Shanti Landon commentary: Redefining success: Why housing without accountability won't solve homelessness

Homelessness is not just a challenge; it's a critical situation that demands thoughtful, effective action. In Placer County, we've made some significant strides and we continue to have one of the lowest rates of homelessness per capita in California. However, we must also face an uncomfortable truth: Providing housing without accountability is often a Band-Aid solution that bleeds taxpayer dollars without healing the wound. Despite our progress, we can do better. For years, many communities have measured success by the number of beds filled or the amount of money spent. But drive through any major city in California, and you'll see the glaring failure of this approach. Despite billions poured into homelessness programs statewide, tent cities continue to grow, and lives remain shattered on our streets. It's time to pivot. We need a fundamental shift in our approach, one that places accountability and results at its core, and it starts with a thorough examination of our current outcomes. In 2016, California adopted the Housing First model, following a federal initiative launched in 2013. This approach promised to end homelessness within a decade by prioritizing housing vouchers over other interventions. Simultaneously, funding for mental health, addiction treatment and job training programs was reduced. Traditional requirements like sobriety and job-seeking were eliminated, viewed as barriers to housing access. However, this strategy has not delivered on its promise. Today, homelessness rates have reached record highs, along with related mortality. California now accounts for 30 percent of the nation's homeless population and 50 percent of its chronically homeless, highlighting the shortcomings of the Housing First approach. In Placer County, our most successful programs combine housing with mandatory job training, addiction treatment and mental health support. Individuals who complete these comprehensive programs are far more likely to achieve lasting self-sufficiency. We've witnessed remarkable transformations – people who once lived on the streets can now hold steady jobs, have reunited with their families, and many give back to help others in similar situations. To make these experiences the norm, we must ask tough questions: Which approaches are truly moving people toward independence? What percentage of program participants remain stable after six months? One year? Two years? Where are we seeing the highest rates of recidivism? What is the average cost per participant while in programs? What systems are in place to track program outcomes? How can we replicate and scale our most effective interventions? As author Michele Steeb recently stated to me, "It's not about the number of people served, but the number of people who no longer need to be served." True success is measured by the number of individuals who achieve lasting self-sufficiency. Thus, accountability must become the cornerstone of our approach, and it must work both ways. First, we need program accountability. Every homeless service in Placer County should be subject to rigorous data collection and analysis of long-term outcomes. We must conduct regular program evaluations with clear benchmarks for success. Funding should be tied directly to demonstrable results. Programs that fail to move people toward self-sufficiency should be redesigned or have funding ceased, with resources reallocated to approaches that work. Second, we need personal accountability. Clear expectations must be set for program participants, with graduated responsibility as individuals progress. This isn't about punitive measures; it's about empowering people to reclaim control of their lives. But it also means there must be consequences for non-compliance with program requirements. Critics may argue this approach is too harsh, that it abandons the most vulnerable. But I believe the true cruelty lies in perpetuating a system that traps people in a cycle of dependency and despair by just focusing on housing without accountability. Real compassion means believing in people's capacity to transform their lives and providing them with the tools and expectations to do so. As we call for accountability in our programs and from those we serve, we must also hold ourselves accountable as a local government. It is our duty to be responsible stewards of taxpayer money and ensure our programs meet or exceed expectations. This means we should be regularly evaluating our homeless services for efficiency and effectiveness and reporting those outcomes to the public. By holding ourselves to the highest standards, we not only respect the trust placed in us by our community, but also set an example of the accountability we expect from our programs and participants. It's time to stop counting beds and start counting success stories. It's time to focus on fostering dignity through self-reliance. It's time for real, measurable, lasting change. For these reasons, during the Placer County Board of Supervisors meeting this week, I requested a comprehensive, data-driven analysis of the county's homeless programs and asked the board to consider the solicitation of fresh proposals from potential service providers for the county's two major shelter contracts. This is also known as a Request for Proposals and could include current contractors and any new organizations interested in partnering with the county. We're not just managing homelessness; we're striving to significantly reduce it and provide lasting solutions. This analysis will ensure we're on the right path, armed with facts and ready to make the tough decisions necessary for real progress. Shanti Landon is the Placer County District 2 Supervisor.