University of Southern California Dissertations and Theses

Safe Parking

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Safe Parking

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Content 1
Capstone Project Paper +Finalized Prototype
Safe Parking
Jamie Langford
University of Southern California Suzanne Dworak-Peck School of Social Work
Doctor of Social Work Program
SOWK 722: Implementing Your Capstone and Re-Envisioning Your Career
December 2021
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Acknowledgements
Thank you to all of my professors at the University of Southern California Suzanne
Dworak- Peck School of Social Work in the doctorate program. I am especially thankful for the
wisdom and guidance provided by Dr. Renee Smith- Maddox. I am grateful to Pastor Steven
Richardson for his guidance and dedication to human services. I am indebted to my parents for
their continued support, love, and dedication to my wellbeing. Thank you to my husband and
three kids who are constant reminders of God’s grace. And thank you to my friends and
colleagues for continued support.

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I. Executive Summary
The Problem and Significance
According to the 2020 Greater Los Angeles Homeless Count, vehicular homelessness
represents approximately 39% of unsheltered people experiencing homelessness in Los Angeles
County (Los Angeles Homeless Services Authority[LAHSA], 202). Vehicular homelessness
represents the growing population of unsheltered people (National League of Cities, 2020).
People experiencing homelessness may view living in a vehicle preferable in comparison to
shelters or encampments because sleeping in vehicles offers self- government, privacy, and
protection from the elements. Sleeping in vehicles also allows families to stay together, including
pets (Guynn, 2021). Specifically looking at the unsheltered population living in their vehicles in
Long Beach, California, in comparison to the 2019 Point-in-Time Homeless Count, the 2020
count found a 27% decrease in the sheltered population, and an increase in the unsheltered
population by 24%. This reduction is caused by the limited availability of crisis shelter funds that
support motel vouchers for households experiencing homelessness (City of Long Beach, 2020).
According to the homeless service division in Long Beach California in 2019 about 1,000 people
self- reported living in their vehicle (Copoly, 2019).
Cities have passed laws to combat people sleeping in their cars or vans overnight. In
a report from The National Law Center on Homelessness and Poverty, 64 new laws restricting
living in vehicles were enacted in 2019 (National Law Center of Homelessness and Poverty,
2019). Sleeping in vehicles also poses many other risks such as break ins and safety issues.
Sleeping in vehicles can also pose health risks. People sleeping in vehicles lack constant access
to bathrooms, shelters, and waste disposal.
4
Long Beach currently has one safe parking program funded by the local government which
provides a safe place to park overnight for those people living in their vehicles, with access to
basic amenities and referral services to programs to assist with a transition to permanent housing.
The lot can hold 13-15 cars per night. The program allots for participants to use the lot for 90
days. It is designed to assist 60 participants per year. Not considering that some participants may
need more time or others might require less, this design will not suffice to address the growing
need of people experiencing vehicular homelessness.
The Innovative Solution
The capstone project seeks to design three more safe places for people experiencing vehicular
homelessness to park and sleep at night with access to basic amenities such as restrooms and
hand washing stations, and access to social services to assist with obtaining permanent housing
in Long Beach. The proposed project will also serve as a city-wide umbrella governance
structure to coordinate services and monitor performance measures as well as ensure
accountability by enlisting our current operating program as a hub to subcontract to the three
other faith- based organizations to facilitate the three new safe parking programs.
Problem Solving Approach
The theory guiding this approach is systems change theory. The goal is to disrupt traditional
transitional shelter services to increase permanent housing outcomes. Examining transitional
shelter options exemplifies examining place and space in relation to the actual user. The theory
of change is that people experiencing vehicular homelessness lack a safe place to park and sleep
at night, safe parking programs have the potential to provide a safe place and alleviate some of
the stress associated with living in their vehicles.

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Contribution
Safe parking programs have the potential to enable people to feel safe, avoid negative
interaction within neighborhoods or with law enforcement, and decrease prolonged experiences
of homelessness. The program goal is to transition people from residing in their cars to
permanent housing by giving them a safe place to sleep, providing case management that
connects them to services and setting up a plan to move them to permanent housing. Expanding
the current program will increase access to safe and sanitary short-term shelter and services.
II. Conceptual Framework
Unfortunately, there are not enough supportive housing units to end chronic homelessness. In
the pre-Regan administrations, there was a commitment to affordable housing, after Regan we
saw a decline (Tucker 1990). And with the decline in federal subsidized housing, housing costs
are rising. Low-income groups cannot afford the renters market or housing industry. A person
earning the federal minimum wage would have to work 79 hours per week to afford a one-
bedroom rental at the national average fair market rent (Adamczyk, 2020). Solutions to end
homelessness will have to include increasing federal commitment to public housing and the
nation’s income inequality must be addressed.
In the Social Work’s Grand Challenge to End Homelessness Policy Proposals for the 2020
U.S. Presidential campaign, several policy proposals addressed the issue of housing affordability
as it relates to ending homelessness. One proposal is the conversion of water charges, sewer
charges and property taxes being replaced by land value taxes. Land taxes would replace taxes
that some low-income renters may struggle to pay and put the money back in their pockets which
could decrease their risk of homelessness. Dr. O’Flaherty also suggests lessening the zoning
regulations and other constraints on housing construction. This provides the opportunity to build
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more housing. It also promotes greater usage of sharing of house to multiple parties/families, for
example duplexes (Grand Challenges for Social Work [Grand Challenges, n.d.).
Another proposal is a system of unconditional income, to provide adult citizens a basic, set
amount of income on a regular basis that would be unconditional and the same amount for
everyone. This proposal provides financial support for low-income renters who could use this
income as preventative measures to keep them from losing their homes due to financial reasons
(Grand Challenges for Social Work [Grand Challenges, n.d.). In Stockholm, California this has
already been piloted and the results indicated people were spending the money on necessitates
(Samuel, 2019).
The gentrification of neighborhoods is also a contributing factor to the issue of homelessness.
When big businesses invest into low-income neighborhoods causing rent to raise significantly,
this creates an issue of affordability for original community members. Several solutions have
been utilized to combat the gentrification of neighborhoods (e.g., Community Land Trusts).
Community Land Trusts involve a non-profit organization owning and developing properties
with the intent of preserving affordability for original community members (Community-
Wealth.org, 2012). Limited equity co-op housing approaches also empower original community
members by allowing them to own a share of stock in a building and share the rights to
participate in facilitating operations. Inclusionary housing is a policy also utilized to sustain
affordable housing. The policy requires private developers to include affordable housing as part
of market- rate developments or provide a financial reward (Jacobus, 2015).
Efforts were made during the Barack Obama administration to change neighborhoods for the
benefit of poor and the middle class communities. The Obama administration supported
initiatives by investing $365 million in approximately 100 cities (The White House, 2017). The
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initiatives used the federal resources in urban neighborhoods, schools, and transit corridors, for
the purpose of economic revitalization. The objectives of these initiatives included: setting
measurable goals to evaluate effectiveness of federal intervention, federal interagency
coordination and partnerships in the public and private sector at the community level, and
interjurisdictional and regional approaches to coordination (Orszag, Barnes, Carrion, &
Summers, 2009).
While efforts to address housing affordability and income disparity are being made, the best
transitional shelter options need to be explored for people who need housing today. Vehicular
homelessness represents approximately 39% of unsheltered people experiencing homelessness in
Los Angeles County (Los Angles Homeless Services Authority [LAHSA], 2020). Vehicular
homelessness represents the growing population of unsheltered people (National League of
Cities, 2020). People experiencing homelessness may view living in a vehicle preferable in
comparison to traditional shelters or encampments because sleeping in vehicles offers self-
government, privacy, and protection from the elements. Sleeping in vehicles also allows families
to stay together, including pets (Guynn, 2021). According to the Homeless Policy Research
Institute in 2018, 64% of people in Los Angeles County experiencing vehicular homelessness
were experiencing vehicular homelessness for the first time. 63% were between the ages of 25-
45. 56% reported unemployment or financial hardship as at least one of the main causes of
homelessness (Homelessness Policy Research Institute, n.d.). Specifically looking at the
unsheltered population living in their vehicles in Long Beach, California, in 2019 about 1,000
people self- reported living in their vehicle (Copoly, 2019). And in comparison, to the 2019
Point-in-Time Homeless Count in Long Beach California, the 2020 count found a 27% decrease
in the sheltered population, and an increase in the unsheltered population by 24%. This reduction
8
is caused by the limited availability of crisis shelter funds that support motel vouchers for
households experiencing homelessness (City of Long Beach, 2020).
Cities have passed laws to combat people sleeping in their cars or vans overnight. In
a report from The National Law Center on Homelessness and Poverty, 64 new laws restricting
living in vehicles were enacted in 2019 (National Law Center of Homelessness and Poverty,
2019). Sleeping in vehicles in unsecure areas also poses many other risks such as break ins and
safety issues. Sleeping in vehicles can also pose health risks. People sleeping in vehicles lack
constant access to bathrooms, shelters, and waste disposal. With all these risks in mind, the
numbers are rising of people reporting sleeping in their vehicles. Addressing the issue of
vehicular homelessness could potentially decrease prolonged experiences of homelessness for
people living in their vehicles (See Appendix A).
III. Problems of practice and Solution/Innovation
The aim of the proposed innovation is to bridge the gap between vehicular homelessness and
stable housing in Long Beach, California. Approximately 1,000 individuals in Long Beach
reported living in their vehicle at some point during 2019 (Copoly, 2019). According to
Longbeach.gov the one safe parking program in Long Beach has 13-15 available parking spots
and participants are allowed to utilize space in the program for up to 90 days (City of Long
Beach, 2020). Not considering that some participants may need more time or less, this equation
is designed to help only 60 participants per year at maximum. Focusing on Long Beach
California serves as an opportunity to design a scalable expansion model that could be
implemented in other locations (See Appendix B,C,D).
The capstone project seeks to design three more safe places for people experiencing vehicular
homelessness to park and sleep at night with access to basic amenities such as restrooms and
9
hand washing stations, and access to social services to assist with obtaining permanent housing
in Long Beach. The proposed project will also serve as a city-wide umbrella governance
structure to coordinate and monitor performance measures as well as ensure accountability by
enlisting our current operating program as a hub to subcontract to three faith- based
organizations to facilitate the three new safe parking programs. The role of the hub is to
coordinate service delivery with other programs, act as a liaison and advisory to governmental
and the faith- based organizations and collect both demographic and outcomes data to measure
impact of the program.
The theory of change for this intervention is that people experiencing vehicular homelessness
lack a safe place to park and sleep at night, safe parking programs have the potential to provide a
safe place and alleviate some of the stress associated with living in their vehicles. Safe parking
programs enable people to feel safe, avoid negative interaction within neighborhoods or with law
enforcement, and potentially decrease prolonged experiences of homelessness. The program goal
is to transition people from residing in their cars to permanent housing by giving them a safe
place to sleep, providing case management that connects them to services and setting up a plan to
move them to permanent housing. The theory guiding this approach is systems change theory,
disrupting traditional transitional shelter services to promote greater permanent housing
outcomes.
IV. Project Structure, Methodology, and Action Components
The Capstone Project is an expansion model for the safe parking program in Long Beach
California, including creating written policies and procedures (P&P) for program facilitation. In
the current operating safe parking program, participants are provided a place to park and sleep in
a secured lot overnight, access to restroom and hand washing provisions, and case management
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to work towards permanent housing. Participants are screened and routed through the Long
Beach Multi- Service Center. The Multi-Service Center serves as one of the primary coordinated
entry locations for homeless services. Multiple agencies collaborate to provide integrated, on-site
care, including mail and message center, shower facilities, housing and services assessments,
outreach, case management, linkage to community-based services, employment, and veteran
services (Everyone Home Long Beach, n.d.b) The Capstone Project includes creating a hub
(program operator) to subcontract to three faith- based organizations (parking lot providers) to
facilitate more safe parking programs in Long Beach. The role of the hub is to coordinate service
delivery with other programs, act as a liaison and advisory to governmental and the other faith-
based organizations and collect both demographic and outcomes data to measure impact of the
program. Creating a network of operationalized safe parking programs will address the issue of
homelessness on a larger scale.
The City of Long Beach has and is exploring and investing in alternative transitional shelter
options. Long Beach homeless services officials are currently in the beginning stages of studying
the possibility of having a sanctioned homeless encampment, referred to as tent cities, in the city.
Encampments are said to be possibly more cost effective in comparison to spending on a new
shelter, like safe parking programs. And similarly, to safe parking programs, people prefer the
privacy of their own tent in an encampment as opposed to congregate shelters (Echeverry, 2021).
The City of Long Beach unveiled the new Atlantic Farms Bridge Housing Community in
2020. The community consists of modular-style dormitories for adults with a total capacity of
125. Participants work to achieve permanent housing while having access to supportive services.
The non-profit organization Volunteers of America, Los Angeles (VOALA) was selected
through a request for proposal (RFP) to operate the site, under a contract with the City of Long
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Beach (2020). Because the shelter is designed for adults only, this solution is designed
exclusively for individuals excluding families with children.
The City of Long Beach was awarded nearly $16.7 million funding for Project Homekey,
California's $600 million program to purchase and rehabilitate housing - including hotels,
motels, vacant apartment buildings and other properties - and convert them into to temporary or
permanent housing for people experiencing or at risk of experiencing homelessness. Participants
must be 65 years of age or older; or have an underlying health condition that puts them in a high-
risk category for complications from COVID-19; or are engaged in services and are in the
process of being referred to a housing resource. Current interim housing options in Long Beach
are often available only to veterans, families and those experiencing domestic violence
(Everyone Home Long Beach, n.d.a)
The EPIS framework demonstrates the key phases for the implementation of the proposed
project. In the exploration phase I have examined the approach of safe parking programs to
address the issue of vehicular homelessness. I have explored the necessity, the feasibility, and the
desirability of adopting safe parking programs needs of people experiencing vehicular
homelessness. Our current local government legislation/policies serve as an outer context
facilitator for my proposed project. The Department of Health and Human Services (DHHS)
released a Request for Proposals (RFP) for a pilot Safe Parking program (Long Beach, 2021).
Client advocacy is another outer context facilitator. According to the National Alliance to End
Homelessness, Blacks make up more than 40 percent of the homeless population even though
they only represent 13 percent of the population in America (National Alliance to End
Homelessness, 2008). The recent pandemic has brought attention to the disproportionate number
of Blacks experiencing homelessness (Brown, 2021).
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An outer context barrier is an acknowledgement that something needs to be done. Safe
parking programs are not widely accepted by communities that fear the impact equity
depreciation in response to the programs in their communities (Tucker, 1990). In terms of the
inner context, eliciting respondents to the RFP demonstrates the barrier of implementation in the
exploration stage. In terms of absorptive capacity, culture, and climate leadership, because safe
parking concepts are new with little supporting data, there may be a need for education regarding
the potential impact. Faith- based organizations values emphasizing charity are the inner context
facilitator and serve in the role of promoting cultural acceptance and educating communities on
how safe parking programs can serve as the bridges between stable housing and vehicular
homelessness. The hub will be responsible for collecting both demographic and outcomes data to
measure impact of the program which will increase date regarding safe parking programs
(Brownson et al., 2017).
In the preparation phase it will be necessary to explore factors that affect the adoption of safe
parking programs. The infrastructure is an outer context barrier in this phase. All parking lot
providers will require a parking lot/structure that is up to code to facilitate the program. They
will need funding for this that will not be able to be obtained from the original grant.
Interorganizational networks are a facilitator in this phase. Faith-based organizations will be the
change agent regarding community acceptance and mobilization utilizing education as the
mechanism for behavior change. The faith-based organizations will also be responsible for
informal information transmission while the local government will be responsible for formal
information transmission. A relationship between the faith-based organizations and social service
agencies will be essential to assist the participants with housing resources and work to assist with
rehousing process.
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In this phase multi systems complexities ranging from facilitating a program according to the
demographics of people experiencing vehicular homelessness in Long Beach, California to data
collection is a barrier. Leadership in reference to the inner context is a facilitator. Pastor Steven
Richardson serves as a mentor and an example for the community in facilitating a safe parking
program. Other faith-based priests and clergy also serve as leadership examples regarding the
values and virtues emphasizing charity and helping those in need (Brownson et al., 2017).
In the implementation phase it will be necessary to examine the usage of the proposed
project. An outer context barrier is that because safe parking programs are not widely accepted,
the program will have to engage the community in education and work to change the social norm
regrading safe parking concepts. Effective interorganizational networks, contracting public
sector services with faith- based organizations, that will facilitate the referral process is an outer
context facilitator for this phase. A network built upon contracting to subcontracts will allow for
more access points, ways for participants to be referred to the program (Arrons et al., 2011).
Leadership provided by the faith- based organizations and local government funding are another
outer context facilitator that facilitate community acceptance. The hub itself serves to support to
the faith-based organizations so they can facilitate effective leadership practices (Brownson et
al., 2017). An inner context barrier will be providing training to faith- based organizations.
Because the budget allots for limited staff, it will be imperative that staff are adequately
trained for scalable purposes. The organizational characteristics among the faith-based
organizations serve as facilitators in the inner context during this stage. The organizational
culture or values of faith-based organizations serve as an example to the community. The
innovation itself as well as the attitude towards it serve as facilitators as well in the inner context.
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And in the sustainment phase It will be necessary to explore the proposed project’s ability to
last in the long run. The outer context barrier is the funding. The RFP allots for dollar amount for
over 12 months but does not provide for overhead costs. An outer context facilitator is the
leadership from the local government and faith-based organization advocating for the issue of
vehicular homelessness to be addressed. An inner context facilitator is the embedded charity
culture by the faith-based organizations. They will have the ability to continue the community
education encourage a collaborative community impact (Palinkas & Soydan,2012) (See
Appendix E).
The proposed budget for the expansion of the Safe Parking program in Long Beach consists
of three main categories: personnel, operational and indirect costs. The total cost of the proposed
program is $616,144.00. The programs 6 month start up period is $120,000.00.
Start-Up Yr. 1 Operation
Revenue $120,000K $616,144K
Expenses
Personnel $0 $351,000K
Other Expenses $120,000K $265,144K
Total Expense $120,000K $616,144
Surplus $0 $0
The expenses of the program’s start- up consists of infrastructure costs to bring 3 parking
lots/structures up to code to facilitate the program. If the parking lots are already up to code this
expense is not necessary. During the first year of operations, the expenses are towards personnel,
operational and indirect costs. Government contracts are the primary projected revenue source
for the first full year of operation.
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I. Expenses
a. Personnel/Staffing Costs
Personnel expenses are estimated at $351,000 per 12 months, and would support two full time
case manager, two full time outreach case managers, and one full time management position.
This cost is also including benefits at 30%. The two case managers and two outreach case
managers will be responsible for providing services for all three of the new safe parking
programs. The case managers will provide case management services which include the
assessment of need, planning, coordination, and linkage, monitoring and continuous evaluation
of client and of available resources, and advocacy through a process of casework activities in
order to achieve the best possible resolution for the participants needs in the most effective way
possible. The outreach case managers will perform outreach and engagement activities for the
purpose of encouraging participants who have been referred to the program. The one
management position will be allocated to the hub to provide support to both the local
government and the faith-based organizations facilitating the program.
b. Operational Costs
Operational expenses are estimated at $265,144.00 per 12 months. This cost will fund
unarmed security for all four sites at $124,800, $31,200.00 each. The cost for all four sites
utilities including electricity, gas, water, sanitation, and refusal services estimated at $48,000.00
total, $12,000.00 each. Technology supports for reporting outcomes estimated at $12,000.00
total, $4,000.00 for each of the new sites. And costs for subcontracted agencies for services such
as porta potties, hand washing stations and cleaning services estimated at $80,344 totals for all
four sites, $20,086.00 each.
II. Revenues
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Funding for the first pilot Safe Parking program was secured through the State of California
Fiscal Year 2019 funding for the Homeless Emergency Aid Program (HEAP). The contract
agreement for the first safe parking program is with the Department of Health and Human
Services (DHHS) (See Appendix F).The startup infrastructure repairs will need to be obtained
through other means such as the Mayor’s Fund to End Homelessness, the funds are not able to be
paid by the HEAP funding, designated for the site operations. To address infrastructure repairs
for all three new sites, $120,000.00 will be needed in total, $40,000.00 each. The expense total to
operate all three new sites for 12 months is estimated at $616,144.00 total. This includes
personnel expenses $351,000.00 and operational expenses $265,144.00.
A mixed approach, quantitative and qualitative, is necessary to measure the performance of
the program. Regarding the service outcomes, unit of service, it is necessary to collect data
demonstrating how many people use the lot per night, how many people exit to permanent
housing, people exit for a negative reason, and people connected to additional resources. Other
necessary data needed are length of the stay in the program, percent of re-entry into program, and
how many people are denied usage of the parking lot because of lack of space. Fidelity
evaluations serve as a means to improve the program and identify which domains of the program
are essential for positive program outcomes.
The domains of focus include service philosophy; the program mission is to provide safe
parking options for people experiencing homelessness in their vehicles. It will be important to
determine if people feel that the program is honoring their mission statement. Service array is the
second domain. It will be necessary to know if the provided case management services are
viewed as important and if there are other services identified as being needed.
17
The third domain is the program structure. It will be necessary to examine the process for the
user and if there is a more effective system to execute the delivery of services. And the last
domain is the actual parking lot structure. I would suggest feedback from program staff and
users. The desired outcome: the higher the fidelity, the better the outcomes for safe parking
program users.
Because safe parking programs are not widely accepted by communities in addressing
homelessness, it is important to educate communities, drawing attention to system norms,
regulations, operations, and resources that are working against the issue and could work to solve
the issue of homelessness. It will be necessary to improve community engagement by increasing
the current safe parking program’s social media presence. The program’s social media is the
easiest entry point for community members to find out about the program and engage in services.
Utilizing a website for the purpose of explaining services to the community, soliciting direct
giving, and establishing an email marketing plan are ideal to disseminate information pertaining
to the safe parking program. With an email marketing plan, the program would be able to send
out quarterly “e-news letters” as a means of sharing what the program is doing, as well as
including stories of outcome success and supporting data illustrating success. To increase
community support, expanding the delivery channel should be explored. It could also be
beneficial to explore how relationships with local law enforcement, Long Beach Unified School
District, Long Beach City College as well as California State University Long Beach, and Long
Beach family resource centers could serve as access points for possible users. Inclusive to
increasing community support includes expanding the investor team, exploring different
fundraising efforts. Currently the one operating safe parking program funding is secured solely
through the State of California funding for the Homeless Emergency Aid Program (HEAP)
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(Long Beach Safe Parking, 2020). Other possible contributors and collaborators should be
identified.
Program participants are allowed to participate in the program for up to 90 consecutive days
with initial permits. Extensions are granted based upon participants progress towards goals or
their ability to provide evidence of a pending housing placement (Long Beach Safe Parking,
2020). This measure works in response to the possible unintended consequence of promoting
continued or permanent residence in vehicles. The program goal is to assist participants back into
permanent housing, continued vehicular dwelling is a negative consequence in accordance with
the program objective.
V. Conclusions, Actions, and Implications
By establishing three new safe parking programs, approximately 240 participants per year
could be served instead of the possible 60 participants with our one current operating program. A
second implication is to expand our understanding of the capability of safe parking programs in
addressing homelessness. Currently there is little data regarding the potential impact of safe
parking concepts. A third implication is the exploration into other transitional shelter options and
zoning laws. Exploring the best transitional shelter options and passing laws that are tiny house
friendly such as RV communities, will allow the opportunity to house more people that are
experiencing homelessness. A fourth implication is the opportunity to implement a technology
solution to include all partners in the service system. This may include a platform that would
provide real time updates regarding available resources such as parking spots available each
night in each parking lot for the purpose of increasing coordination and system performance.
And lastly, expansion allows for an exploration into other services to address homelessness, for
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example partnering with organizations to illicit donated vehicles for people experiencing who
homelessness.

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Orszag, P. R., Barnes, M., Carrion, A., & Summers, L. (2009, August 11). Developing effective
place-based policies for the FY 2011 budget [Memorandum]. White House.
https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/memoranda_fy2009/
m09-28.pdf
Palinkas, L. A., & Soydan, H. (2012). Translation and implementation of evidence-based
practice. Oxford University Press.
Samuel, S. (2019, October 8). A California city gave some residents $500 a month, no strings
attached. Here’s how they spent it. Vox. https://www.vox.com/future-
perfect/2019/10/8/20902839/universal-basic-income-stockton-trial
23
Tucker, W. (1990). The source of America’s housing problem: Look in your own back yard. Cato
Institute. https://www.cato.org/policy-analysis/source-americas-housing-problem-look-
own-back-yard
White House. (2017, January 19). Whitehouse: President Barak Obama.
https://obamawhitehouse.archives.gov

24
Appendix A: Logic Model for Capstone Project

Capstone Project: Expand Long Beach Safe Parking Program.

Goal: Increase % of people experiencing vehicular homelessness exit homelessness.
INPUTS ACTIVITIES OUTCOMES
What we
invest
What we do Who we reach
Why this
project: short-
term results
Why this
project:
intermediate
results
Why this
project: long-
term results
• Time
• Money
• Research
findings
• Technology
• Partners

• Develop
3 new
safe
parking
locations
• Create
attitude
change
regarding
safe
parking
program
• Provide
education
regarding
safe
parking
program
• People
experiencing
vehicular
homelessness
• Community
members
• Community-
based
organizations
• Promote
attitude
change
regarding
safe
parking
program
• Decrease
% of
people
parking
and
sleeping
in unsafe
areas

• Decrease
time spent
experiencing
vehicular
homelessness

• Increase % of
people exiting
homelessness

Assumptions
• Safe parking will be more cost effective
in comparison to other intermediate
housing options
• Decreasing prolonged experiences of
vehicular homelessness will increase %
of people exiting homelessness
External Factors
• Platforms to engage community
• Community partners
25
Appendix B: Prototype
https://vimeo.com/620498613/b1cd055877
Appendix C: Expansion Model

26
Appendix D: Policy and Procedure (P&P)

PARK AND SLEEP SAFETY MANAGEMENT PROGRAM FOR HOMELESS LIVING
IN VEHICLES

ISSUE DATE:

1) PURPOSE: To outline the policy and responsibilities for procurement, safety use and
accountability for a Safety Parking Program to provide individuals who reside in their vehicles
with a safe and legal place to park and sleep at night, as well provide linkage to supportive
services and resources with the goal of securing a permanent housing placement.
2) POLICY: In addition to a safe place to park, the Safe Parking Program connects individuals
and families to resources such as case managers and as well as supportive services including
food assistance, employment development, benefits access, and asset building; it provides a
secure and legal means for vehicle habitation, while providing a path from vehicle habitation to
stable housing.
3) PARTICIPANT ELIGIBILITY: The Safe Parking Program will be available to individuals
and families who are currently experiencing homelessness, living in their vehicles, and who
primarily reside in Long Beach. Program participants must have a current driver’s license,
operable vehicle, registration, and insurance. Restrictions cannot be imposed based on a
protected classes including but not limited to age, gender identity, sexual orientation, race,
household composition, etc.
4) PROCEDURES: Multi Service Center (MSC) staff will refer participants to the Safe Parking
Program through the Long Beach Coordinated Entry System (CES) to ensure that participants
are properly screened with required documentation to verify their vehicles are registered and
insured. MSC staff will provide an overview of the program rules/expectations to referred
participants; and the CONTRACTOR will also review rules/expectations with each new
participant. Participants will be given a program permit that must be shown during check-in each
night. The Safe Parking Program shall not allow drop-in participants or visitors on the site
without the required permits.
5) STAFFING:
a) CONTRACTOR shall establish a written Code of Conduct for employees,
volunteers, interns, and members of the Board of Directors which will include,
but not be limited to, standards related to the use of drugs and/or alcohol;
staff-participants relationships; prohibition of sexual contact with participants;
and conflict of interest. Prior to providing any services pursuant to the
Agreement, all members of the Board of Directors, employees, volunteers,
and interns will agree in writing to maintain the standards set forth in the Code
of Conduct.
b) CONTRACTOR shall make its best effort to provide services pursuant to
the Agreement in a manner that is culturally and linguistically appropriate for
the population(s) served.
c) CONTRACTOR shall notify ADMINISTRATOR, in writing, within
seventy-two (72) hours of any staffing vacancies or filling of vacant positions
that occur during the term of the Agreement.
d) All staff, prior to hiring, shall meet the following requirements:
27
i) No person shall have been convicted of a sex offense for which the person
is required to register as a sex offender under California Penal Code section 290.
ii) No person shall have been convicted of an arson offense – Violation of
Penal Code sections 451, 451.1, 452, 452.1, 453, 454, or 455.
iii) No person shall have been convicted of any violent felony as defined in
Penal Code section 667.5, which involve doing bodily harm to another person, for
which the staff member was convicted within five years prior to employment.
iv) No person shall be on parole or probation.
v) No person shall participate in the criminal activities of a criminal street
gang and/or prison gang
vi) No person shall have prior employment history of improper conduct,
including but not limited to, forging or falsifying documents or drug tests, sexual
assault or sexual harassment, or inappropriate behavior.
vii) Exceptions to staffing requirements set forth above may be requested if
CONTRACTOR deems the decision will benefit the program. Requests for
exceptions shall be submitted in writing and approved in advance by
ADMINISTRATOR.
viii) CONTRACTOR shall ensure that all staff, including interns and
volunteers, are trained and have a clear understanding of all P&Ps.
CONTRACTOR shall provide signature confirmation of the P&P training for
each staff member and place in their personnel files.
6) PERFORMANCE OUTCOMES:
a) CONTRACTOR will aim to achieve the following performance measures,
which will be evaluated at each reporting interval:
i) 25% of participants exit to emergency shelter or permanent housing.
ii) Program averages a 95% occupancy rate
7) SERVICES:
a) FACILITY
(1) FACILITY LOCATION – CONTRACTOR shall maintain facilities which meet
the minimum requirements at the following locations, or any other location
approved, in advance, in writing, by ADMINISTRATOR.
ii) FACILITY STANDARDS – The facilities shall meet the following
standards:
(1) The facility shall include space to support the services identified
within the Agreement. CONTRACTOR shall maintain regularly scheduled
service hours, entry to park in the lot shall open for participants no later
than 7:00 p.m. every night, and clients must leave the lot the following
morning at a certain time that will be established by the site
owner/operator, not to be earlier than 6:00 a.m. Participants will be
allowed to stay in the lot for a minimum of 12 hours daily.
(2) The lot will have the capacity to provide a minimum of fifteen (15)
total parking spaces. Parking spaces will have a standard design of a
minimum of nine (9’) feet in width and eighteen (18’) feet in length, with
at least one parking space between each car. The Site will also include at
least two (2) ADA-compliant parking spaces which will have at least (5’)
feet of space on either side for access aisles.
28
b) SANITATION
i) The CONTRACTOR shall provide restroom and handwashing facilities on
site via portable toilets and washing stations. There will be a minimum of one (1)
single-unit gender neutral portable toilets and one (1) handwashing station
available on- site for each 15 participants. At least one (1) restroom unit on the
site will be ADA accessible.
c) SECURITY
i) Security staff will provide coverage on the lot site at least one-half hour
prior to, and one-half hour post the operational hours. Therefore, security services
shall be at the lot for at least 13 hours daily. Security shall ensure that participants
always park their vehicles within the defined boundaries of the Safe Parking
Program. Initial violations to this or any policy shall result in a warning. All
violations should be documented in a written format and will be provided to both
the participant and City administrative staff. Participants will be exit and
suspended from the program after multiple repeated violations. In addition, there
shall be zero tolerance for acts of aggression at the site. Security shall monitor for
acts of aggression and remove clients from the lot immediately if it deemed to
jeopardize safety for program participants. Security will inform City
administrative staff of any acts of aggression and/or safety concerns immediately.
d) PROGRAM SERVICES
i) CONTRACTOR will offer and maintain regular engagement to participant
in case management. Participants will not be forced to participate in case
management but must demonstrate progress to continue participation in the Safe
Parking Program past the initial 90 days within the program.

8) REPORTS:
a) CONTRACTOR shall maintain records and make statical reports as
required by Administrator.
b) CONTRACTOR shall submit monthly Expenditure and Revenue Reports
to ADMINISTRATOR. These reports will be on a form acceptable to, or
provided by, ADMINISTRATOR and will report actual costs and revenues
for CONTRACTOR's program. Such reports will also include actual
productivity as defined by ADMINISTRATOR. The reports will be received
by ADMINISTRATOR no later than the twentieth (20th) calendar day of the
month following the report month. CONTRACTOR must request in writing
any extensions to the due date of the monthly required reports. If an extension
is approved by ADMINISTRATOR, the total extension will not exceed more
than five (5) calendar days.
c) CONTRACTOR shall submit monthly Year-End Projection Reports to
ADMINISTRATOR. These reports will be on a form acceptable to, or
provided by, ADMINISTRA TOR and will report anticipated year -end actual
costs and revenues for CONTRACTOR’s program. Such reports will include
actual monthly costs and revenue to date and anticipated monthly costs and
revenue to the end of the fiscal year. Year-End Projection Reports will be
submitted in conjunction with the Monthly Expenditure and Revenue Reports.
29
d) STAFFING – CONTRACTOR shall submit monthly Staffing Reports to
ADMINISTRATOR. These reports will be on a form acceptable to, or
provided by, ADMINISTRATOR. The reports will be received by
ADMINISTRATOR no later than twentieth (20th) calendar days following
the end of the month being reported. If an extension is approved by
ADMINISTRATOR, the total extension will not exceed more than five (5)
calendar days.
e) PROGRAMMATIC – CONTRACTOR will submit quarterly and annual
performance reports on outputs and outcomes, including information on the
number and demographics of participants served to date and/or reports
required by the State. Quarterly reports will be submitted to
ADMINISTRATOR within 10 days of the end of each quarter for the period
of program operation.
i) The CONTRACTOR will report on the following metrics:
(1) Number of households assisted
(2) Composition and demographics of household(s)
(3) Number of parking spaces provided per night
(4) Nightly occupancy rates
(5) Linkages to resources and exit outcomes

Appendix E: EPIS Framework Implementation Barriers and Facilitators

Exploration
Outer context barrier:
community culture and
social norms
Outer context
facilitator:
leglislation/policies/
advocacy
Inner context barrier:
Organizational culture
and social norms
Inner context
facilitator:
organizational
characteristics
Preperation
Outer context barrier:
Infrastructure
Outer context
facilitator:
interorganizational
networks
Inner context barrier:
multi systems
complexities
Inner context
facilitator:
organizational
leadership
Implementation
Outer context barrier:
community culture and
social norms
Outer context
facilitator:
interorganizational
networks
Inner context barrier:
training
Inner context
facilitator:
organizational
characteristics
Sustainment
Outer context barrier:
funding
Outer context
facilitator:legislative and
community leadership
Inner context barrier:
funding
Inner context
facilitator:
organizational
leadership
30

Appendix F: REQUEST FOR PROPOSALS RFP No. HSD-2021-001 for the City of Long
Beach Safe Parking Program
https://www.longbeach.gov/globalassets/health/homeless-services-divsion/coc-
meetings/rfp_safe-parking-program_hhap-1_2021-001_r20210420

Abstract (if available)

Abstract According to the 2020 Greater Los Angeles Homeless Count, vehicular homelessness represents approximately 39% of unsheltered people experiencing homelessness in Los Angeles County (Los Angeles Homeless Services Authority[LAHSA], 202). Vehicular homelessness represents the growing population of unsheltered people (National League of Cities, 2020). People experiencing homelessness may view living in a vehicle preferable in comparison to shelters or encampments because sleeping in vehicles offers self-government, privacy, and protection from the elements. Sleeping in vehicles also allows families to stay together, including pets (Guynn, 2021). Specifically looking at the unsheltered population living in their vehicles in Long Beach, California, in comparison to the 2019 Point-in-Time Homeless Count, the 2020 count found a 27% decrease in the sheltered population, and an increase in the unsheltered population by 24%. This reduction is caused by the limited availability of crisis shelter funds that support motel vouchers for households experiencing homelessness (City of Long Beach, 2020). According to the homeless service division in Long Beach California in 2019 about 1,000 people self-reported living in their vehicle (Copoly, 2019). ❧ Cities have passed laws to combat people sleeping in their cars or vans overnight. In a report from The National Law Center on Homelessness and Poverty, 64 new laws restricting living in vehicles were enacted in 2019 (National Law Center of Homelessness and Poverty, 2019). Sleeping in vehicles also poses many other risks such as break ins and safety issues. Sleeping in vehicles can also pose health risks. People sleeping in vehicles lack constant access to bathrooms, shelters, and waste disposal. ❧ Long Beach currently has one safe parking program funded by the local government which provides a safe place to park overnight for those people living in their vehicles, with access to basic amenities and referral services to programs to assist with a transition to permanent housing. The lot can hold 13–15 cars per night. The program allots for participants to use the lot for 90 days. It is designed to assist 60 participants per year. Not considering that some participants may need more time or others might require less, this design will not suffice to address the growing need of people experiencing vehicular homelessness.

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Asset Metadata

Creator Langford, Jamie (author)

Core Title Safe Parking

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Degree Conferral Date 2021-12

Publication Date 12/23/2021

Defense Date 12/22/2021

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag OAI-PMH Harvest,vehicular homelessness

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Smith-Maddox, Renee (committee member)

Creator Email jamie_langford@yahoo.com,jamiel36@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC18807290

Unique identifier UC18807290

Legacy Identifier etd-LangfordJa-10321

Document Type Capstone project

Format application/pdf (imt)

Rights Langford, Jamie

Type texts

Source 20211223-wayne-usctheses-batch-906-nissen (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

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