in working to improve every American’s access to affordable, quality health care,” said Congresswoman Pelosi. “While we fight to defend families’ health care in Washington, San Francisco is leading the way forward with the transformational model of the Integrated Care Center we have opened today. The innovative, coordinated care model available at this center will provide world-class care and address many of the practical burdens that prevent families from receiving all the care and support they deserve.”

“Health care is a basic right, not a privilege,” said Mayor Edwin M. Lee. “We are proud to provide access to health care for all in our city. The opening of this center will provide critical, coordinated service to our most vulnerable residents, offering them much-needed opportunities to lead lives that are healthy and supported.”

“By offering integrated services all under one roof, we simplify access to care and reduce the compounding barriers preventing many from receiving vital services,” said HealthRIGHT 360 CEO Dr. Vitka Eisen.

Details about the ribbon cutting and HealthRight 360 are available here.

More information about CSH’s New Markets Tax Credits investments is available here.

Subcontracting Opportunity: Expert Housing Development Systems Change Consultant

SUBCONTRACTING OPPORTUNITY: EXPERT HOUSING DEVELOPMENT SYSTEMS CHANGE CONSULTANT, LOS ANGELES, CA (DUE MAY 19, 2017)

CSH is seeking an expert consultant to conduct a review and analysis of a public sector housing development bureau and provide the bureau’s General Manager and Executive Officer with recommendations regarding improvements in structure, processes, and staffing. The subcontractor will review the existing functions performed by the various divisions within the bureau, as well as the interactions between these entities, to identify deficiencies and inefficiencies and propose improvements.  Additionally, the expert consultant will provide a recommendation regarding the effective assimilation of new initiatives, Measures JJJ and HHH that were recently approved by voters and will fall under the auspices of the housing development bureau.

Planned activities:

  • Review of the existing functions performed by the various divisions within the bureau including staffing levels
  • Identification of redundancies and superfluous tasks
  • In-depth analysis of the bureau’s current work flow and processes
  • Development of proposed strategies for overall quality improvement

Expected Outcomes, Milestones, and Deliverables:

Deliverable 1: Weekly status reports – Must be provided every Friday until conclusion of project.  May be delivered orally or in writing as requested by General Manager.  

Deliverable 2: Measure HHH program guidelines, outlining internal systems and procedures for the implementation of the guidelines. 

Deliverable 3: Policies and Procedures – Revised or newly created policies and procedures that reflect the integration of Measure HHH program guidelines, intended to improve the quality and effectiveness of HDB operations.  A complete set will be provided as a part of the complete proposal, however, a report on the status of the policies and procedures must be presented to the General Manager as a part of the weekly status report that is due every Friday.  

Deliverable 4: Organizational Chart – Reflecting the proposed new structure.  Chart should clearly delineate proposed changes to the existing structure.  Revised chart must include: new reporting chains; the addition and deletion of divisions, sections or units; and the addition and deletion of staff.  An explanation for these proposed changes must accompany the organization chart. 

Deliverable 5: Staffing Recommendations – A recommendation regarding staffing for the Bureau must be included as part of the overall submission.  This component must include an assessment of the existing staffing level, the appropriateness of the positions currently performing the work, and a recommendation with justification for the proposed changes.

 Deliverable 26: Complete Proposal – A completed proposal must be submitted to the General Manager at the conclusion of the project.  As stated previously the complete proposal must be submitted to the General Manager within three months of the start of the project, but no later than August 31, 2017.  The proposal must include, at a minimum, the four components immediately preceding this item.

Funding Available:

An amount not to exceed $30,000 is available for this project. Application Process and Vendor Requirements:

To apply for this opportunity email Eva Williams at eva.williams@csh.org on or before May 19, 2017. Applications received before the deadline will be evaluated based on the following criteria:

Demonstrated successful performance of substantially similar relevant work

Experience and expertise in the field of housing development

Years of relevant experience within organizations with similar missions directing significant systems changes or expansions.

Rate reasonableness and overall cost of service

Special consideration will be given to small, disadvantaged, minority or women­owned businesses

Please note that CSH requires subcontractors, including individuals and sole proprietors, to carry workers’ compensation insurance while performing work under a CSH subcontract. CSH subcontractors cannot have existing, pending or expired debarments that preclude them from doing business with the United States government and cannot have convictions for, nor have any pending indictments for, fraud or a criminal offense in connection with a public contract or  subcontract.

CSH Says “Yes-In-My-Backyard” (YIMBY) in Los Angeles

When they approved $1.2 billion last November to create affordable supportive housing and then authorized the collection of nearly $3.5 billion in taxes over the next decade to fund critical services to keep people housed and healthy, voters in the County and City of Los Angeles signaled their steadfast determination to address homelessness in their communities. CSH is proud to have actively supported both ballot measures and recognizes some of the hardest work lies ahead, especially when it comes to siting new housing for very low-income residents.

To ensure the voter’s decisions and new resources result in the affordable housing needed to end homelessness, CSH and our partners are now building bridges with neighborhood leaders, grassroots organizations, local providers and community activists to ignite “Yes-In-My-Backyard” (YIMBY) in Los Angeles.

Because myths surrounding affordable supportive housing are not confined to one town or city, CSH has years of experience as a national nonprofit working to ensure public participation and backing for the siting of supportive housing, which can take the shape of one apartment building or affordable units scattered throughout existing neighborhoods.

Our 25 years of work on quality supportive housing has produced a blueprint on site selection criteria and search strategies, which includes guidance on community acceptance.

Using our expertise as the solid foundation for a community-wide network, CSH is joining the United Way, and a coalition of community partners, to ensure the groundwork is laid for Angelenos to embrace more supportive housing in their neighborhoods through a “Yes-In-My-Backyard” (YIMBY) campaign similar to those unfolding in New York City and San Francisco.

CSH gratefully acknowledges support received from the Community Progress Makers Fund, Citi Foundation, which is helping to advance our efforts to elevate and expand the “Yes-In-My-Backyard (YIMBY) Los Angeles campaign.