LeSar Development
Consultant’s Response to
RFP: City of Camarillo
Consultant Services for the
Homelessness Strategic Plan
LeSar Development Consultants
404 Euclid Avenue #212
San Diego, CA 92114
April 12, 2024
Contact:
Sam Jones, MSW
[email protected]
619.614.3739
404 Euclid Ave., Suite 212, San Diego, CA 92114
(619) 236-0612 (O) (619) 236-061 (F) www.LeSarDevelopment.com April 12, 2024
City of Camarillo
City Manager’s Office
To Whom It May Concern:
LeSar Development Consultants (LDC) welcomes the opportunity to submit the following proposal to assist the City of Camarillo in developing a Homelessness Strategic Plan to substantially reduce homelessness in the City of Ca- marillo. LDC is a woman-owned small business in operation for over 17 years, headquartered in San Diego, Califor- nia, with team members working from different parts of the country. We are a social innovation firm that assists cli- ents with growing healthy, thriving, and vibrant communities by providing creative solutions to complex problems.
LDC’s experience working with government partners to address homelessness, specifically with developing home- lessness plans, spans over a decade. In 2009, LDC worked with the Los Angeles Homeless Services Authority (LAH- SA) to create its 10-year plan and, in 2010, LDC created a 5-year plan to end homelessness in downtown San Diego.
Since then, LDC has been involved in various aspects of planning to address homelessness, including the devel- opment of a regional coordinated entry system plan and system performance monitoring plan for the San Diego Continuum of Care. Furthermore, LDC has worked with entities in Los Angeles County on affordable housing plans, including a 25-year vision plan for public housing for the Housing Authority of the City of Los Angeles and an afford- able housing action plan for the unincorporated areas in the County of Los Angeles.
More recently, LDC has supported the County of Riverside, California with the development of its 5-Year Homeless Action Plan and the City of Palm Springs’ Homeless Navigation Center, as well as completed local homelessness plans in the cities of Encinitas, Culver City, San Fernando, Norwalk, and 17 additional cities in Los Angeles County’s San Gabriel Valley. LDC also assisted the County of Ventura in the development of a 5-year Homelessness Plan, along with the partnering cities of Oxnard, San Buenaventura, and Thousand Oaks. Throughout these engagements, LDC has incorporated system-level, person-centered strategies to address homelessness.
With the intentional scoping and timely data, responses, and coordination from City of Camarillo and partners, LDC is confident that we can dedicate sufficient time, staff, and resources to complete the City of Camarillo Homeless- ness Strategic Plan.
We believe these efforts and the qualifications of our Homelessness Solutions Team position us well to assist the City of Camarillo in achieving its objectives. To that end, we appreciate the opportunity to submit the following pro- posal to assist the city in creating a comprehensive Homelessness Strategic Plan.
Sincerely,
Richard Valdez
Chief Operations Officer, Authorized Representative
404 Euclid Ave., Suite 212, San Diego, CA 92114
Phone: 619-236-0612
Email: [email protected]
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STATEMENT OF QUALIFICATIONS
APPROACH
LeSar Development Consultants (LDC) is a California-based firm that focuses on addressing the affordable housing crisis and homelessness in communities across the country. Since 2005, LDC has contracted with a variety of clients, including but not limited to local governments, continuum of care collaboratives, nonprofit organizations, managed care organizations, etc., to respond to needs and issues related to homelessness. The work has spanned a wide range of activities such as assessing and analyzing community needs and program effectiveness, developing strategic solutions, and facilitating stakeholder and community groups. The approach used by LDC with our clients incorporates evidence- based best practices, such as Housing First and trauma-informed interventions, while adhering to the following guiding principles:
• LIVED EXPERIENCE : Assumes that the experiences of clients, people experiencing homelessness, and people with lived experience of homelessness and housing instability are a legitimate and important primary data source. This highlights the importances of not just including people experiencing homelessness in the process and system design, but also recognizing the expertise of those who are actively experiencing, or have experienced, homelessness and housing instability.
• EQUITY: Centers the homelessness response system on the needs of those most vulnerable and overrepresented within the homelessness population, which builds the capacity of the system to better respond to the needs of all people experiencing homelessness.
• SYSTEMS-LEVEL COLLABORATION: Prioritizes multi-system collaboration to address the inflows, service delivery , and outflows relevant to ending homelessness, creating an effective system. Dismantling systems of oppression is integral to our work.
• ENGAGEMENT OVER ENFORCEMENT : Prioritizes an engagement approach, one that focuses on an individual’s dignity
, choice, and wellbeing, over an enforcement approach, which prioritizes quick fixes to remove individuals experiencing homelessness from public spaces without services, shelter/housing options, and additional resources.
LDC proposes a mixed-methods analysis that uses both quantitative and qualitative methods, centering the voices of people with lived experience, to evaluate the gaps in the City of Camarillo’s response to homelessness. The assessment of gaps will be incorporated into and will inform the Homelessness Strategic Plan for the City of Camarillo.
QUANTITATIVE ANALYSIS
For the quantitative component of this project, LDC will look at systems-level data to identify performance outcomes, trends, and gaps. This data will be used in tandem with the qualitative data obtained from stakeholders. With the quantitative data, LDC will examine data points such as system performance measures, service utilization patterns, and costs. The quantitative analysis will utilize a variety of data points to develop a comprehensive view of the gaps present within the City of Camarillo.
QUALITATIVE ANALYSIS
For the qualitative component of the project, LDC will center our work on the experiences of those who are currently or have experienced homelessness and housing instability. There will be a deliberate attempt to uplift and include groups overrepresented in the overall homeless population. In addition to the voices of people with lived experience, LDC will also include feedback from homeless service providers, focusing on the inclusion of direct, client-facing staff.
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To achieve a systems-level approach, LDC will incorporate regional stakeholder feedback from those in public sector agencies/upstream services, such as housing, healthcare, behavioral health, criminal justice, etc. Additionally, LDC will fully incorporate the Outreach and Engagement Plan, educating and collecting input from the community at large.
CO-DEVELOPMENT OF HOMELESSNESS STRATEGIC PLAN
To ensure the plan’s development centers the voices of people with lived experience, LDC will work together with the City of Camarillo to identify two individuals with lived experience to serve as members of the project team. These members will be instrumental in all parts of the process, from identifying key stakeholders to co-developing the initial strategies and providing feedback on all drafts of the Homelessness Strategic Plan. When rolling out to the community, this will demonstrate that people currently and/or formerly experiencing homelessness are necessary stakeholders in the plan’s implementation.
WORKLOAD COORDINATION
The workload is distributed across core project team members based on their experience and expertise. Each team member is assigned tasks and responsibilities that align with their skill set and knowledge. The project manager plays a crucial role in coordinating these tasks, working closely with the project lead to ensure timely delivery of products and monitoring the project’s budget. Together, they collaborate to allocate resources effectively and maximize the team’s productivity and success.
REFERENCES AND PROJECT DESCRIPTIONS
CLIENT COUNTY OF VENTURA
Scope of
Work
LDC worked with the County of Ventura to identify and address system needs and gaps for the devel- opment of a Five-Year Homelessness Plan. The Cities of Oxnard, San Buenaventura, and Thousand Oaks partnered with Ventura County and LDC throughout the process and obtained jurisdiction specific goals and next steps aligned with the County framework to meet local needs. A core component of this Home- lessness Plan was to understand the current and future need for Permanent Supportive Housing. LDC used a predictive analysis model to identify the projected total number of Permanent Supportive Housing units to meet the needs of the higher acuity homeless population. A ratio framework was developed to guide future investments that would right size the homelessness response system to increase throughputs.
Dates 2023
Key Staff
Involved
Yelba Carrillo, Principal and Co-Team Lead
Stefan Gonzalez, Senior Associate
Sam Jones, Associate III
Reference Jennifer Harkey, Ventura County Continuum of Care- County Executive Office (805) 658-4342
[email protected]
Link
Ventura County Homelessness Plan
CLIENT SANTA CLARA VALLEY WATER DISTRICT
Scope of
Work
LDC worked with Valley Water to facilitate partnership growth and collaboration between the district, cities, and the County as together they address the human health, public safety, operational, and envi- ronmental challenges posed by unsheltered individuals residing in over 1,100 encampments along the waterways across Santa Clara County. Through a series of convenings facilitated by LDC, key stakeholders worked together to develop a roadmap that comprehensively addresses unsheltered homelessness along waterways. This work laid the foundation for continuous collaboration and dialogue between Valley Water and their partners.
Dates 2023
Key Staff
Involved
Yelba Carrillo, Principal and Co-Team Lead
Sam Jones, Associate III
Reference Mark Bilski, Assistant Operating Officer
(408) 630-2830
[email protected]
Link
Santa Clara Valley Water District: Roadmap to Addressing Unsheltered Homelessness Along Waterways LeSar Development Consultants | 4
CLIENT COUNTY OF RIVERSIDE
Scope of
Work
During Phase I, LDC worked with the Board of Governance (BoG) and Continuum of Care (CoC) for River- side County to construct a Strategic Plan, providing a roadmap and organizational structure to address homelessness throughout the region. This process incorporated stakeholder engagement and strategic planning retreats. The BoG Strategic Plan was finalized in April of 2020.
Phase II, the Homeless Action Plan, included stakeholder engagement and outreach, a performance assess- ment and gaps analysis, and the development of a 5-year Homeless Action Plan to address sheltered and unsheltered homelessness. The Homeless Action Plan was presented at a BoG and CoC retreat and was finalized in February of 2022.
Dates 2019-2022
Key Staff
Involved
Stefan Gonzalez, Senior Associate
Sam Jones, Associate III
Reference Greg Rodriguez, Deputy Director for Government Affairs and Community Engagement (951) 955-1861
[email protected]
Link
County of Riverside Department of Housing and Workforce Solutions and Continuum of Care Homeless Action Plan
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STAFFING AND RESUMES
See resumes for project team on the following pages.
YELBA MARIA CARILLO, Ed.D., Principal
Bachelor of Arts, Psychology
California State Polytechnic University, Pomona
Fluent in Spanish
PROFESSIONAL EXPERIENCE
PRINCIPAL | 2022–Present
LeSar Development Consultants, San Diego, CA
SENIOR MANAGER, HOMELESS SYSTEMS CHANGE | 2020–2022
United Way of Greater Los Angeles, Los Angeles, CA
SENIOR MANAGER/MANAGER OF SENIOR SOCIAL SERVICES | 2017–2020 Los Angeles LGBT Center
VASH CASE MANAGER, NAVIGATOR III | 2015
People Assisting the Homeless, Los Angeles, CA
THERAPIST | 2013–2015
ACT Psychology, Arcadia, CA
PROJECT COORDINATOR | 2011–2012
University of Southern California, Los Angeles, CA
PROFESSIONAL AFFILIATIONS / COMMUNITY SERVICE
Latino Giving Circle Network, Latino Community Foundation: Member | 2024-Present Winter Housing Summit, Affordable Housing Policy, and Development: Panelist | 2024 CSH Coalition on Solutions to Older Adult Homelessness: Co-Chair | 2021–2022 National Alliance To End Homelessness: Presenter/Panelist | 2021, 2023 1st Annual CalVet LGBTQ Inclusion Forum: Co-Organizer and Speaker | 2019 National Hispanic Council on Aging: Workshop | 2018
LESAR
DEVELOPMENT
CONSULTANTS
LESAR
DEVELOPMENT
CONSULTANTSCOLLEEN MURPHY, Principal
EDUCATION
Post Graduate Diploma, Epidemiology
University of London, London School of Hygiene and Tropical Medicine BA, International Affairs, Political Science Minor
James Madison University, Harrisonburg, Virginia
PROFESSIONAL EXPERIENCE
PRINCIPAL | 2022–Present
LeSar Development Consultants, San Diego, CA
Serves as a key member of LeSar Development Consultants’ national homelessness portfolio.
Works collaboratively to support systems change work in homelessness systems of care through community technical assistance, solutions-oriented stakeholder engagement, and the development and implementation of cross-sector innovations such as flexible funding pools and shared housing. Designs, implements, project manages, and continuously evaluates homelessness-related programs at the intersection of homelessness and healthcare.
ASSOCIATE DIRECTOR, UNSHELTERED STRATEGIES | 2016–2022
Los Angeles Homeless Services Authority, Los Angeles, CA Served as LAHSA’s lead for Los Angeles County’s Strategy aimed at addressing the needs of LA’s unsheltered homeless. Worked closely with LA City Council Offices, LA County Board of Supervisors, Department of Health Services, Department of Mental Health, Department of Public Health, community-based organizations, and other stakeholders to develop effective strategies aimed at reducing street homelessness. Provided technical assistance to outreach teams to provide client-centered outreach services that maximize impact. Supported the strengthening and streamlining of connections from outreach teams to other facets of the Coordinated Entry System.
DIVISION MANAGER, OUTREACH AND COORDINATION | 2015–2016 St. Joseph Center, Los Angeles, CA
Led the coordination and programmatic development of the Coordinated Entry System (CES) for homeless adults and transitional aged youth (TAY) in West Los Angeles. Other areas of programmatic responsibility include oversight over the agency’s rapid rehousing programs for adults and TAY, homeless access center, meal program and street outreach teams. Significant emphasis on creating intra-agency and inter-agency cohesiveness, partnerships and coordination across the outreach, housing navigation, and housing continuums in order to better serve its homeless neighbors.
DIRECTOR, COMMUNITY INITIATIVES | 2012 – 2015
PATH (People Assisting the Homeless) Los Angeles, CA
Responsible for cutting-edge homeless service programs designed to expand organizational capacity and foster community engagement. Managed a $2 million portfolio included a 28-city program in the Gateway Cities aimed at building local capacity to address homelessness in an underserved region of LA. Worked closely with City Governments, LA County Board of Supervisor's offices, local homeless agencies, Veteran providers, the County of Los Angeles CEO’s office, key donors, and concerned citizens to better address the needs of southeast LA through collaboration and coordination with largely street-based outreach teams. Also designed and implemented a hospital emergency room inreach project, recuperative care program and expanded Medi-Cal outreach for those experiencing homelessness.
LESAR
DEVELOPMENT
CONSULTANTSSTEFAN GONZALEZ, Senior Associate
EDUCATION
Bachelor of Arts, International Affairs
Lewis & Clark College, Portland, OR
PROFESSIONAL EXPERIENCE
SENIOR ASSOCIATE/ASSOCIATE (2020 – Present)
LeSar Development Consultants, San Diego
Provides strategic support in program design, implementation, and evaluation within the homelessness sector. Analyzes the effectiveness of homelessness solutions and builds capacity for long-term systems change.
PROGRAM MANAGER OF HOUSING (2019-2020)
HOUSING SPECIALIST (2017-2019)
People Assisting the Homeless (PATH), San Diego
Designed and implemented the housing partnerships program at P ATH San Diego, which became a self-sustaining, data-driven program centered on increasing housing opportunities for people experiencing homelessness through inventive pa rtnerships with in the private rental market. Developed a broad knowledge of housing policy, program desig n, and program implementation in managing over 10 rental assis tance programs, including Whole Person Care, Health Homes, and Rapi d Rehousing. Led a team of 12 Housing Specia list staff and managed over 1 million dollars of temporary financial assistan ce requests. Elevated conversations surrounding racial equity and housing j ustice within the homeless ser vice sector and helped lead PATH’s statewide Diversity, Equity, and Inclusion steering process.
EMPLOYMENT ACCESS PROGRAM OFFICER (2016-2017)
Scalabrini Centre for Migration, Cape Town, South Africa Utilized an asset-based community development approach to cultivate regional partnerships with businesses, governmental and non-governmental organizations. Supported over 200 refugees, asylum seekers, and Zimbabwe special work permit holders access the South African economy through advocacy and client consultations. Assisted Scalabrini Centre’s advocacy for Angolans Cessation Permit (ACP) h olders, which res ulted in an exempti on being granted for 1,800 former Angolan refugees on the ACP who faced immine nt deportation.
LESAR
DEVELOPMENT
CONSULTANTSSAMANTHA JONES, Associate
EDUCATION
Master of Arts in Social Service Administration (MSW), Poverty & Inequality Program of Study University of Chicago, Chicago, Illinois
Bachelor of Arts in Special Education, summa cum laude
Boise State University, Boise, Idaho
PROFESSIONAL EXPERIENCE
ASSOCIATE | 2021 – Present
LeSar Development Consultants, San Diego, CA
Provides strategic support in program design, implementation, and evaluation within the homelessness sector. Analyzes the effectiveness of homelessness solutions and builds capacity for long-term systems change.
MARKETING COMMUNICATIONS SPECIALIST | 2021
Inglis Foundation, Philadelphia, PA
Managed a portfolio of projects for organizational entities/departments/divisions. Developed communications plans. Worked with key leadership. Created relevant and compelling content across multiple channels. Developed and implemented key messaging to promote and enhance brand. Drafted talking points and media statements in response to emergent issues.
MANAGER OF STATEWIDE PROGRAMS | 2020–2021
Self-Determination Housing of Pennsylvania, Philadelphia, PA Led and supervised a team of RHCs acr
oss 36 counties. Coordinated and supervised internal
project working teams, as directed. Conducted weekly staff meetings, quarterly/semi-annual trainings/meetings, bi-weekly supervision. Led and managed all content related to trainings, education, advertising, advocacy, marketing, etc. Developed and implemented regional processes, practices, and infrastructure to improve the quality and effectiveness of the organization’s programming.
REGIONAL HOUSING COORDINATOR | 2019-2020
Self-Determination Housing of Pennsylvania, Philadelphia, PA Interfaced with local housing providers and social workers to create awareness and promote affordable, accessible, and integrated housing opportunities for people with disabilities.
Provided proactive technical assistance to housing providers in their efforts to market available properties to individuals with disabilities and older adults. Conducted an array of accessible housing trainings and educational seminars across multiple counties. Attended and made presentations at relevant regional and statewide housing meetings, conferences, and seminars to promote organization’s vision.
RAPID REHOUSING REUNIFICATION STABILIZATION SPECIALIST | 2018-2019 Congreso de Latinos Unidos, Inc., Philadelphia, PA
Completed intake for clients involved with Department of Human Services, assessed needs, and created housing stabilization plans. Recruited landlords to participate in Rapid Rehousing program. Located safe and affordable housing in clients’ areas of choice. Acted as case manager, assisting clients with employment, budgets, acting as character reference for court, etc.
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SCOPE OF WORK
TASK PROPOSED SCOPE OF WORK TIMEFRAME EST.
HOURS
STAFFING
PHASE I: PROJECT MANAGEMENT & DATA/FEEDBACK COLLECTION
Task 1. Project
Management
1.1 Facilitate virtual kickoff meeting with City of
Camarillo project team.
• Review proposed approach and framework:
- Methodology
- Timeline and budget
- Process for ratification of Homelessness
Strategic Plan
- Identification of stakeholders
• Confirm City of Camarillo project team
members.
- Determine how to incorporate people
with Lived Experience into the project
team (up to 2 individuals).
• Establish primary project contacts at the City
of Camarillo and LDC.
• Confirm City of Camarillo/LDC roles and
responsibilities.
• Confirm City of Camarillo’s desired
communication and file-sharing protocols.
• Submit data request.
June 2024 9 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
1.2 Coordinate and facilitate ongoing project
management.
• Establish regular cadence for recurring check-
in meetings with project team.
Ongoing 149 Sam Jones,
Stefan
Gonzalez
Deliverable 1
Project Charter defining roles and responsibilities,
SOW parameters, etc.
June 2024 - Sam Jones
Task 2. Data
Collection
2.1 Administer community survey #1.
• Create and publish community survey on City
website to solicit feedback of homelessness
services and supports. Survey to be
distributed to service provider networks to
collect feedback from front-line staff and
people with lived experience.
June 2024 13 Sam Jones,
Stefan
Gonzalez
Deliverable 2
Community Survey #1
June 2024 - Sam Jones
2.2 Host in-person public outreach event.
• In partnership with City, host an in-person
public outreach event to educate public of
process and purpose and solicit feedback
related to the current homelessness system,
unmet needs, system gaps and performance,
community services, etc.
July 2024 25 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
Task 2. Data
Collection
(cont.)
Deliverable 3
Host in-person public outreach event.
July 2024 14 Sam Jones,
Colleen
Murphy
2.3 Complete quantitative analysis.
• Review and analyze existing data of City of
Camarillo homelessness response system
(e.g. system performance measures, service
utilization, costs, etc.).
• Review City of Camarillo Housing Element and
Ventura County Point-in-Time Count.
July-September
2024
35 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
2.4 Complete virtual stakeholder engagement.
Interviews
• Individuals with City of Camarillo
Departmental Staff, Elected Officials, etc.
- Maximum of 6 stakeholders
Virtual Focus Groups
• One virtual focus group with existing
homeless service providers on outreach,
emergency shelter, transitional/interim
housing, permanent supportive housing,
equity-based procurement processes, contract
monitoring, and system performance
- Maximum of 8 stakeholders
• One virtual focus group consisting of public
sector agencies and/or upstream services (e.g.
public housing authority, school district, law
enforcement, carceral systems, child support
services, human service agencies, probation
agencies, health care agencies, etc.)
- Maximum of 8 stakeholders
• One English-speaking virtual focus group
with people experiencing homelessness and
housing instability
- Maximum of 8 stakeholders
• One Spanish-speaking virtual focus group
with people experiencing homelessness and
housing instability
- Maximum of 8 stakeholders
July-September
2024
57 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez
2.5 Draft Background Report.
• Construct index of local homelessness
organizations/groups.
• Combine findings from data collection and
stakeholder feedback.
October 2024 64 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
Deliverable 4
Provide Background Report to project team.
October 2024 10 Sam Jones
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PHASE II: DEVELOPMENT AND FINALIZATION OF HOMELESSNESS STRATEGIC PLAN Task 3. Draft
Initial Strategic
Plan Goals and
Strategies
3.1 Draft initial Strategic Plan goals and
strategies.
• Incorporate evidence-based models and
strategies.
• Create goals and recommendations that are
action oriented and measurable.
November 2024 34 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
Deliverable 5
Draft initial Strategic Plan goals and strategies.
(City to provide draft to PSEP Committee for
review.)
November 2024 6 Sam Jones
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Task 4. Finalize
and Present
Homelessness
Strategic Plan
4.1 Draft #1 Homelessness Strategic Plan
• Incorporate PSEP Committee edits.
January 2025 43 Sam Jones,
Stefan
Gonzalez
Deliverable 6
Draft #1 of Homelessness Strategic Plan to project
team.
January 2025 - Sam Jones
Deliverable 7
Virtual presentation of Draft #1 to PSEP
Committee for review.
January 2025 12 Sam Jones,
Stefan
Gonzalez
4.2 Administer community survey #2
• Create and publish community survey on
City website to solicit feedback of Draft #1
of Homelessness Strategic Plan. Survey to
be distributed to service provider networks
to collect feedback from front-line staff and
people with lived experience.
January 2025 15 Sam Jones,
Stefan
Gonzalez
Deliverable 8
Community Survey #2
January 2025 - Sam Jones,
Stefan
Gonzalez
4.3 Draft #2 Homelessness Strategic Plan
• Incorporate feedback from community, PSEP
Committee, project team, etc.
February-March
2025
19 Sam Jones,
Stefan
Gonzalez
Deliverable 9
Draft #2 Homelessness Strategic Plan to project
team.
February-March
2025
- Sam Jones
4.4 Draft Implementation Plan
• Create framework for ongoing performance
measurement, including benchmarks, metrics,
timeline, potential funding sources, etc.
April 2025 36 Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez
Deliverable 10
Implementation Plan to project team for approval
April 2025 - Sam Jones
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Task 4. Finalize
and Present
Homelessness
Strategic Plan
(cont.)
4.5 Finalize City of Camarillo Homelessness
Strategic Plan
• Combine all elements into finalized version of
City of Camarillo Homelessness Strategic Plan
with graphic design
- Background Report
- Strategic Plan
- Implementation Plan
- Necessary supporting documents and
infographics
May 2025 - Yelba Carrillo,
Sam Jones,
Stefan
Gonzalez,
Colleen
Murphy
Deliverable 11
Final City of Camarillo Homelessness Strategic
Plan.
May 2025 21 Sam Jones
Deliverable 12
In-person presentation of Final Homelessness
Strategic Plan to City Council for ratification.
May 2025 24 Sam Jones,
Colleen
Murphy
4.5 Host virtual public outreach event.
• In partnership with City, host 2nd virtual
public outreach event review, discuss, and
answers questions of the Final Homelessness
Strategic Plan.
May 2025 - Sam Jones,
Stefan
Gonzalez
Deliverable 13
Host virtual public outreach event to review Final
Homelessness Strategic Plan.
May 2025 10 Sam Jones,
Stefan
Gonzalez
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OUTREACH AND ENGAGEMENT
LDC believes that each community is unique, requiring tailored homelessness plans that meet their specific needs, while still aligning with regional initiatives. Homelessness is a nuanced and complex crisis, interacting with systems across the community. To ensure that homelessness is being addressed on all fronts, LDC strives to build in stakeholder input from said systems, leveraging industry expertise, localized knowledge, and community experiences to develop a plan best suited to address homelessness in every community. As such, LDC is committed to engaging stakeholders at this granular level in the City of Camarillo.
GENERAL PUBLIC
LDC begins every homelessness plan by digging into data, both qualitative and quantitative, to ensure a thorough understanding of the landscape. As shown in the Scope of Work above, LDC would begin with a community-wide survey as well as an in-person community meeting. While the in-person event allows for a deeper conversation between community and consultant, the survey gives wider access for feedback for those who are unable to attend in-person.
This is critical to achieve maximum participation and accommodate those who do not have the flexibility to attend a live meeting. The data pulled from both will help inform how the plan moves forward, key themes, strengths and challenges, and the general landscape. LDC will rely on the close connection the City of Camarillo has with its residents to spread the word, solicit feedback, and provide a safe environment where residents feel comfortable sharing their experiences.
LDC also proposes to solicit additional feedback from the general public through another community-wide survey during the drafting phase of the project, allowing for residents to respond directly to the goals and strategies drafted thus far and using that as a barometer to understand how best to move forward.
Finally, LDC will host a virtual community meeting once the Homelessness Strategic Plan is finalized and ratified, providing a thorough explanation of how the Plan will roll out, short-term and long-term next steps, and how the community can participate and assist in addressing the homelessness crisis.
HOMELESSNESS RESPONSE SYSTEM
While feedback from the general public is important, input from experts in the homelessness response system is just as crucial. In the Scope of Work, LDC built in opportunities for virtual focus groups, soliciting feedback from the following stakeholders that comprise the homelessness response system:
• Existing homeless service providers—outreach, emergency shelter, transitional/interim housing, permanent supportive housing, equity-based procurement processes, contract monitoring, system performance, etc. • Other supportive services—physical health, substance use, behavioral health, mental health, etc. • Public sector agencies and/or upstream services—public housing authorities, school district, law enforcement, carceral systems, child support services, human service agencies, probation agencies, health care agencies, etc.
To fully engage with these systems, LDC will research the landscape of Camarillo, leverage the expertise of the City of Camarillo to connect with key players, and utilize a snowballing technique to gather names and contact information of additional stakeholders.
PEOPLE WITH LIVED EXPERIENCE
LDC places the highest priority on collecting feedback from individuals with lived experience of homelessness. This can include both people who have formerly experienced and those who are currently experiencing homelessness. The homelessness response system can be difficult to navigate, with barriers sometimes invisible to those who are not in it.
To ensure that the perspective of those with the most knowledge of the homelessness system is captured, LDC built in team roles and compensation for two individuals with lived experience to participate as members of the project team. Additionally, LDC will host two separate focus groups for people with lived experience—one in English and one in Spanish. This will make certain that language is not a barrier in sharing experiences or expertise. Individuals who participate in the focus groups will also be compensated for their knowledge, a figure that has been built into the cost proposal (as shown below). LDC hopes to leverage the City’s connections with any lived experience advisory boards and service provider’s connections to clients who would be interested in sharing to facilitate participation.
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COST PROPOSAL
To Whom It May Concern:
LeSar Development Consultants (LDC) welcomes the opportunity to submit the following proposal to assist the City of Camarillo in developing a Homelessness Strategic Plan to substantially reduce homelessness, and with intentional scoping, timely data, responses, and coordination from the City of Camarillo and partners, we are confident in our ability to complete the plan within the allocated budget. LDC has accurately represented costs we feel necessary to complete the scope of work outlined in the RFP . To mitigate any potential cost fluctuations, we propose conducting a thorough scope review at the onset of the project to confirm all key deliverables, identifying any potential challenges.
Please be advised that any additional requests for expanded work or tasks that fall outside of the approved scope of work may result in incurred costs for the client. These costs can be discussed between LDC and the City of Camarillo. LDC reserves the right to decline work that is not delineated in the contract, including extra meetings, tasks, etc.
Inaccurate or incorrect information provided for various tasks, including but not limited to Task 2. Data Collection & Stakeholder Feedback, could result in amended hours and incurred costs for the client. These costs can be discussed between LDC and the City of Camarillo.
Effective communication and collaboration between LDC and the City of Camarillo are crucial for project success. Any delays or inefficiencies resulting from unclear communication channels or inadequate stakeholder engagement could potentially affect project timelines and could result in amended hours and incurred costs for the client. The progress of the budget will be communicated through regularly scheduled meetings with the City of Camarillo.
Depending on the specific requirements of the project, additional resources or specialized skills may be necessary to ensure its successful completion. LDC reserves the right to engage other internal staff to advise on the project, if necessary, which may also result in additional costs to the client. These costs can be discussed between LDC and the City of Camarillo. LDC reserves the right to use other internal staff for non-client or public-facing work, without needing approval from the City of Camarillo.
For on-site visits or travel to locations, travel expenses, accommodation, and related logistics will impact the overall budget. We will strive to minimize travel costs by exploring cost-effective travel options for essential on-site engagements.
LDC reserves the right to modestly increase billing rates from 2024 to 2025. These billing rate changes can be discussed between LDC and the City of Camarillo.
Thank you for considering our proposal. We look forward to the opportunity to collaborate with the City of Camarillo on this important initiative.
LeSar Development Consultants | 17
COST OF SERVICES
TASK LDC EST.
HOURS
LDC EST.
COST
LIVED EXPERIENCE
EST. HOURS
LIVED EXPERIENCE
EXT. COST
TOTAL
HOURS
TOTAL EST.
COST
Task 1: Project
Management
108 $22,748 50 $3,750 158 $26,498
Task 2: Data
Collection &
Stakeholder
Feedback
208 $43,805 10 $750 218 $44,555
Task 3: Draft
Initial Strategic
Plan Goals and
Strategies
34 $7,010 6 $450 40 $7,460
Task 4: Finalize
and Present
Homelessness
Strategic Plan
168 $39,535 12 $900 180 $40,435
Task 2:
Compensation
for People
with Lived
Experience
(Focus Group)
- - - $800
($50 gift card to all
participants, up to
16)
- $800
TOTAL 518 $113,098 78 $6,650 596 $119,748
HOURLY RATES BY CLASSIFICATION
Principal I Yelba Carrillo $290
Principal I Colleen Murphy $290
Senior Associate I Stefan Gonzalez $205
Associate III Sam Jones $190
LDC ackno
wledges that any requests beyond the agreed-upon scope of work may result in incurred costs for the client.
While we strive to accommodate our clients’ needs, LDC reserves the right to decline work that is not delineated in the contract, including extra meetings, tasks, etc. However, we remain open to discussing the feasibility and associated costs of any supplementary work with the City of Camarillo. Please note that the billing rates outlined above (Hourly Rates by Classification) will serve as the baseline for any additional work undertaken, but can exceed those amounts.
City of Camarillo Homelessness Strategic Plan
LeSar Development Consultants
Updated Scope of Work
Task Proposed Scope of Work and Details Timeframe
Phase I: Project Management & Data/Feedback Collection
Task 1. Project
Management
1.1 Facilitate virtual kickoff meeting with City of Camarillo project team.
• Review proposed approach and framework:
o Methodology
o Timeline and budget
o Process for ratification of Homelessness Strategic
Plan
o Identification of stakeholders
• Confirm City of Camarillo project team members.
o Determine how to incorporate people with Lived
Experience into project team (at least 2
individuals).
• Establish primary project contacts at the City of Camarillo and LDC.
• Confirm City of Camarillo/LDC roles and responsibilities. • Confirm City of Camarillo’s desired communication and file-sharing protocols.
• Submit data request.
September 2024
1.2 Coordinate and facilitate on-going project management. • Establish regular cadence for recurring check-in meetings with project team.
Ongoing
Deliverable 1
Project Charter defining roles and responsibilities, SOW parameters, etc.
October 2024
Task 2. Data
Collection
2.1 Administer community survey #1.
• In connection with LDC’s internal MarComm and graphic designer, design, create, and translate community survey #1.
• Create and publish community survey on City website to solicit feedback of homelessness services and supports.
Survey to be distributed to service provider networks to collect feedback from front-line staff and people with
lived experience.
October 2024
Deliverable 2
Community Survey #1
October 2024
2.2 Host in-person public outreach event.
• In partnership with City, host an in-person public
outreach event to educate public of process and purpose and solicit feedback related to the current homelessness system, unmet needs, system gaps and performance,
community services, etc.
• Ensure translation services are available.
November 2024
Deliverable 3
Host in-person public outreach event.
November 2024
2.3 Complete quantitative analysis.
• Review and analyze existing data of City of Camarillo homelessness response system (e.g. system performance
measures, service utilization, costs, etc.).
• Review City of Camarillo Housing Element and Ventura
County Point-in-Time Count.
November-
January 2025
2.4 Complete stakeholder engagement.
Interviews
• Individuals with City of Camarillo Departmental Staff, Elected Officials, etc.
o Maximum of 6 stakeholders
Virtual Focus Groups
• One virtual focus group with existing homeless service providers on outreach, emergency shelter,
transitional/interim housing, permanent supportive
housing, equity-based procurement processes, contract
monitoring, and system performance
o Maximum of 8 stakeholders
• One virtual focus group with other supportive services like medical, substance use, behavioral health, mental
health, etc.
o Maximum of 8 stakeholders
• One virtual focus group consisting of public sector
agencies and/or upstream services (e.g. public housing
authority, school district, law enforcement, carceral
systems, child support services, human service agencies, probation agencies, health care agencies, etc.)
o Maximum of 8 stakeholders
Lived Experience Surveys
• In partnership with Camarillo outreach team and Cal State University Channel Islands, identify areas throughout the community for 1:1 surveys of those with lived experience of homelessness (PwLE).
November-
January 2025
• Create and provide Jotform surveys (available online and in paper format) for outreach teams to disburse/complete with PwLE.
• Create and train outreach teams on best practices with and use of Jotform for survey delivery.
• Ensure compensation for those who participate in the
survey. ($10 gift certificate per participant, up to 40 participants)
Deliverable 4
Completion of Interviews, Focus Groups, and PwLE Surveys.
2.5 Draft Background Report.
• Construct index of local homelessness
organizations/groups.
• Combine findings from data collection and stakeholder feedback.
February 2025
Deliverable 5
Provide Background Report to project team.
February 2025
Phase II: Creation, Outreach, and Presentation of Homelessness Action Plan Task 3. Draft Initial
Strategic Plan
Goals and
Strategies
3.1 Draft initial Strategic Plan goals and strategies.
• Incorporate evidence-based models and strategies.
• Create goals and recommendations that are action
oriented and measurable.
March 2025
Deliverable 6
Draft initial Strategic Plan goals and strategies. (City to provide draft to PSEP Committee for review.)
March 2025
Task 4. Finalize
and Present
Homelessness
Strategic Plan
4.1 Draft #1 Homelessness Strategic Plan
• Incorporate PSEP Committee edits.
May 2025
Deliverable 7
Draft #1 Homelessness Strategic Plan to project team.
May 2025
Deliverable 8
Virtual presentation of Draft #1 to PSEP Committee for review.
May 2025
4.2 Administer community survey #2.
• In connection with LDC’s internal MarComm and graphic designer, design, create, and translate community survey #2.
• Create and publish community survey on City website to solicit feedback of Draft #1 of Homelessness Strategic
Plan. Survey to be distributed to service provider
networks to collect feedback from front-line staff and
people with lived experience.
May 2025
Deliverable 9
Community Survey #2
May 2025
4.3 Draft #2 of Homelessness Strategic Plan June-July 2025
• Incorporate feedback from community, PSEP Committee,
project team, etc.
Deliverable 10
Draft #2 Homelessness Strategic Plan to project team.
June-July 2025
4.4 Draft Implementation Plan
• Create framework for ongoing performance
measurement, including benchmarks, metrics, timeline,
potential funding sources, etc.
August 2025
Deliverable 11
Implementation Plan to project team for approval.
August 2025
4.5 Finalize City of Camarillo Homelessness Strategic Plan • Combine all elements into finalized version of City of Camarillo Homelessness Strategic Plan with graphic
design
o Background Report
o Strategic Plan
o Implementation Plan
o Necessary supporting documents and
infographics
September 2025
Deliverable 12
Final City of Camarillo Homelessness Strategic Plan.
September 2025
4.6 Host hybrid (in-person/virtual) public outreach event. • In partnership with City, host hybrid public outreach event to review, discuss, and answers questions of the
Final Homelessness Strategic Plan.
September 2025
Deliverable 13
LDC available online for Final Homelessness Strategic Plan to City Council for ratification.
September 2025
Deliverable 14
LDC available online for Final Homelessness Strategic Plan to City Council for ratification.
September 2025
4.7 Final presentation on City of Camarillo Homelessness Strategic Plan video recording.
• Record LDC staff presenting on final Homelessness
Strategic Plan for community viewing.
September 2025
Deliverable 15
Post final City of Camarillo Homelessness Strategic Plan recording on City’s website for community viewing.
September 2025
HOURLY RATE BY CLASSIFICATION
Principal I Colleen Murphy $290
Senior Associate I Sam Jones $205
Senior Associate I Stefan Gonzalez $205
UPDATED COST OF SERVICES
TASK LDC EST.
HOURS
LDC EST.
COST
LIVED
EXPERIENCE
EST. HOURS
LIVED
EXPERIENCE
EST. COST
TOTAL
HOURS
TOTAL EST.
COST
Task 1: Project
Management
107 $23,295 50 $3,750 157 $27,045
Task 2: Data
Collection &
Stakeholder
Feedback
233 $50,830 10 $750 243 $52,980
Task 3: Draft
initial Strategic
Plan Goals and
Strategies
34 $7,310 6 $450 40 $7,760
Task 4: Finalize
and Present
Homelessness
Strategic Plan
171 $37,225 12 $900 183 $42,365
Task 2:
Compensation
for People with
Lived Experience
(Surveys)
$400
($10 gift card
to all
participants,
up to 40)
- -
TOTAL 545 $123,900 78 $6,250 623 $130,150