HomeMy WebLinkAboutItem No. 18 - Attachment 1 Homeless Solutions Action Plan
Mission ................................................................................................................................................... 1
Introduction ............................................................................................................................................ 2
Existing Conditions and Strategic Response ................................................................................... 2
Current and upcoming programs offered in San Bernardino: .................................................................. 2
City's Vision ................................................................................................................................. 3
Goals ....................................................................................................................................................... 4
Needs Assessment ................................................................................................................................ 6
Background and Demographics ..................................................................................................... 6
Settlement History ................................................................................................................................... 6
Race and Ethnicity ................................................................................................................................... 7
Economic Headwinds .............................................................................................................................. 7
Homelessness ......................................................................................................................................... 7
Housing Market ........................................................................................................................................ 8
Employment & Income ............................................................................................................................. 8
2026 Point in Time Count Data .................................................................................................... 10
Methodology .......................................................................................................................................... 10
Unhoused Population ............................................................................................................................ 11
Facilities, Services, and Service Providers ................................................................................... 14
Transitional & Permanent Supportive Housing ...................................................................................... 14
Emergency Shelters and Homelessness Prevention ............................................................................. 14
Shelters .................................................................................................................................................. 17
Referral Services ................................................................................................................................... 18
City of San Bernardino Police Department and Homeless Outreach Support Team ............................ 19
Land Use Opportunities ......................................................................................................................... 20
Analysis of Strengths, Weaknesses, Opportunities, and Challenges ............................................ 21
Gap Analysis of Emergency Shelters .................................................................................................... 21
Collaboration and Coordination Opportunities ....................................................................................... 22
Strengths and Challenges of Supportive Services ................................................................................ 26
Top Priority –Emergency/Interim Housing: ............................................................................................ 27
Lower priority needs: ............................................................................................................................. 27
Housing for the Unhoused ..................................................................................................................... 27
Guiding Principles ...................................................................................................................... 28
Supportive Pathways to Housing................................................................................................... 28
Prioritizing Long-Term Solutions ................................................................................................... 28
Alignment with National Best Practices ......................................................................................... 28
Supportive Pathways to Housing ............................................................................................... 28
Reducing Entry Barriers ................................................................................................................ 29
Rapid Connection to Permanent Supportive Housing ................................................................... 29
Voluntary Supportive Services ...................................................................................................... 29
Increasing Housing Availability ...................................................................................................... 30
Prioritizing Long-Term Solutions ............................................................................................... 30
National Best Practices ............................................................................................................. 31
Action Plan ................................................................................................................................... 32
Action 1: Strengthen Collaboration and Coordination ................................................................ 32
Recommendations: ........................................................................................................................ 32
Action 2: Increase and Enhance Supportive Services and Income Support ............................... 33
Recommendations: ........................................................................................................................ 33
Action 3: Improve Housing Capacity .......................................................................................... 33
Recommendations: ........................................................................................................................ 34
Action Plan Timeline ................................................................................................................... 35
Impact Analysis ........................................................................................................................... 38
Community Cost Saving Analysis .............................................................................................. 38
Community Benefits .................................................................................................................. 39
Funding and Resource Strategy ................................................................................................ 40
Performance Metrics ................................................................................................................. 42
Conclusion ................................................................................................................................... 44
Acknowledgements ..................................................................................................................... 45
References ................................................................................................................................... 46
1
Mission
The Mission of the City’s Housing and Homeless Division is to
enhance the quality of life of our residents by utilizing federal, state,
and local funds to create affordable housing, improve the City’s
housing stock, and support homelessness prevention programs.
2
Introduction
The City of San Bernardino has developed a Homelessness Solutions Action Plan (HSAP) to guide
coordinated strategies and strengthen community partnerships. This plan responds directly to the unique
needs of San Bernardino’s unhoused community and embraces the guiding principles of focused leadership,
collaboration, and quality of life improvement.
The HSAP integrates local analysis, Point-in-Time count (PITC) results, and ongoing initiatives to shape a
comprehensive strategy. It aligns with the City’s broader vision of sustainable community prosperity and the
Housing and Homeless Division’s mission to utilize federal, state, and local resources, such as the
Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME),
Emergency Solutions Grant (ESG), Encampment Relief Fund (ERF) and Permanent Local Housing
Allocation (PLHA), to expand affordable housing, improve the resources such as CDBG, HOME, ESG, and
PLHA to expand affordable housing, improve housing stock, and support prevention programs.
The implementation of this HSAP is supported by City departments and regional agencies, service
providers, and community partners. Recent City Council actions, including the 2023 Homelessness State of
Emergency Declaration and subsequent 2024 reaffirmation, as well as the January 15, 2026, special
workshop meeting to outline the plan to address homelessness, underscore the urgency and commitment to
this work. Through the Continuum of Care (CoC), local outreach teams, and coordinated entry systems, the
City will deliver additional housing options, supportive services, and collaborative solutions to make
homelessness rare, brief, and non-recurring.
Existing Conditions and Strategic Response
The City of San Bernardino continues to implement strategies to meet the needs of its unhoused community
members. The most recent, 2026 PIT Count reflects these efforts with a 23.6% decrease in homelessness
compared to the year before. This shows that the City’s strategies are effective, however community needs
remain high. The 2026 PITC revealed 737 unsheltered individuals, 327 sheltered, and 108 in transitional
housing.
To meet this growing need, the City of San Bernardino continues to expand and strengthen its
homelessness services. A full accounting of the City’s background, demographics, and data used within this
HSAP is included in the 2026 Point in Time Count Data. Error! Reference source not found., and Error!
Reference source not found..
Current and upcoming programs offered in San Bernardino:
• Street outreach efforts through the San Bernardino Police Department’s (SBPD) Proactive
Enforcement and Community Engagement Team (PEACE), as well as collaborations with the
Salvation Army, the Innovative Remote Onsite Assistance Delivery program (InnROADs), a
behavioral health response crisis-intervention program operated by the San Bernardino County
Department of Behavioral Health (DBH), and the Community Outreach and Support Team (COAST),
another crisis-response team operated by the San Bernardino County Sheriff’s Department.
• Rapid Rehousing (RRH) Homeless Prevention program funded through the Emergency Solutions
Grant (ESG) and Encampment Resolution Fund (ERF), which aims to provide supportive services
and temporary assistance for individuals and families to exit homelessness and secure permanent
housing.
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• Interim housing through the ERF-funded Interim Housing Program which aims to assist 64
individuals each year.
• The Motel Voucher Program provides 200 interim shelter beds for the unhoused.
• The San Bernardino Community Wellness Campus (SBCWC) is a HomeKey-funded navigation and
non-congregate, low-barrier and pet-friendly interim housing center being developed in collaboration
with Lutheran Social Services of Southern California (LSSSC). The project will add 140 non-
congregate interim beds, bringing the campus total to 210 beds when combined with the existing 70
shelter beds, and will serve unhoused men in the City of San Bernardino. The SBCWC project is
anticipated to open in March 2026 and will provide individualized case plans for at least 95% of
residents within 72 hours of entry.
• The upcoming SB HOPE campus, a City-run, pet-friendly navigation center that will provide low-
barrier, congregate and non-congregate, interim housing to help address the root causes of
homelessness and offer 200 beds for unsheltered residents.
City's Vision
We envision a thriving, safe, and inclusive city where all residents have stable housing, equitable
opportunities, and pathways to prosperity.
We Envision a world-class city that capitalizes on its location, the diversity of its people, and its economy to
create a broad range of choices for its residents in how they live, work, and play.
We Envision a thriving city possessing a sustainable system of high-quality education, community health,
public safety, housing, retail, recreation, arts and culture, and infrastructure.
We Envision a vibrant economy with a skilled workforce that attracts employers who seek the unique
opportunities the city has to offer and provide jobs that create citywide prosperity.
We Envision a model community which is governed openly and ethically, where all sectors work
collaboratively to reach shared goals.
We Envision a city that is recognized as the county's business and government center and a home for
those seeking a sense of community and the best life has to offer.
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Goals
As outlined in the 2025 – 2030 Consolidated Plan, the City of San Bernardino is committed to expanding
housing and homelessness prevention services to its community members. In that effort, and as introduced
in the previous fiscal year's goals and objectives, the priority shall continue to be the creation of an improved
quality of life, which includes reducing the burden of homelessness.
Goal Guiding Principles Recommendations
Goal 1: Expand interim and
emergency housing
capacity to reduce
unsheltered homelessness
and improve stabilization
outcomes.
Aligning Action 3: Improve
Housing Capacity
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
National Best Practices
• Expand shelters,
transitional housing, and
Permanent Supportive
Housing
• Add 400+
interim/emergency beds
• Increase length of stay in
interim housing
Integrate wrap-around
services
• Develop pathways from
shelter to PSH
Goal 2: Advance major
capital and housing
development projects to
expand long-term
affordable housing supply.
Aligning Action 3: Improve
Housing Capacity
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Expand affordable
housing projects
Promote ADU
conversions
Reuse land/abandoned
properties
Streamline zoning and
permitting
• Offer incentives for
affordable housing
development
• Leverage state and
federal funding
• Invite affordable housing
developers to participate
in workshops
Goal 3: Strengthen
outreach and encampment
resolution efforts using
service-led, coordinated
strategies.
Aligning Action 1:
Strengthen Collaboration &
Coordination
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
National Best Practices
• Increase coordination
and collaboration with
service providers and
stakeholders
• Increase low-barrier
shelter access through
coordinated referral
processes
• Utilize data to inform
proactive, strategic
outreach and resolution
efforts
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• Participate in shared
training programs
Goal 4: Increase permanent
housing placements and
strengthen housing
stability outcomes.
Aligning Action 2: Increase
and Enhance Supportive
Services and Income
Support
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Increase RRH capacity
and resources
Strengthen pathways to
PSH
• Integrate health and
housing services
• Create peer mentorship
networks
Goal 5: Improve system
coordination, data quality,
and accountability across
funded programs.
Aligning Action 3: Improve
Housing Capacity
National Best Practices
• Develop joint dashboards
with City-specific data
• Conduct internal audits of
state and federally
funded programs to
ensure compliance
Goal 6: Expand
homelessness prevention
and diversion services to
reduce inflow into the
homeless system.
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Expand workforce
training and employment
pathways
• Enhance mental
health/substance use
support
• Implement housing
navigation services
Table 1 - Goals, Guiding Principles, and Recommendations
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Needs Assessment
Analyzing the availability and accessibility of homeless services in San Bernardino reveals unmet needs.
Homelessness disproportionately impacts the City of San Bernardino, which has about 40% of the homeless
population in the County despite having only 11 percent of its population. This section assesses the
unhoused population, services currently provided, and any unmet needs.
Background and
Demographics
Settlement History
Stretching more than 62 square miles
with a population of approximately
221,774, the City of San Bernardino
serves as the county seat for San
Bernardino County, ranking as the
second-largest city in the Inland
Empire and the 18th largest city in the
State of California (2019 - 2023 ACS 5
- Year Estimate, n.d.). The City of San
Bernardino stands on the unceded
ancestral homelands of the Maara’yam
(Serrano) people, especially the
Yuhaaviatam Clan and historically, the
Tongva people in areas like
Wa’aachnga. Today, these
communities are represented by the
Yuhaaviatam of the San Manuel Nation
and the Morongo Band of Mission
Indians. Founded as a town by Mormon
pioneers in 1851, the City was incorporated in 1854 and quickly grew into a vital commercial crossroads
between Southern California and the American Southwest, connected by the Pacific Electric Railway. By
1910, the City’s population had nearly doubled in size. The establishment of an Army Air Corps base and
nearby Kaiser Steel mill during World War II created jobs and economic growth. By 1977, the City was
named an “All-America City” by the National Civic League (2021 - 2029 Housing Element). Today, it remains
a central economic and cultural cornerstone in the Inland Empire.
San Bernardino boasts a wide range of cultural and recreational amenities, including the historic California
Theatre, the San Manuel Stadium, the San Bernardino History and Railroad Museum, and access to the
San Bernardino National Forest. Residents enjoy dozens of parks, sports fields, and community events that
celebrate the City’s rich heritage and vibrant diversity.
Figure 1 - City Boundary
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Race and Ethnicity
Approximately 70% of San Bernardino residents
identify as Hispanic, and the largest age group is 25 –
44-year-olds, making up 30% of the population (2019 –
2023 ACS 5-Year Estimate). The City is home to
California State University, San Bernardino, and San
Bernardino Valley College. Alongside several private
educational institutions, the City’s primary public school
district, San Bernardino City Unified School District
(SBCUSD), operates over 70 schools and is one of the
largest in California. Despite the vast opportunities for
educational growth across all levels of learning, San
Bernardino’s population has a relatively low level of
educational attainment compared to other urban areas.
The 2023 American Community Survey 5-Year
Estimate data reveal only a little under 13% of the
City’s population has a bachelor’s degree or higher.
Most adult residents do not pursue higher education
past a High School degree.
Economic Headwinds
Like many growing communities, San Bernardino has
faced challenges over the decades. The local economy
experienced a significant downturn with the closure of
Kaiser Steel and Norton Air Base in the late 20th century, exacerbated by the real estate boom and bust
cycle and rising unemployment. The 2007 Housing Crisis had a significant impact, with rapid drops in
property values and a surge in foreclosures. The decline in disposable income and property values
significantly impacted the ability to generate property and sales tax revenue, eventually culminating in the
City filing for bankruptcy in August of 2012. A deadly terrorist attack in 2015 and the impact of the COVID-19
pandemic in 2020 mounted the economic and social burdens.
Homelessness
Homelessness is a critical issue in the City
of San Bernardino. In fact, the city has the
highest number of unhoused people
among all jurisdictions in the county. San
Bernardino receives Emergency Solutions
Grant (ESG) funding through HUD, which
it uses to support services that include
emergency shelter, rapid rehousing,
homelessness prevention, and street outreach. The city also participates in regional strategic efforts to
combat homelessness and provide services to homeless individuals, including assisting in the preparation of
the 2022 Homeless to Home Roadmap to Self-Sufficiency and the County’s 2022 Homeless Strategic Action
Plan. Despite the efforts of City Agencies and local and regional service providers, the City’s homeless
population has been steadily increasing. San Bernardino aims to increase coordination and strengthen
Figure 2 -Race Ethnicity Demographics
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partnerships to expand the impact of housing and homeless programs in the area, hopefully decreasing the
number of homeless families and individuals in the coming years.
Figure 3 - The Three Phases of Homelessness
Housing Market
In the aftermath of the recession and housing crisis in the mid-2010s, San Bernardino’s housing market
remains relatively affordable compared to the rest of Southern California, with the median home price in
2023 hovering at around $404,900, compared to the state median value of $695,400. However, this is a
nearly 41 percent increase from the median home value of $287,700 just three years prior. Likewise, the
median contract rent increased by approximately 28% from $970 in 2020 to $1,241 in 2023 (2019 – 2023
ACS 5-Year Estimates, 2016 – 2020 ACS 5-Year Estimates). The vast jump in real estate prices reflects the
increasing difficulty in attaining homeownership. As home values have more than doubled in the last
decade, it is no surprise that the majority of housing units in San Bernardino are renter occupied. The lack of
affordable housing, coupled with low educational attainment and wages, only fuels the issue of
homelessness.
Employment & Income
Alongside the rapid rise in housing costs, the unemployment rate as of the 2023 U.S. Census was 6.5%.
With a median household income of $63,133, 19.5% of the population lives below the poverty level.
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Furthermore, according to 2017 – 2021 Comprehensive Housing Allocation Strategy (CHAS) data,
approximately 55% of households in San Bernardino are classified as low-to-moderate income (LMI) or
being below 80% of the HUD Area Median Family Income (HAMFI) threshold, thereby making them more
susceptible to housing problems such as cost burden, overcrowding, and increasing the risk of
homelessness.
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2026 Point in Time Count Data
Methodology
The PIT Count is an annual survey
conducted to estimate the number of
individuals and families experiencing
homelessness, mandated by HUD for
all CoC communities that receive
federal CoC funding. The PIT Count is
completed on a single night in the last
week of January and relies on a
collaborative effort between volunteers
and key persons, including
representatives of local government,
social service providers, law
enforcement, nonprofit agencies and
current and formerly homeless
individuals. For San Bernardino, The
PITC is coordinated by the San Bernardino Office of
Homeless Services, County Homeless Partnership, and in consultation with the Institute for Urban Initiatives.
To complete the unsheltered count, trained volunteer counters go into neighborhoods, parks, encampments,
and other known locations where unhoused individuals stay and collect demographic and situational
information through the Subpopulation Survey. Local shelters, transitional housing programs, and other
facilities report how many people were housed on that night. HUD requires CoCs to conduct a sheltered
count every year and an unsheltered count every other year. The San Bernardino City and County CoC
conducts an annual unsheltered count. The most recent, 2026 PITC unsheltered count was conducted onthe
night of Monday, January 22, 2026..
Per HUD’s instructions, a person was considered unhoused, and thus counted, only when they fell within the
HUD-based definition of unhoused by residing in one of the places described below:
• In places not meant for human habitation, such as cars, parks, sidewalks, and abandoned buildings;
• In an emergency shelter; and
• In transitional housing for unhoused persons.
A person was not considered unhoused if the person resided in one of the following places:
• Medical facilities, such as hospitals, psychiatric facilities, and nursing homes, where people are
admitted for care;
• Jails, prisons, or juvenile detention facilities;
• Chemical dependency facilities, such as substance use treatment facilities and detox facilities or;
• Foster care homes or foster care group homes.
Per HUD’s instructions, children identified as unhoused by McKinney-Vento Homeless Coordinators at
schools are not counted. Children may be included in the count if they live in an emergency shelter or
transitional housing program, or if they are unsheltered. Lastly, HUD does not consider persons who are
Figure 4 - 2026 Unhoused Population by Status
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doubled up,” or persons who are “near homelessness,” to be unhoused but considers them to be at risk of
becoming unhoused. Therefore, such people are not included in the unhoused count.
Unhoused Population
Sheltered Status
Analyzing the historic PITC data reveals a steady increase for a number of years in the City’s unhoused
population, doubling within the last decade. 2026 was the first year within this decade (not accounting for
2021 when PIT Count did not take place) that the number of unhoused individuals actually dropped. The
recent decrease in the City’s unhoused population for the first time in a decade shows that the strategies laid
out in this plan, many of which the City has already adopted, are proving to be effective.
Most unhoused persons in San Bernardino City are unsheltered. The 2026 PIT Count documented 1,172
total unhoused individuals in San Bernardino, 737, or approximately 63%, of which are unsheltered. 327
sheltered individuals were counted, and 108 were identified in transitional housing.
Not included in the PIT Count data are children identified as unhoused under the Mckinney-Vento Act. San
Bernardino City Unified school district reported approximately 5,610 homeless students enrolled in the 2024-
2025 school year. Approximately 86% were temporarily doubled-up with other households, 7% were staying
in hotels or motels, 4% were in temporary shelters, and 3% were temporarily unsheltered.
Table 2 – 2026 Sheltered and Unsheltered Population1
Table 3 - Change in Sheltered and Unsheltered Populations 2025-20262
Total Number of Unsheltered
Persons
Total Number of Sheltered
Persons Total Number
2025 2026 Difference 2025 2026 Difference 2025 2026 Difference
# # # % # # # % # # # %
981 737 -244 -
24.85
5
554 327 -227 -40.9 1,535 1,172 -363 -23.6
Table 4 - Total Unhoused Persons in the City of San Bernardino Over Time3
Total Unhoused Persons in the City of San Bernardino
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
564 491 646 890 1056 - 1350 1502 1417 1535 1172
1 Source: 2026 Point in Time Count
2 Source: 2026 Point in Time Count
3 Source: 2026 Point in Time Count
Sheltered Transitional Housing Unsheltered Total
327 108 737 1,172
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Table 6 - Unhoused Population by City, from the 2026 PITC report.
Table 6 - Unhoused Population by City4
Jurisdiction Sheltered Unsheltered
Shelter Transitional
Housing
Total
County 930 340 2448 3718
Barstow 29 27 80 136
Colton 85 0 118 203
Fontana 74 53 343 470
Ontario 37 16 245 298
Rancho Cucamonga 4 0 97 101
Redlands 19 8 107 134
San Bernardino 327 108 737 1172
Victorville 304 33 104 441
Total 879 245 1911 2955
94.5% 72.1% 78.1% 83.0%
4 2026 Point in Time Count
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Gender Demographics
The report illustrates that there is a disproportion in the
percentage of men who suffer from homelessness. The
overwhelming majority (70.9%) of the unhoused
population is male, while 29.1% self-identified as female.
Mental illness, health, and physical disability
The PITC further reflects that 22.7% of unhoused
individuals within the City reported mental health
disability, 25.8% reported physical disability, 7.7%
reported developmental disabilities, 22.7% reported
chronic health issues, and 1.5% reported living with HIV
AIDs.
A closer look at PITC data reveals that the City of San
Bernardino has the highest concentration of unhoused
people. Those impacted the most by homelessness are
between the ages of 35 to 44.
Of the identified unhoused population in San Bernardino:
Figure 5 - Gender Demographics
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Facilities, Services, and Service Providers
This portion of the Needs Assessment documents the facilities, services, and service providers currently
operating to address homelessness in San Bernardino.
Transitional & Permanent Supportive Housing
Family Stabilization Program (DBH Referral only) – provides transitional housing and supportive services
for families referred through the Department of Behavioral Health, focusing on stabilization and long‑term
housing solutions.
Keys Nonprofit – offers permanent supportive housing and case management services for individuals and
families experiencing homelessness, with an emphasis on self‑sufficiency and community integration.
Lighthouse Social Service Centers – provides transitional and permanent supportive housing programs,
including wraparound services such as employment support, counseling, and life‑skills training.
Mary’s Mercy Center – operates transitional living programs for men, women, and children (12–24 months),
combining housing with supportive services to help residents achieve independence.
Step Up on Second – delivers permanent supportive housing and mental health services, specializing in
serving individuals experiencing chronic homelessness and serious mental illness.
Time for Change Foundation – provides transitional and permanent supportive housing for women and
children, with a focus on empowerment, leadership development, and long‑term stability.
The Salvation Army - partners with the City to provide vital assistance to the unhoused population within
the city through the Outreach and Engagement Team. Through this collaboration, the Outreach and
Engagement team offers transportation services to individuals seeking shelter, crisis support, rehabilitation,
or family reunification. The Outreach and Engagement team remains committed to delivering essential
services to those experiencing homelessness, including access to longer-term shelters, rehabilitation
programs, and reunification assistance. Outcomes for the period between July 2024 through May 2025 are
as follows:
Emergency Shelters and Homelessness Prevention
The City regularly contracts with the Salvation Army, and in the past the Lutheran Social Services of
Southern California (LSS) and Community Action Partnership (CAP), to provide ESG funds for the use of
emergency shelter and homelessness prevention. For the Fiscal Year of 2024 – 2025, the Salvation Army
reported providing emergency shelter to 60 individuals from 29 households. Participants entered from
locations not meant for human habitation, emergency shelters, or safe havens. The Homelessness
Prevention project served 31 individuals in 11 households, providing targeted financial assistance and
housing stabilization services to help participants avoid entering the homeless services system (FY24-25
CAPER ESG SAGE Report). There are currently 889 active shelter beds in the City. Although the City has
experienced a 120% increase in shelter beds between 2022 and 2025, a significant shelter bed gap
remains. The 2026 Point-in-Time Count (PITC) identified 1,172 unhoused individuals in San Bernardino on a
single night in January 2026, of whom 737 were unsheltered. In addition, the City does not have direct
access to most of the shelter beds currently identified, further limiting its ability to meet immediate shelter
demand. Furthermore, many local service providers mandate program involvement as a prerequisite to
receiving services. For example, the Salvation Army is required to conduct initial evaluations to determine
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eligibility and adhere to various HUD and CoC-established program quality benchmarks, such as ensuring
that at least 20% of program participants receive employment income. While the intention is to promote
long-term self-sufficiency, these stipulations to access services create critical gaps, cutting off many
community members who are in dire need of support.
Table 2 - Facility Capacity reflects the estimated capacity of available shelter and interim beds currently
available in the City. San Bernardino plans to add at least 400 new interim housing beds within the next five
years. The opening of the SB HOPE campus and the San Bernardino Community Wellness campus within
the next year alone will greatly help achieve this goal.
Table 2 - Facility Capacity
Provider/Facility/Program Estimated Capacity
Lutheran Social Services 210 beds
The Salvation Army 142 beds
Restoration House of Refuge 18 beds
Operation Grace 38 beds
Welcome Home 7 beds
Family Assistance Program (FAP) 6 beds
Time for Change Foundation 18 beds
Mary’s Mercy Center 75 beds
Mary’s Haven 35 beds
The Way World Outreach 70 beds
Pacific Village 28 beds
City Interim Shelter (MV & VARP ERF) 212 beds
County Bridge Housing 30 beds
Total Shelter Beds Within City Limits 889 beds
Below, Table 3 - City of San Bernardino Subsidized Multi-Family Housing, represents the number of
subsidized housing and multifamily affordable housing projects within the City by Target Resident, Project
Financing, and At-Risk Status.
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Table 3 - City of San Bernardino Subsidized Multi-Family Housing5
Development Name Target
Residents
Project
Financing
Total
Units
Affordable
Units
Earliest
Expiration
At Risk
Status
Village Green All Ages LIHTC/HAP 184 181 2042 Not At-Risk
Ramona Sr. Project Senior LIHTC/MRB 44 43 2024 High Risk
The Waterman Large
Family
LIHTC 128 127 2030 High Risk
Autumnwood/Millcreek All Ages LIHTC 160 158 2030 High Risk
Maplewood Home Family PBV 296 296 2026 Low Risk
Arrowhead Woods Senior PBV 51 51 2027 Low Risk
Kendall Drive Apts. Family PBV 37 6 2025 Low Risk
Kendall Park Apts. Family PBV 52 4 2025 Low Risk
Frazee Family HOME 14 13 2029 Low Risk
7 Arrows Family HOME 9 9 2029 Low Risk
Sterling Village Large
Family
LIHTC 80 79 2036 Not At-Risk
Magnolia at Highland Senior LIHTC 80 79 2041 Not At-Risk
Lugo Apartments Senior LIHTC 119 118 2044 Not At-Risk
Vintage at Kendall Senior LIHTC 178 176 2043 Not At-Risk
Arrowhead Vista Senior LIHTC 40 39 2069 Not At-Risk
New Zion Manor Family LIHTC 125 125 2071 Not At-Risk
Beautiful Light Inn Senior LIHTC 100 99 2072 Not At-Risk
Pioneer Park Plaza All Ages LIHTC 161 159 2073 Not At-Risk
Foothill Villas Large
Family
LIHTC 239 237 2075 Not At-Risk
Baseline Coop Senior 202/811 75 74 Permanent Not At-Risk
St. Bernardine Plaza Senior 202/811 150 148 2037 Not At-Risk
TELACU Monte Vista Senior 202/811 75 74 2057 Not At-Risk
TELACU San Bern. V Senior 202/811 75 74 2065 Not At-Risk
TELACU Buena Vista Senior 202/811 75 74 2058 Not At-Risk
TELACU Sierra Vista Senior 202/811 75 74 2057 Not At-Risk
TELACU La Amistad Senior 202/811 89 89 2064 Not At-Risk
TELACU Hacienda Senior 202/811 75 74 2064 Not At-Risk
AHEPA 3002 Senior 202/811 90 90 2047 Not At-Risk
Meadowbrook Park Family HAP/HOME 267 210 2033 Not At-Risk
Creekside Apartments Family Bonds 304 60 2049 Not At-Risk
All Star Lodge PSH HOMEKEY 75 75 N/A Not At-Risk
Valencia Vista Large
Family
LIHTC 76 75 2068 Not At-Risk
5 Source: City of San Bernardino 2021-2029 Housing Element
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Olive Meadow Large
Family
LIHTC 62 42 2073 Not At-Risk
Crestview Terrace Large
Family
LIHTC 184 182 2076 Not At-Risk
Tuscany/Silverwood Family Bond 328 66 2057 Not At-Risk
Eastpointe Village Family RDA/NSP 52 52 2046 Not At-Risk
Phoenix Apartments Transitional CalHFA 9 9 2033 Not At-Risk
Golden Apartments PSH HOME 39 38 2057 Not At-Risk
San Bernardino Senior Senior 202/811 80 79 2042 Not At-Risk
Pacific Village All Ages HCD 2033 Not At-Risk
SUBTOTALS BY TYPE
Target Residents Total
Units
Affordable
Units
Large Family 769 742
Senior 1471 1455
Family 1484 841
All Ages 505 498
PSH 114 113
Transitional 114 113
Shelters
Lutheran Social Services (LSS) – provides emergency shelter as a "bridge" to permanent housing, and
wrap-around services to help homeless men 18 years and older to achieve self-sufficiency.
The Salvation Army Hospitality House – provides emergency shelter, referrals to permanent housing
services, and meals to families and single females experiencing homelessness.
Mary’s Mercy Center – provides food, showers and clothing for homeless individuals and families; also
provides transitional living programs for men and separately, women and children.
Family Service Association of Redlands – provides emergency shelter (motel vouchers), wraparound
services, and case management to prevent homelessness.
Restoration House of Refuge – provides transitional housing and supportive services for individuals and
families recovering from homelessness, with a focus on stability, life‑skills development, and pathways to
permanent housing.
Operation Grace – provides emergency shelter and supportive services exclusively for women and children
under 11 years old.
Time for Change Foundation ES – provides emergency shelter and supportive services for women and
children, with a focus on empowerment and long‑term housing stability.
Path of Life Community Shelter ES – provides emergency shelter and supportive services designed to
help individuals and families transition from homelessness to permanent housing.
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Mary’s Haven – provides housing and supportive services specifically for women with children, helping
families achieve stability and independence.
The Way World Outreach (7 Transformation Houses) – operates multiple transformation houses offering
shelter, recovery support, and wraparound services for individuals seeking stability and self‑sufficiency.
Men & Women’s Shelter & Downtown Resource Center – provides emergency shelter for both men and
women, along with a downtown resource center offering meals, case management, and linkages to
permanent housing.
Pacific Village – provides supportive housing and services for individuals and families experiencing
homelessness, with a focus on long‑term stability and community integration (referrals come from various
County departments (e.g. DBH, DAAS, CDH).
Family Assistance Program – provides emergency shelter, transitional housing and supportive services to
homeless youth, survivors of domestic violence and victims of human trafficking.
Referral Services
The San Bernardino County Homeless Partnership (SBCHP) – developed to promote a strong
collaboration between agencies directing planning, development, and implementation of the County’s 10-
year Strategy to end chronic homelessness. SBCHP is a network of community and faith-based
organizations, educational institutions, non-profit organizations, private industry, and federal, state, and local
governments. SBCHP provides leadership in creating a comprehensive countywide network of service
delivery to the homeless and near-homeless families and individuals through facilitating better
communication, planning, coordination, and cooperation among all entities that provide services and/or
resources for the relief of homelessness in San Bernardino County.
Community Action Partnership of San Bernardino County (CAPSB) – provides temporary rental
assistance, financial literacy education, and linkages to other support services.
Catholic Charities – offers emergency assistance, housing support, and case management services for
low‑income and homeless individuals and families.
Foothill AIDS Project – provides housing assistance, medical case management, and supportive services
for individuals living with HIV/AIDS.
U.S. VETS – Inland Empire – delivers housing, employment, and supportive services tailored to veterans
experiencing homelessness.
Inland Fair Housing and Mediation Board – provides fair housing services, tenant/landlord mediation, and
advocacy to prevent housing discrimination and eviction.
Inland Counties Legal Services, Inc. – offers legal aid for low‑income residents, including housing rights,
eviction defense, and benefits advocacy.
Legal Aid Society of San Bernardino – provides free or low‑cost legal services to individuals and families
facing housing instability or homelessness.
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City of San Bernardino Police Department and Homeless Outreach
Support Team
The Proactive Enforcement and Community Engagement Team, also known as the PEACE Team, is a unit
within the San Bernardino Police Department that
functions as a homeless outreach division. The PEACE
team is a multidisciplinary initiative aimed at connecting
community members to essential support services and
resources to reduce barriers to housing and promote
long-term personal stability. This team excels in
delivering a strategic blend of social support and
enforcement fueled by their core mission to improve
quality-of-life through innovative approaches. To date,
the PEACE team has made contact with over 2,800
unhoused individuals in the City of San Bernardino in
an effort to conduct proactive engagement strategies.
Depending on an individual’s unique circumstances and
needs, a range of services are provided, including
family reunification, shelter placement, case
management, room and board, and additional support.
The PEACE team attributes its success to strategic partnerships and support across a network of agencies
and individuals. Each person involved in the team’s efforts plays a pivotal role in expanding their reach and
impact. Key partners include:
• Public Works Department
• Community Development and
Housing Department - Housing and
Homeless Services Division
• The San Bernardino County
Department of Behavioral Health
• The Salvation Army
• Redwood Security
• Park Rangers
Figure 6 – 2025 Accomplishments
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Land Use Opportunities
SLA Public Land, Motel Conversions
The city plans to target underutilized public land and motels to expand affordable housing. Guided by the
California Surplus Land Act, 141 City-owned parcels are identified for potential housing development across
various zones and densities. Priority goes to affordable housing proposals during the 60-day notice period,
requiring at least 25% of units for lower-income households (or 15% if no proposals succeed).
Some of the City’s objectives for the next five years include:
• Use surplus lands to aid in the development of affordable housing, prioritizing families with low- to
very low-incomes.
• Leverage motels, churches, and public land for conversions.
• Pursue ADU development and infill projects.
• Partner with affordable housing developers and secure gap financing.
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Analysis of Strengths, Weaknesses, Opportunities,
and Challenges
Gap Analysis of Emergency Shelters
This section of the Needs Assessment focuses on gaps and expansion recommendations for shelters,
transitional housing, and permanent supportive housing. The data was drawn from the 2026 Homeless PIT
Count, the City of San Bernardino’s 2025–2029 Consolidated Plan, including the Market Analysis (MA-30,
MA-35), and the Homeless Needs Assessment (NA-40).
San Bernardino is at a pivotal moment in strengthening its supportive housing and services landscape.
Capital investments are underway that will significantly expand the City’s capacity to deliver integrated,
housing-focused services. The forthcoming Community Wellness Campus, developed through Project
HomeKey in partnership with Lutheran Social Services of Southern California and Dignity Moves is expected
to open in Spring of 2026 and will introduce a comprehensive navigation center offering low-barrier,
non-congregate interim housing paired with wrap-around supportive services. With 140 beds, onsite medical
care, and rapid development of individualized case plans, the campus is positioned to become a
cornerstone of the City’s rehousing strategy.
Similarly, the SB HOPE Campus, scheduled to be completed in December 2026, will further enhance the
regional system by providing another low-barrier, service-rich environment designed to address the root
causes of homelessness. The hybrid campus of congregate and non-congregate beds is expected to open
in the first quarter of 2027 and will be operated by Helping Hearts California. SB HOPE will connect
individuals to medical respite, behavioral health care, substance use treatment, employment pathways, and
permanent housing resources. It will also serve as a prevention hub, offering rental and utility assistance
through collocated partner agencies to stabilize households at risk of losing their housing. These two
projects will help to fill current existing gaps and address the complex needs of the City's unhoused
populations.
Table 4 - Analysis of Capacity Gaps for Emergency Shelter Beds
Estimated Current Capacity Estimated Demand
(PITC/CHAS)
Estimated
Gap
889 beds 1,172 unhoused –
2026 PITC
300 beds
Table 5 - Expansion Priorities
Priority Level Expansion Focus Gap Size Recommendation
High New
interim/emergency
housing beds
400+ beds Expand low-barrier
interim housing shelter
beds
Medium Motel voucher
program
Limited supply Bridge to permanent
housing
Low Specialized population Capacity limited Expand targeted
programs
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The City’s current shelter and housing resources are insufficient to meet the community's needs, as
indicated by the PIT Count and HUD CHAS data. The Point-in-Time Count is a snapshot taken on a single
night and is generally considered a conservative estimate. The City’s goal is not to match that number
exactly, but to build upon existing shelter capacity so that unhoused individuals encountered by outreach
teams within City boundaries have ample options for safe shelter. As a result, the City estimates the need to
fill a 400-bed gap.
Collaboration and Coordination Opportunities
Streamlined services prevent duplication, inefficiency, and barriers for people experiencing homelessness. It
also opens the door for creative and innovative programs to target homelessness from a holistic approach,
garnering input from state, regional, and local partners.
Table 6 - Service Provider Collaboration Opportunities
Entity Role/ Function Coordination
Link
Strengths Challenges
City of San
Bernardino
Governing body:
Mayor’s Office,
City Council,
Community
Development &
Housing
Department
Administers ESG,
HOME, and CDBG
funding, contracts for
RRH, shelter, and
prevention services,
SB HOPE Campus
Member of the
CoC,
participates in
CES and HMIS.
Contracts with
Salvation Army,
and Family
Association of
Redland
Administers
ESG, HOME,
and CDBG
funding.
Contracts
directly with
providers.
launching SB
HOPE Campus
Limited data
access to HMIS
Lack of City -
County
coordination
San
Bernardino
County CoC
(CA-609)
Governing
Body:
Interagency
Council on
Homelessness
(ICH)
Administrative &
System
Management:
Office of
Homeless
Services (OHS)
Support:
Homeless
Provider
Network (HPN)
of the San
Regional homeless
policy implementation
HMIS
CES
Coordinates with
City programs
San Bernardino
County
Department of
Behavioral
Health
Housing
Authority of the
County of San
Bernardino
Regional
homeless
policy
implementation
Manages
HMIS and CES
Hosts
Homeless
Provider
Network
Steering
Committees
County-wide
approach
San Bernardino
City's unique
needs can be
lost in regional
approaches.
Limited
accountability at
City level
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Bernardino
County
Homeless
Partnership
(SBCHP)
Housing
Authority of
the County of
San
Bernardino
(HACSB)
Administers Housing
Choice Vouchers,
Emergency Housing
Vouchers (EHVs),
Permanent
Supportive Housing
(PSH), and landlord
engagement
Accepts CES
referrals
Partners with the
City and social
service providers
to place
households
Administers
Housing
Choice
Vouchers,
Emergency
Housing
Vouchers
(EHVs), and
Permanent
Supportive
Housing (PSH)
Landlord
engagement
Participate in
the CoC
Limited strategy
to increase
lease-up rates.
Limited
partnerships
with the city.
San
Bernardino
County
Department of
Behavioral
Health (DBH)
Provides behavioral
health and substance
use treatment.
Manages housing-
linked support
programs
Coordinates with
shelters,
supportive
housing, and
CES to ensure
behavioral
health
integration in
programs.
Provides
behavioral
health and
substance use
treatment.
Manages
housing-linked
support
programs
Full-service
Partnerships
Communication
gaps between
behavioral
health providers
and housing
navigators.
Office of
Homeless
Services (OHS)
Manages homeless
services countywide;
oversees CoC and
CES administration.
Manages CES
operations,
performance data,
and Homeless
Housing Assistance
Program allocations
The link between
County, City,
and service
providers
Manages
homeless
services
countywide.
oversees CoC
and CES
administration.
Manages CES
operations,
performance
data
Homeless
Housing
Assistance
Communication
gaps with the
city.
Lack of local
data for
decision-
making
strategies
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Program
allocations
ESG-Funded
Providers:
Salvation Army
Family
Association of
Redlands
RRH, prevention
shelter, contracted by
the City
Required to use
CES and
Coordinated
Entry
Contracted by
the City.
Provides
Shelter
Homelessness
prevention
services
Rapid
Rehousing
Lack of
collaborative
approach with
the CoC
Gaps in CES
alignment
Homeless
Service
Providers:
Inland Valley
Recovery
Services
Mary’s Mercy
Center/Veronica
Home of Mercy
The Salvation
Army
Operation
Grace
Knowledge and
Education for
Your Success
(KEYS)
Veterans
Alcoholic
Rehabilitation
Program
(VARP)
Community
Action
Partnership of
San Bernardino
County
(CAPSBC)
Lutheran Social
Services
Lighthouse
Social Service
Centers
Provide direct
services and housing
support:
• Intake
• Transportation
• Recovery
treatment
• Shelters
• Subpopulation
shelters
• Housing
• Mobile
Showers
• Food
• Motel
vouchers
• Family
Stabilization
Program
• Transitional
Housing
Programs
Most use CES
via referral
pathways
Provide direct
services and
housing
support:
Intake
Transportation
Recovery
treatment
Shelters
Subpopulation
shelters
Housing
Mobile
Showers
Food
Motel vouchers
Family
Stabilization
Program
Transitional
Housing
Programs
Fair housing
Mediation
Not required to
use CES or
HMIS if not
federally
funded.
Capacity limited
to relative need.
Lack of
coordination
amongst
service
providers.
Lack of
partnerships
Lack of landlord
incentives
programming.
Unaligned
outreach
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Step-Up on
Second
Specialized
Providers:
Family
Assistance
Program (Youth
Drop-in
Center)
Veterans Affairs
(HCHV,
outreach,
housing for
veterans)
U.S. VETS
Inland Empire
Patient’s Rights
Office (mental
health support)
Serve specific
populations (youth,
veterans, mental
health)
• Most use
CES via
referral
pathways
Serve specific
populations
(youth,
veterans,
mental health)
Lack of
streamlined
pathways
across all
populations
Not required to
use CES or
HMIS if not
federally
funded.
While the system identified above has strong partners and established programs, identified challenges can
limit overall effectiveness. Gaps such as lack of coordination, gaps in data, and unaligned outreach, prevent
the system from operating seamlessly.
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Strengths and Challenges of Supportive Services
Table 7 - Provider Data
Entity Role/Function Strengths Challenges
City of San
Bernardino
Administers HHAP,
PLHA, ERF, ESG,
HOME, and CDBG
funding, contracts for
RRH, emergency
shelter, and homeless
prevention services,
and oversees
operations at the SB
HOPE Campus
Contracts directly with
providers
• Limited
funding
• Ability to
reduce costs
for programs
and direct
costs for
clients
• Need for
increased
service
providers with
the capacity to
meet program
participation
requirements
• Limited
collaboration
opportunities
with workforce
development
• Job placement
and retention
San Bernardino
County Homeless
Partnership
(SBCHP)/211
Regional homeless
policy implementation
HMIS
CES
Structured gateway for
the provision of
services
• Staffing
capacity
• Software
system that
enables a
higher level of
functionality
• Length of time
between intake
and receipt of
housing
Continuum of Care
(CoC)
Governing Body:
Office of Homeless
Services and
Community
Development &
Housing
Support: Homeless
Provider Network
(HPN) and Center
Valley Steering
Committee
Collaborative efforts of
multiple organizations
with countywide reach
• Increased
collaboration
amongst
partner
organizations.
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Top Priority –Emergency/Interim Housing:
• The City’s most recent PIT Count identified approximately 1,172 unhoused individuals, 737 of which
are unsheltered
• 889 interim housing beds are currently available
• The City aims to expand the capacity of available emergency/interim housing beds, making this as a
priority as it aligns with the City’s guiding principles and goals outlined in this HSAP
Emergency shelter beds:
• There is a gap of 300 beds for unhoused adults.
• Expanding emergency shelter capacity remains an important priority
Lower priority needs:
• Expansion of the motel voucher program as a bridge to permanent housing
• Development of specialized supportive housing for targeted populations.
Housing for the Unhoused
The following two housing developments are intended to provide supportive, transitional housing for
unhoused community members.
• The upcoming opening of its Project HomeKey Community Wellness Campus, a joint venture with
Lutheran Social Services of Southern California, shall be a critical strategy that enables the City to
more effectively improve and increase housing capacity. The navigation center, which shall provide
low-barrier, non-congregate, interim housing and comprehensive social services including
educational, physical, social, and mental health services. In addition, the site will provide 150 shelter
beds and an onsite medical clinic. Furthermore, within 72 hours of entry 95% of residents will receive
individualized case plans, thereby ensuring long-term stabilization solutions and reducing the risk of
re-entry.
• The upcoming SB HOPE Campus project, set to be completed in December 2026 and fully
functional within the first quarter of 2027, will provide low-barrier, non-congregate, interim housing to
help address the root causes of homelessness. The campus will connect people to resources,
medical respite, mental health, substance disorder counseling, individualized case management, job
training and placement, and expanded access to permanent housing. It will also assist individuals
who are at risk of becoming homeless as local agencies will be onsite to provide rental assistance
and utility assistance to eligible households
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Guiding Principles
The City of San Bernardino is committed to
bringing solutions to address homelessness. This
action plan aims to implement tangible solutions
and responses to homelessness. It is essential to
outline the core principles that will guide this plan
for the City; these core principles will serve as the
touchstone for all strategies, actions, and policies
within the plan. Through coordination with City
staff and qualitative and quantitative data analysis,
three core principles emerged: Supportive
Pathways to Housing, Prioritizing Long-term
Solutions, and Alignment with National Best
Practices.
Supportive Pathways to Housing
is our strategy to address homelessness that begins with ensuring individuals have access to safe and
stable housing as quickly as possible by reducing barriers. Once housed, we then connect people to
supportive services. This model is designed to help residents regain stability, achieve self-sufficiency, and
maintain long-term housing.
Prioritizing Long-Term Solutions is our commitment to combatting homelessness and
emphasizes long-term stability. We focus on helping individuals build self-sufficiency through access to
wrap-around supportive services such as job training, mental health care, and substance use support. At the
same time, we prioritize shelter options that provide stability and safety, creating a stronger foundation for
permanent housing and thereby reducing the risk of individuals and families once again becoming
unhoused, ensuring lasting success.
Alignment with National Best Practices is the ability to look at comparable cities, with
similar demographics and challenges, and gather strategies and models that have demonstrated nationwide
success. This ensures that San Bernardino’s approach reflects evidence-based interventions endorsed by
federal agencies and aligns with broader policy guidance and proven outcomes.
Collectively, these guiding principles provide the framework for the City of San Bernardino’s Homeless
Solutions Action Plan. By centering efforts on stabilization and self-sufficiency, and drawing from nationwide
best practices, the City is positioning itself to implement a comprehensive and sustainable approach to
addressing homelessness.
Supportive Pathways to Housing
The City of San Bernardino is committed to reducing homelessness by ensuring individuals and families
have access to safe and stable housing alongside essential support services. This approach, known as the
Supportive Pathways to Housing, is a stabilization-focused housing strategy that emphasizes rapid
connection to shelter and housing options while offering coordinated care. Rather than requiring individuals
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to meet specific preconditions before accessing support, the City’s strategy focuses on engaging people
where they are, helping them stabilize, and equipping them with the tools and resources needed to transition
into long-term independence. Supportive services are tailored to the individual’s needs and are designed to
promote recovery, self-sufficiency, and reintegration into the community. The goal is to support individuals
and families in identifying their needs and accessing resources to meet those needs, while providing them
with housing regardless of their life circumstances. (Housing First , n.d.)
Supportive Pathways to Housing offers immediate, low-barrier access to permanent housing paired with
voluntary supportive services.
Research consistently shows that reducing entry barriers and prioritizing stable housing improves outcomes:
• Up to 88% reduction in homelessness compared to treatment-first programs
• Significantly higher housing retention: 79% remained housed for 6 months vs. 27% in control groups;
88% retained housing after 5 years
• Improved health outcomes and reductions in ER visits and hospitalizations
Reducing Entry Barriers
The city will reduce entry barriers and preconditions such as participation in treatment before placement,
income documentation, and other potential barriers. This is especially critical for residents experiencing
chronic homelessness and residents suffering from mental disorders or substance use disorders, who are
most at risk of remaining unsheltered due to eligibility requirements that keep these residents unsheltered.
Rapid Connection to Permanent
Supportive Housing
The city will minimize the time between initial
engagement and housing placement, and
coordinate entry and assessment tools. Highly
vulnerable individuals will be prioritized, with
voluntary services layered in to support stability
and recovery.
Voluntary Supportive Services
Supportive services such as case management,
behavioral health treatment, employment
assistance, financial assistance, substance use
disorder treatment, and life skills training will be
offered but not required for housing retention.
Supportive Pathways to Housing models have
found success in voluntary supportive services,
where residents tend to gravitate on their own to
the services, instead of being forced to receive
services to be housed.
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Increasing Housing Availability
The city will expand housing stock through leveraging a mix of public and private resources to secure units
citywide. Programs like landlord engagement and master leasing set aside units in affordable housing
developments, and creative affordable housing transitions initiatives like Project Home Key are pivotal tools
for housing availability.
The City of San Bernardino is committed to increasing housing availability and affordability for its residents
by partnering with a variety of key collaborators including:
Neighborhood Partnership Housing Services (NPHS)
Through a partnership with NPHS the City is advancing the development of infill single-family
homes designed for low- to moderate-income families.
Jamboree
The City Council approved an exclusive negotiation agreement with Jamboree Housing
Corporation to develop about 101 affordable housing units on a 3.5-acre city-owned site
(“Site 12”).
U.S. Vets
The City has committed $4 million to support the development of a 30-unit affordable
housing community for veterans at 1351 North E Street. This project will provide permanent
supportive housing along with on-site services such as case management, food and hygiene
supplies, transportation assistance, and employment support.
Neighborhood Housing Services of the Inland Empire (NHSIE)
In collaboration with NHSIE, the city is expanding affordable rental opportunities and
pathways to homeownership. NHSIE provides homebuyer education, counseling, and down
payment assistance programs that help low- to moderate-income family’s transition into
stable homeownership.
Prioritizing Long-Term Solutions
San Bernardino’s approach to homelessness emphasizes
long-term stability rather than short-term fixes. The City is
moving toward expanding non-congregate shelter options,
such as the HOPE Campus and the Community Wellness
Campus, which provide individuals and families with
privacy, safety, and stability. These environments create a
stronger foundation for permanent housing by reducing the
risks associated with traditional congregate shelters and
allowing residents to focus on recovery and rebuilding their
lives.
Equally important is the City’s commitment to wrap-around
supportive services. Many individuals and families
experiencing homelessness in San Bernardino have zero income and have not held employment for a
decade or more, underscoring the need for comprehensive support beyond housing. Services such as job
training, financial empowerment, mental health care, and substance use treatment are integrated into the
City’s housing strategy to help residents achieve self-sufficiency and long-term housing retention.
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This focus on causes, not just symptoms, is critical. Temporary assistance alone does not address the
systemic issues that lead to homelessness. By investing in stabilization and self-sufficiency, the City aims to
reduce the cycle of individuals falling back into homelessness after receiving short-term aid.
The urgency of this approach is highlighted by the fact that nearly one-third (33%) of San Bernardino’s
homeless population is experiencing homelessness for the first time. This means that for every two or three
individuals who receive housing services, another person falls into homelessness. Addressing this trend
requires strategies that prevent returns to homelessness and reduces new entries into the system. By
prioritizing long-term solutions, the city is working to break this cycle and ensure that investments lead to
lasting outcomes.
National Best Practices
National best practices are proven strategies, models, and program approaches that have been tested and
proven to successfully impact homelessness in cities and states across the United States. These
approaches are recognized on a federal level through HUD, the U.S Interagency Council on Homelessness,
as well as national research organizations aimed at reducing homelessness. National best practices are
evidence-based; the research has already been conducted, yielding significant positive outcomes in multiple
controlled studies. Implementing and analyzing national best practices will enable the city to develop
successful models that can be applied in other communities.
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Action Plan
Action 1: Strengthen Collaboration and Coordination
The city currently collaborates with local partners to provide services to residents through various avenues,
including housing, fair housing, housing mediation, homeless services, shelter services, and affordable
housing development. Strengthening collaboration and coordination is pivotal for the City of San Bernardino
to address homelessness.
A major step forward is the launch of the Deep Blue pilot software, which will enable real-time data sharing
among the Housing & Homeless Division, COAST Outreach, the Police Department, and County partners.
This tool will improve coordination, reduce duplication, and enhance case management by ensuring multiple
departments and providers have access to the same information.
Objective Alignment – Goals 3 & 5: Build a unified system across City, County, and
providers.
• Leverage the upcoming Deep Blue software program to create real-time shared dashboards across
multiple departments and entities for City-specific data. Create shared landlord engagement
strategies.
• Create clear referral pathway from RRH and shelters to PSH.
• Require City-funded outreach teams to participate in joint case conferences.
• Incentivize participation in CES/HMIS with access to housing resources.
• Host community listening sessions to build trust and gather input.
Recommendations:
Short-Term (0–12 months)
• Launch a joint City–CoC funding and planning calendar identifying funding sources and application
windows
• Fully implement Deep Blue software and train staff across City agencies. Formalize City participation
in CES and case conferencing for all City-funded providers.
• Establish a unified landlord engagement team and begin landlord outreach.
• Create clear referral pathways from RRH and shelters to PSH.
• Enroll outreach teams, case managers, and shelter staff in trauma-informed training programs.
Mid-Term (1–3 years)
• Connect Deep Blue dashboards with County HMIS and CES systems for seamless data flow.
• Build a Landlord Incentive & Risk Mitigation Fund with HHASP/ESG/CoC funding.
• Pilot streamlined inspections with HACSB to reduce lease-up delays.
• Develop neighborhood-based advisory groups to strengthen community engagement.
Long Term (3–5 years)
• Expand the landlord program into a regional partnership with County and HACSB.
• Utilize data reports from shared dashboards to inform the strategic approach to combatting
homelessness.
• Embed training programs into ongoing workforce development.
• Institutionalize annual community summits on homelessness and housing.
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Action 2: Increase and Enhance Supportive Services and
Income Support
Objective Alignment – Goal 6:Strengthen long-term stability outcomes and promote
homelessness prevention and diversion.
The city will strengthen partnerships with local and regional stakeholders and service providers to better
serve chronically homeless individuals. By pursuing additional funding sources beyond current federal and
state allocations, the City aims to expand outreach capacity, support more service providers, and increase
housing development, ultimately reducing costs for both programs and clients. Furthermore, the city aims to
ensure that individuals and families not only obtain housing but are able to remain housed by focusing on
behavioral health, workforce development, and income stabilization. Wrap-around services will be designed
to meet San Bernardino’s unique needs, addressing the high rates of unemployment, zero income, and
long-term disconnection from the workforce among residents experiencing homelessness.
Recommendations:
Short-Term (0–12 months)
• Add City-funded outreach staff with CES integration and coverage benchmarks.
• Formalize partnerships with DBH and health providers for behavioral health integration.
• Expand service hubs with basic needs (food, showers, mail access).
• Launch rental and utility assistance to prevent homelessness
• Expand the Housing and Homeless Division team by hiring at least one additional staff member
Mid-Term (1–3 years)
• Integrate health and housing services by deploying mobile health teams to encampments and
interim housing sites, and co-locating health services at the Community Wellness Campus.
• Expand SSI/SSDI advocacy and workforce development partnerships with County Workforce
Development.
• Establish eviction prevention partnerships with legal aid providers.
• Expand financial empowerment programs (budgeting, credit repair, benefits enrollment) to stabilize
income and reduce the risk of eviction.
• Integrate substance use recovery services into housing programs.
Long-Term (3–5 years)
• Create permanent service co-locations (housing + health + employment) in supportive housing sites.
• Scale employment pathways for unhoused residents through long-term County/City workforce
initiatives.
• Create peer mentorship networks, training formerly homeless residents as peer navigators to
support new program participants.
• Expand access to outpatient treatment.
Action 3: Improve Housing Capacity
Objective Alignment – Goals 1 & 2: Expand shelter, transitional, and permanent
housing.
There are currently three affordable housing projects within the City of San Bernardino providing 230 units
for eligible low-income residents. When this number is compared to the recent 2026 PIT Count of 1,172
34
unhoused individuals within City borders, 737 of which are unsheltered, there is a dire need for services. In
addition, while the Housing Element reflects a current inventory of 4,179 subsidized multifamily unit
properties, there are currently not enough available affordable housing units and shelter beds to adequately
meet the needs of the unhoused.
Across from the City’s upcoming HOPE campus project sits 13 acres of land that have been allocated for
future affordable housing development. The city intends to focus on developing affordable housing for low-
income individuals and families exiting shelter. San Bernardino is committed to both developing and
preserving affordable housing throughout the city. For example, proactive steps to prevent the potential loss
of affordability of the Village Green development in 2029 have already been taken. In August 2025, the City
held a TEFRA hearing to enable Village Green Preservation LP to secure 4% LIHTC financing for
rehabilitation of the property, extending and deepening affordability restrictions well beyond 2029. This
action preserved affordability levels across 182 units for households ranging from 30% to 60% of Area
Median Income.
In the Housing Element, a capacity of up to 2,646 units of low-income housing were identified that could be
developed by 2029. Therefore, the city aims to increase the availability of affordable housing units by 20%
over the next five years. While the City currently has certain incentives in place for affordable housing
developers such as providing deed-grant land and offering limited financial assistance to address project
development gaps, facilitating innovative workshops with affordable housing developers in the area will
provide valuable insight on how the City can work collaboratively with stakeholders to streamline the process
in the future.
Recommendations:
Short-Term (0–12 months)
• Expand congregate and non-congregate transitional housing (SB Hope Campus to open with 100
beds in early 2027, adding another 100 beds in the second year, and SB Community Wellness
Campus to open in Spring 2026, with 90% occupancy anticipated by May).
• Identify surplus/underutilized parcels for supportive housing.
• Identify and invite affordable housing developers to participate in innovative workshops to discuss
best practices. Use workshops to promote City incentives such as updated density bonus policy.
Mid-Term (1–3 years)
• Pilot master leasing to expand immediate unit access for CES referrals.
• Incentivize ADUs leased through CES with grants/fee waivers.
• Reform zoning and adopt fast-track entitlements for supportive housing.
• Launch quarterly or biannual affordable housing workshop sessions and use feedback to inform
strategic policies.
• Fund new multifamily projects with PSH set asides using ESG, HOME, and CDBG.
• Streamline permit process as further incentive.
Long-Term (3–5 years)
• Build out shared housing and adaptive reuse models (commercial conversions, public facilities).
• Deliver new affordable and supportive housing developments aligned with Housing Element goals.
• Institutionalize zoning reforms and expand permanent funding streams for housing production.
• Strengthen cross-sector partnerships by inviting service providers, financial institutions, and
nonprofit organizations to attend workshops.
35
Action Plan Timeline
Table 8 -San Bernardino Homelessness Strategies Timeline
Goal Year 1 Year 3 Year 5
Goal 1:
Expand
interim and
emergency
housing
capacity to
reduce
unsheltered
homelessnes
s and
improve
stabilization
outcomes
• Add 100 new
interim/emergency
beds
• Increase number of
new shelter residents
receiving
individualized case
plans within 72 hours
to 95%
• Identify non-traditional
sites for interim
housing
• Prioritize
non‑congregate
shelter expansion.
• 5% reduction in
average length of stay
in interim housing
• Add 300 new
interim/emergency
beds
• Increase number of
new shelter
residents receiving
individualized case
plans within 72
hours to 98%
• Integrate
wrap‑around
services (behavioral
health, employment,
benefits)
• Establish formal
pathways from
shelter → RRH →
PSH.
• 10% reduction in
average length of
stay in interim
housing
• Add 300-400 new
interim/emergency
beds
• Increase number of
new shelter
residents receiving
individualized case
plans within 72
hours to 100%
• Fully integrate
interim housing with
CES and PSH
pipelines
• Demonstrate
increased exits from
shelter to
permanent housing
• 15% reduction in
average length of
stay in interim
housing
Goal 2:
Advance
major capital
and housing
development
projects to
expand long-
term
affordable
housing
supply
• Formalize
partnerships with
affordable housing
developers, service
providers, and
financing partners
• Begin production,
rehabilitation, or
motel conversion
efforts that will
increase deeply
affordable and
supportive housing
capacity
• Initiate two housing
- supportive policy
or zoning changes
(e.g., by-right
supportive housing,
motel conversion
ordinance, reduced
parking
requirements)
• Deliver measurable
progress on the
housing pipeline,
including new PSH
units and/or
non‑congregate
interim housing
• Adopt additional
housing-supportive
policies or funding
mechanisms
• Expand
partnerships to
include regional,
nonprofit, and
private-sector
partners
• Increase the
number of units or
beds dedicated to
people experiencing
homelessness
through
construction,
conversions,
• Achieve a
substantial increase
in deeply affordable
and supportive
housing inventory
• Implement a full
suite of housing-
supportive land use,
permitting, and
financing policies
• Establish a
sustainable pipeline
of projects in pre-
development,
construction, and
lease-up
• Maintain long-term
partnerships
supporting
development,
operations, and
services
36
vouchers, and
preservation
Goal 3:
Strengthen
outreach and
encampment
resolution
efforts using
service-led,
coordinated
strategies
• 500 outreach
enrollments
conducted
• 60% of individuals
engaged connected
to shelter or
services
• 10% reduction in
encampment-
related service calls
• 600 outreach
enrollments
conducted
• 75% of individuals
engaged connected
to shelter or
services
• 15% reduction in
encampment-
related service calls
• 750 outreach
enrollments
conducted
• 85% of individuals
engaged connected
to shelter or
services
• 20% reduction in
encampment-
related service calls
Goal 4:
Increase
permanent
housing
placements
and
strengthen
housing
stability
outcomes
• Establish baseline
service capacity
(case management
ratios, outreach
staffing, behavioral
health partnerships)
• Launch or expand
financial
empowerment,
benefits enrollment,
and employment
pathways
• Formalize
partnerships with
behavioral health
and substance use
treatment providers
• Launch landlord
engagement
initiatives
• Increase service
capacity by 50%
(e.g., more case
managers, peer
specialists,
outreach workers
• Demonstrate
measurable
increases in:
- Income and
benefits access
- Treatment
engagement
- Housing retention
at 6 and 12 months
• Integrate health and
housing services
across interim and
permanent housing
sites
• Establish a formal
landlord
engagement team
• Achieve a fully
integrated
supportive services
system with:
- Peer mentorship
networks
- Employment and
workforce pathways
- Behavioral health
and substance use
treatment
embedded in
shelters and
housing
• Demonstrate
sustained
improvements in
housing stability
outcomes
• Maintain a fully
operational landlord
engagement system
Goal 5:
Improve
system
coordination,
data quality,
and
accountabilit
y across
funded
programs
• Launch real-time
dashboards for CES
flow and housing
placements
• Identify and invite
affordable housing
developers to
partake in
affordable housing
innovative
workshops
facilitated by the
City
• Pilot shared data
software across City
• Support 3-4 City-
funded agencies in
meeting CES
participation
requirements
(training, workflows,
referrals, etc.)
• Implement
strategies received
from stakeholder
feedback to pursue
affordable housing
projects that align
with City needs and
goals
• Expand the number
of City- funded
agencies aligned
with CES processes
to at least 6
• Integrate CES
dashboards with
shelter and
outreach data
• Invite community
and regional
partners to host
training workshops
• Continue
collaboration and
discussions with
37
agencies and
providers
• Create dashboards
for City-specific
data using shared
software platform
service providers
and affordable
housing developers
• Create and make
publicly available
reports reflecting
shared data. Use
this information to
inform a strategic
approach to
combatting
homelessness in
the City
Goal 6:
Expand
homelessnes
s prevention
and
diversion
services to
reduce
inflow into
the
homeless
system
• Participate in
trainings for CES,
housing navigation,
and diversion
• Serve 60
individuals/househol
ds through
prevention/diversion
• 10 evictions
prevented
• Implement a fully
operational housing
navigation program
• Serve 80
individuals/househol
ds through
prevention/diversion
• 20 evictions
prevented
• Demonstrate
measurable
improvements in
housing placement
speed and retention
• Serve 100
individuals/househol
ds through
prevention/diversion
• 30 evictions
prevented
38
Impact Analysis
The HSAP seeks to reduce homelessness and
improve housing stability through a coordinated
and evidence-based set of strategies. By
expanding shelters and housing capacity,
increasing supportive services, and
strengthening cross-agency collaboration, the
City anticipates measurable reductions in
homelessness. The plan is guided by the three core principles identified by the city. These principles include
Supportive Pathways to Housing, a commitment to prioritizing lasting solutions to combat homelessness,
and alignment with national best practices. These principles ensure immediate access to housing, long-term
solutions, and designing programs with evidence-based models that deliver results nationally. This section
highlights the potential impact of each goal.
The baseline for the impact analysis, based on goals, came from the City’s 2026 PIT Count, the CoC PIT
Count, an estimated analysis of affordable housing from the 2021-2029 Housing Element, and HUD’s
System Performance Measures.
Community Cost Saving Analysis
The average cost per person data for the cost analysis was sourced from both national averages and
California-specific averages. To estimate the fiscal impact of reducing unsheltered homelessness, the City
analyzed typical public-system utilization patterns among people experiencing unsheltered homelessness.
Research consistently shows that unsheltered individuals have higher rates of emergency room use, jail
contact, and shelter utilization compared to housed individuals.
Using conservative, research-aligned assumptions, the city modeled the cost impact of housing 10% of the
current unsheltered population (98 individuals). The analysis incorporates:
• ER cost of approximately $2,700 per visit
• Jail costs of approximately $350 per day
• Shelter costs of approximately $80 per bed-night
• Typical annual utilization patterns for unsheltered individuals
• Expected reductions in system use once individuals are stably housed
Under these assumptions, housing 98 individuals would generate an estimated $448,840 in annual
public-system savings, primarily through reduced emergency room visits, fewer jail days, and decreased
reliance on emergency shelter.
This estimate is intentionally conservative and does not include additional savings associated with reduced
ambulance transport, inpatient stays, policing, encampment abatement, or long-term health improvements.
39
Table 9 - Community Cost Savings Estimates
Category Average
Cost Per
Person
Current
Unsheltered
Homeless
population
Current annual
cost
Reduction
by 10%
Savings
Emergency
Room
$2,500per
visit
981 $2,452,500-
assuming one
visit per year
per unsheltered
person
883 people $245,000
Jail Days $200 per jail
day
981 $1,962,000-
assuming each
unsheltered
person spends
ten full days in
jail per year
883 people $196,000
Emergency
Shelter
$80 per night 981 $78,480,
assuming one
stay per year
883 people $7,840
Total Savings $448,840
Emergency Room Data -National Source; Jail Days- California Source ;Emergency Shelter- National Source
Community Benefits
Table 10 - Community Benefits
Benefit Impact
Public Safety and Community well being • Fewer unsheltered persons reduce visible
encampments
• Less strain on the police and fire
departments responding to homelessness
Health Outcomes • Fewer ER visits
• Reduction in contagious diseases and
viruses
• Stabilize vulnerable communities
Economic Impact • Increased workforce
• Revitalized downtown and commercial
districts
• Housing market stability
Fair Access • Utilizing Supportive Pathways to Housing
models and prioritizing long-term solutions
ensures that all individuals and families in
need have access to resources
Quality of Life • Welcoming public spaces
• Reintegration into the community
40
Funding and Resource Strategy
Table 11 - Funding Sources and Timing
Action Funding Source Use Potential Funding Dates /
Timeline
Action 1 HHAP (Homeless
Housing,
Assistance, and
Prevention
Program)
Supports system-level planning,
coordination, CES integration,
and regional alignment efforts.
Current round applications
were due June 30, 2025;
future NOFAs are
anticipated every 2–3 years
Action 1 ESG (Emergency
Solutions Grant)
Funds can support CES
operations, outreach
coordination, and HMIS data
integration.
Annual allocation, typically
released in Spring/Summer
Action 1 CoC Planning
Funds
Directly funds coordination, data
analysis, and system-level
improvements.
Annual HUD CoC NOFA,
typically released in
Summer/Fall
Action 1 PLHA (Permanent
Local Housing
Allocation)
Can support city–county
coordination and planning for
homelessness solutions.
Ongoing annual formula
allocation
Action 2 DBH – Whole
Person Care /
Behavioral Health
Funds
Integrates behavioral health and
housing services, strengthens
case management capacity.
Multi-year pilots through
2025; potential new Medi-
Cal initiatives after
Action 2 HHAP Flexible funding for supportive
services, case management,
outreach, and CES alignment.
HHASP Round 5 funding is
active; future rounds are
anticipated every 2–3 years
Action 2 Youth
Homelessness
Demonstration
Program (YHDP)
Funds youth-specific supportive
services, case management,
and rapid rehousing pathways.
Competitive NOFA; periodic
releases depending on HUD
cycle
Action 3 No Place Like
Home (NPLH)
Funds permanent supportive
housing projects for individuals
with serious mental illness.
Competitive and non-
competitive allocations;
multi-year funding cycles
(next expected 2025–26)
Action 3 Multifamily Housing
Program (MHP) /
SHMHP
Provides capital funding for new
construction, rehab, or
conversion into affordable
housing.
Rounds released every 1–2
years; last NOFA in 2023,
next anticipated in 2025
Action 3 Veterans Housing
& Homelessness
Prevention (VHHP)
Funds affordable and supportive
housing targeted to veterans
experiencing homelessness.
Competitive NOFA; last
released in 2023, next
anticipated in 2025
Action 3 PLHA Provides ongoing formula
funding to expand affordable
housing and rental assistance.
Annual allocations, ongoing
41
Improve
Housing
Capacity
CERF
(Encampment
Resolution
Funding)
Funds encampment resolution
strategies, interim housing, and
pathways into permanent
housing.
ERF-2 active through 2026;
future rounds pending state
budget cycles
42
Performance Metrics
Table 12 - Performance Metrics and Accountability Reporting Program
HSAP Goal Indicator FY 24-25
Baseline
FY 25-26
Projected
FY 26-27
Projected
(Year 1)
FY 29-30
Projected
(Year 3)
FY 31-32
Projected
(Year 5)
Goal 1:
Expand
interim and
emergency
housing
capacity to
reduce
unsheltered
homelessness
and improve
stabilization
outcomes
New
interim/emergency
housing beds
N/A 100 200 300 400
Percent of new shelter
residents receiving
individualized case
plans within 72 hours
N/A 86% 95% 98% 100%
Average length of stay
in interim housing
(days)
N/A 16 5%
reduction
10%
reduction
15%
reduction
Goal 2:
Advance
major capital
and housing
development
projects to
expand long-
term
affordable
housing
supply
Affordable housing
projects advancing to
construction
N/A 2 2 3 5
Total affordable
housing units under
construction
N/A 30 198 300 450
Goal 3:
Strengthen
outreach and
encampment
resolution
efforts using
service-led
coordinated
strategies
Outreach enrollments
conducted
794 500 500 600 750
Percent of individuals
engaged connected to
shelter or services
N/A 45% 60% 75% 85%
Reduction in
encampment-related
service calls
N/A 1,368 10% 15% 20%
Goal 4:
Increase
permanent
housing
placements
and
strengthen
housing
stability
outcomes
Total permanent
housing placements
N/A 82 10%
increase
20%
increase
30%
increase
Six-month permanent
housing retention rate
N/A 72% 85% 90% 90%
New private-market
landlords added to
partnership pool
N/A 15 8 4 3
Goal 5:
Improve
system
Compliance with state
and federal reporting
requirements
N/A 75% 100% 100% 100%
43
coordination,
data quality,
and
accountability
across funded
programs
HMIS data accuracy
rate
N/A 50% 95% 100% 100%
Quarterly provider
performance reviews
completed
N/A 75% 100% 100% 100%
Goal 6:
Expand
homelessness
prevention
and diversion
services to
reduce inflow
into the
homeless
system
Individuals/households
served through
prevention/diversion
N/A 30 60 80 100
Evictions prevented N/A 5 10 20 30
Diversion success rate
for individuals seeking
shelter
N/A 35% 75% 80% 85%
44
Conclusion
The City of San Bernardino aims to tackle the issue of homelessness with strategic, data-driven, long-term
solutions implemented through collaboration with key partners. The city envisions an equitable approach to
homelessness services, removing barriers to vital resources and services to fulfill urgent needs. This is
achieved by adhering to the three core principles:
1. Supportive Pathways to Housing
2. Prioritizing Long-Term Solutions
3. Alignment with National Best Practices
This HSAP was drafted in accordance with these guiding philosophies, as well as the programmatic
approach to:
1. Strengthening Collaboration and Coordination
2. Increase and Enhance Supportive Services
3. Improve Housing Capacity
As the City of San Bernardino moves forward, this Action Plan serves as a living framework that will evolve
in response to emerging needs, new data, and ongoing community input. The city recognizes that ending
homelessness is not a singular achievement, but a continuous process rooted in ongoing collaboration,
adaptability, and community-building.
45
Acknowledgements
The City of San Bernardino’s Homeless Action Plan was developed with the support of
numerous individuals and organizations. Without their leadership, the plan could not
have been produced.
City of San Bernardino
Mayor Helen Tran
City Manager Eric Levitt
San Bernardino City Council Members
Director of Community Development and Housing Gabriel Elliott
Deputy Director of Housing & Homelessness Cassandra Searcy
Housing Division Manager Trina Perez
Homeless Solutions Manager Gabriela Leon
City of San Bernardino Police Department
Homeless Outreach Team
Supportive Organizations
San Bernardino County Board of Supervisors
San Bernardino County Department of Behavioral Health
46
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