Concord City Council
November 7, 2023

1 COUNCILMEMBERS
Laura M. Hoffmeister, Mayor
Edi E. Birsan, Vice Mayor
Dominic D. Aliano
Laura M. Nakamura
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Regular Meeting of the
Concord City Council/City
Council Sitting as the
Concord-Pleasant Hill
Health Care District
Tuesday,
November 7, 2023
6:30 p.m. - Open Session Council Chamber
1950 Parkside Drive
and/or Various
telephonic/electronic
locations
*IMPORTANT NOTICE ABOUT PUBLIC COMMENTS AND MEETING PARTICIPATION* Members of the public are invited to attend and participate at: Council Chamber, 1950 Parkside Drive, Concord, CA.

Please note the following change to the City’s public comment procedures: Unless a Councilmember is participating in the meeting remotely pursuant to AB 2449, remote public comment will not be accepted. Public comment may be provided in-person or via email, as set forth below. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments by 3:00 p.m. prior to the meeting or to attend the meeting in person.

HOW TO PARTICIPATE
The public is invited to participate in the City Council meeting using any of the following methods:

1. IN PERSON:
a.Members of the public can provide in-person comments in the Council Chamber.

Members of the public are encouraged, but not required, to fill out a speaker card. The Council Chamber will have seating available for members of the public to attend in person up to full seating capacity.
2 2. REMOTE: Remote public comment will not be accepted, except when a Councilmember participates remotely pursuant to AB 2449. At the time of the posting of this agenda, none of the Councilmembers have notified the City Clerk’s Office that they intend to participate remotely pursuant to AB 2449, and therefore no remote public comment will be accepted at the meeting. If, after publication of this agenda and before the meeting begins, any councilmember determines that they will need to participate remotely due to just cause or emergency circumstances under AB 2449, their remote participation will be announced at the outset of the meeting in connection with the Roll Call item. If a Councilmember participates in the meeting remotely pursuant to AB 2449, the public may participate and provide public comment remotely, as follows:
a. Zoom:
https://cityofconcord.zoom.us/j/86383777941?pwd=izAwt8-- 2ODFrTwQaoW6grvlnSJn_A.IfZk0OgZPEEsSdxr or Zoom Webinar ID: 863 8377 7941 and Passcode: 635750
b.Zoom Phone Numbers. Dial Toll Free: (669) 900-6833 or (346) 348-7799 or (253) 215- 8782.
c.During the meeting, each period for public comment will be announced, and participants may use the “Raise Hand” feature on Zoom to request to speak. If calling in via Zoom use *9 to raise and lower your hand. The meeting host will call on you, by name, and promote you to panelist in the webinar so you can be seen via your camera. Please enable your microphone when it is your turn to speak. In order to ensure the orderly administration of the meeting using this method, providing your name is encouraged, but is not required. (If you need instructions on how to use this feature, please contact the City Clerk by 3:00 p.m. of the meeting date at [email protected]).

3. EMAIL:
a.Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received up until 3:00 p.m. of the meeting date will be:

1. distributed to the Council before the meeting,

2. posted online for public inspection at
https://stream.ci.concord.ca.us/OnBaseAgendaOnline/Meetings/Search, and

3. inserted into the meeting record.
b.As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email.

4. TO WATCH OR LISTEN ONLY:
a.Watch on TV on Comcast Channel 28, Astound/Wave Channel 1026, and AT&T U-verse Channel 99
b.Watch the TV broadcast through the City’s website by following THIS LINK c.Watch Live Streaming of the meeting by following THIS LINK d.Join the Zoom webinar by following THIS LINK
3 OPEN SESSION

1. OPENING
Roll Call – Announcements/Consideration and Approval of Requests by Councilmembers to Participate Remotely Pursuant to AB 2449 Pledge of Allegiance – Councilmember Aliano

2. PUBLIC COMMENT PERIOD
This is a 15-minute Public Comment Period for items within the City Council’s subject matter jurisdiction that are not on this agenda. Each speaker will be limited to approximately three minutes.

State law prohibits the City Council from acting at this meeting on any matter raised during the Public Comment Period. Please see “How to Participate” above.

3. CITY COUNCIL/CITY COUNCIL SITTING AS THE CONCORD-PLEASANT HILL

HEALTH CARE DISTRICT BOARD (CPHHCD) CONSENT CALENDAR
The public is entitled to address the City Council/CPHHCD on items appearing on the Consent Calendar before or during the City Council’s/CPHHCD’s consideration of the Consent Calendar.

Adoption of the Consent Calendar may be made by one motion of the City Council/CPHHCD, provided that any Councilmember, individual or organization may request removal of an item from the Consent Calendar for separate consideration. If a request for removal of an item from the Consent Calendar has been received, the Mayor may defer action on the particular item and place the same on the regular agenda for consideration in any order s/he deems appropriate. Please see “How to Participate” above.

CITY COUNCIL CONSENT CALENDAR
a. Considering – approval of the minutes from the October 24, 2023, meeting.

Recommended by the City Clerk.
b. Considering – the following:

1. Acceptance and appropriation of $175,000 Transportation Development Act – Article 3 (TDA) Grant funds from the Metropolitan Transportation Commission (MTC) for the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712); and

2. Approval of budget transfers to the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712) in the amounts of $37,000 from West Concord Bikeways Phase 2 (Project No. 2524) and $23,000 from Pothole Base Repair #2 Project (Project No. 2556) for local match funds required by the grant. (Funded by Measure V and Gas Tax Funds) Recommended by the Director of Community Development.

CEQA: Exempt per CEQA Guidelines Section 15301, 15302, 1503, and 15304.
4 CITY COUNCIL/CONCORD-PLEASANT HILL HEALTH CARE DISTRICT BOARD

CONSENT CALENDAR
c. Considering – adoption of a Resolution amending the John Muir Health Bylaws to reflect the dissolution of the John Muir Association and the transfer of the Association's previous responsibilities for appointing five members to the Community Health Fund Board to John Muir Health. Recommended by the City Manager.

4. CITY COUNCIL CONSIDERATION ITEM
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Participate” above.
a. Considering – an update on the status of the Homeless Strategic Plan and (1) endorsing the Working Group’s established goals; and (2) providing feedback on the proposed strategies. Report by Leng Power, Community Services Manager.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), 15262, 15273, 15306, and/or 15378.

5. CORRESPONDENCE
Correspondence received at the City Council meeting will be listed here on the Annotated Agenda.

6. REPORTS AND ANNOUNCEMENTS
Closed Session Announcements
City Manager or Staff Reports
Council Reports

7. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 11/14/2023 6:30 PM

NOTICE TO THE PUBLIC
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law to raising only those issues you or someone else raised in the hearing or in a written correspondence delivered to the City Council prior to or at the hearing.
5 In accordance with the Americans with Disabilities Act and California Law, it is the policy of the City of Concord to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are disabled and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the ADA Coordinator Tianjun Cao at (925) 671-3243 or [email protected], at least 24 hours in advance of the meeting. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility.

REGULAR MEETING OF THE

CONCORD CITY COUNCIL

CITY COUNCIL CHAMBER
1950 PARKSIDE DRIVE

CONCORD, CALIFORNIA AND VARIOUS

TELEPHONIC/ELECTRONIC LOCATIONS
TUESDAY, OCTOBER 24, 2023
The Concord City Council met in a regular meeting in the Council Chamber, located at 1950 Parkside Drive and via various telephonic/electronic locations at 6:30 p.m. on Tuesday, October 24, 2023, with Mayor Hoffmeister presiding. The pledge of allegiance was led by Vice Mayor Birsan. Minutes follow in abbreviated form per Resolution 3361 and Council Minutes of September 26, 1966.

ROLL CALL
COUNCILMEMBERS PRESENT: Dominic Aliano, Edi Birsan, Laura Nakamura, Laura Hoffmeister
COUNCILMEMBERS ABSENT: Carlyn Obringer
STAFF PRESENT: Valerie Barone, City Manager; Susanne Brown, City Attorney; Justin Ezell, Assistant City Manager; Joelle Fockler, City Clerk; Greg Taylor, Director of Information Technology; James
Nakayama, Police Captain; Kevin Marstall, Director of
Community Development; Mindy Gentry, Planning Manager;
Michael Hart, Associate Planner; Bruce Davis, Senior Civil Engineer

MEMBERS OF THE PUBLIC
WHO ADDRESSED THE COUNCIL: Frank Sterling, Jr., Antioch; Alex Gillen, Concord; Greg Teal, Concord; Sue Dittmann, Concord; Alyse Plumley, Concord; Michael Milani, Milani and Associates; Melanie Griswold; Anonymous; Theresa

PUBLIC COMMENT PERIOD
Frank Sterling, Jr., Antioch, spoke of the death of his cousin, Timothy Lee, in 1985 and requested that the City Council support the reopening of the case about Mr. Lee’s death.

PRESENTATIONS

CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT UPDATE
Mayor Hoffmeister introduced Contra Costa County Fire Protection District Deputy Chief Aaron McAlister who provided an update on District activities.

Mayor Hoffmeister opened a public comment period, and upon receiving no public comment, closed the public comment period.

PROCLAMATION – Domestic Violence Awareness Month
Mayor Hoffmeister presented Susun Kim, Executive Director for the Family Justice Center, a proclamation declaring October 2023, as “Domestic Violence Awareness Month” in the City of Concord and recognizing the Family Justice Center for its work against domestic violence.

3.a

City Council Minutes October 24, 2023
2 Mayor Hoffmeister opened a public comment period, and upon receiving no public comment, closed the public comment period.

FAMILY JUSTICE CENTER
Mayor Hoffmeister introduced Susun Kim, Executive Director for the Family Justice Center, who presented an update on the Family Justice Center.

Mayor Hoffmeister opened a public comment period, and upon receiving no public comment, closed the public comment period.

JOHN MUIR COMMUNITY HEALTH FUND
Mayor Hoffmeister introduced Jelissa Parham, Executive Director for John Muir Community Health Fund, who presented information on the John Muir Community Health Fund.

Mayor Hoffmeister opened a public comment period, and upon receiving no public comment, closed the public comment period.

ANNOUNCEMENT
RECRUITMENT FOR ONE (1) OPENING FOR THE CITY OF CONCORD’S REPRESENTATIVE ON THE CONTRA COSTA TRANSPORTATION AUTHORITY – CITIZEN’S ADVISORY COMMITTEE City Clerk Joelle Fockler announced one (1) opening for the City of Concord’s Representative on the Contra Costa Transportation Authority – Citizen’s Advisory Committee, and setting a deadline of Friday, November 17, 2023, at 5 p.m. as the deadline for receipt of applications by the City Clerk.

CITY COUNCIL CONSENT CALENDAR
Mayor Hoffmeister opened a public comment period, and upon receiving no public comment, closed the public comment period.

APPROVAL OF MINUTES – October 3 and 10, 2023
A motion was made by Birsan and seconded by Aliano to approve the minutes from the October 3 and 10, 2023 regular meetings. The motion passed by the following vote:

AYES: Aliano, Birsan, Nakamura, Hoffmeister NOES: None ABSENT: Obringer ADOPTION OF ORDINANCE NO. 23-9 – Floodplain Management
A motion was made by Birsan and seconded by Aliano to adopt Ordinance No. 23-9 entitled, “An Ordinance Amending the Concord Municipal Code Title 15 Building and Building Regulations, Chapter

15.75 (Floodplain Management).” Ordinance No. 23-9 was introduced on October 3, 2023, by reading of the title only and waiving further reading. The motion passed by the following vote:

AYES: Aliano, Birsan, Nakamura, Hoffmeister NOES: None ABSENT: Obringer

CITY COUNCIL CONSIDERATION ITEM

APPOINTING COUNCILMEMBER NAKAMURA OR HOLDING A RECRUITMENT TO APPOINT A MEMBER OF THE PUBLIC AS A CITY OF CONCORD REPRESENTATIVE – John Muir Community Health Fund
This item was removed from consideration on the meeting agenda.

City Council Minutes October 24, 2023
3 CITY COUNCIL PUBLIC HEARING
ADOPTION OF RESOLUTION NO. 23-66 – Buttonwood Village Subdivision Tentative Map Associate Planner Michael Hart presented the staff report and explained that Council was being requested to adopt a Resolution denying the appeal of the Planning Commission's adoption of Resolution No. 23-08 PC and approving the Buttonwood Village Subdivision Tentative Map, Density Bonus with one concession and eight reductions of development standards, Planned Development Use Permit, Design and Site Review, and Tree Removal Permit for a small lot development with 14 single-family detached homes on a 1.67-acre site located at 1836 Clayton Way, APN 114-220-019 (PL23017 – TM, UP, DR, RT), subject to conditions of approval.

The appellant, Ivan Gomez, spoke toward the reason for the appeal, stating that the project is a hazard to the neighborhood and he recently found out that there is an oak tree on the site that is home to a fully protected species, the White-tailed Kite.

The applicant, Robert Nichols, stated that the project had an environmental report completed and that he worked with the Planning Department with regard to using SB 330 regulations for the project.

Following questions from the Council, Mayor Hoffmeister opened a public comment period.

The following people spoke in favor of the City Council granting the appeal:

Alex Gillen, Concord
Greg Teal, Concord
Sue Dittmann, Concord
Alyse Plumley, Concord
Melanie Griswold
Anonymous
Theresa
Michael Milani, Milani and Associates, the project’s civil engineer, stated that the project was approved under the City’s current ordinance for small lots, and SB 330 allowed the applicant to use waivers and concessions and the ability to reduce some of the setbacks.

Mayor Hoffmeister closed the public comment period.

Following discussion by the Council, a motion was made by Birsan and seconded by Aliano to adopt Resolution No. 23-66 entitled, “A Resolution Denying the Appeal of the Planning Commission’s Adoption of Resolution No. 23-08 PC and Approving the Buttonwood Village Subdivision Tentative Map, Density Bonus with One Concession and Eight Reductions of Development Standards, Planned Unit Development Use Permit, Design and Site Review, and Tree Removal Permit for a Small Lot Development with 14 Single-Family Detached Homes on a 1.67-Acre Site located at 1836 Clayton Way, (APN 114-220-019) (PL23017 – TM, UP, DR, RT), subject to Conditions of Approval.” The motion passed by the following vote:

AYES: Aliano, Birsan, Nakamura, Hoffmeister NOES: None ABSENT: Obringer

CORRESPONDENCE
a. Agenda Item No. 2.a – Written Public Comment
b. Agenda Item No. 3.a – Contra Costa County Fire Protection District Update – PowerPoint Presentation

City Council Minutes October 24, 2023
4 c. Agenda Item No. 3.c – Family Justice Center - PowerPoint Presentation d. Agenda Item No. 3.d – John Muir Community Health Fund - PowerPoint Presentation e. Agenda Item No. 7.a – Buttonwood Village Subdivision Tentative Map – Benched Correspondence
f. Agenda Item No. 7.a - Buttonwood Village Subdivision Tentative Map – PowerPoint Presentation

COUNCIL REPORTS
Councilmembers shared information on events and activities in which they had participated since the last meeting and commented on items of interest.

ADJOURNMENT
By order of the Mayor, the meeting was adjourned on October 24, 2023, at 9:00 p.m.

LAURA M. HOFFMEISTER
MAYOR

JOELLE FOCKLER, MMC

CITY CLERK

Staff Report
Date: November 7, 2023
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Kevin Marstall, PE, Director of Community Development Carlton Thompson, PE, City Engineer
Bernard Enrile, PE, CIP Manager
Prepared by: Tianjun Cao, PE, Associate Civil Engineer
[email protected]
(925) 671-3243
Subject: Considering the following:

1. Acceptance and appropriation of $175,000 Transportation Development Act – Article 3 (TDA) Grant funds from the
Metropolitan Transportation Commission (MTC) for the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712); and

2. Approval of budget transfers to the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712) in the amounts of $37,000 from West Concord Bikeways Phase 2 (Project No. 2524) and $23,000 from Pothole Base Repair #2 Project (Project No. 2556) for local match funds required by the grant. (Funded by Measure V and Gas Tax Funds)
CEQA: Exempt per CEQA Guidelines Section 15301, 15302,
1503, and 15304.

Report in Brief
The City of Concord (City) applied for and was awarded a $175,000 Transportation Development Act – Article 3 (TDA) Grant for the Sun Terrace Elementary School Crossing Enhancements Project (Project). The Project proposes to install bulb-outs with American with Disabilities Act (ADA) compliant curb ramps and new high-visibility crosswalks on Floyd Lane at the intersections of Falcon Drive and Cardinal Drive.

3.b3.b3.b3.b

City Council Agenda Report
Agenda Item No. 3.b
November 7, 2023
City Council (Council) action is required to appropriate the approved grant funds. Upon approval by Council, City staff (Staff) may begin working on the Project and initiate the process of selecting a design consultant for the Project. The preliminary schedule calls for design to be completed in 2024, with construction substantially completed by 2025.

Recommended Action
Considering:

1. Acceptance and appropriation of $175,000 Transportation Development Act – Article 3 (TDA) Grant funds from the Metropolitan Transportation Commission (MTC) for the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712); and

2. Approval of budget transfers to the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712) in the amounts of $37,000 from West Concord Bikeways Phase 2 (Project No. 2524) and $23,000 from Pothole Base Repair #2 Project (Project No. 2556) for local match funds required by the grant.

Background
On January 10, 2023, Council adopted Resolution No. 23-1 to apply for Transportation Development Act Article 3 Pedestrian and Bicycle Project grant funding for Fiscal Year 2023-2024 for the Sun Terrace Elementary School Crossing Enhancements Project (Project No. 2712).

The Project scope was reviewed by the City’s Bicycle, Pedestrian and Safe Routes to Transit Plan Committee (BPAC) and Council prior to submittal of the application.

Proposed improvements for the Project include installing bulb-outs with ADA compliant curb ramps and new high-visibility crosswalks on Floyd Lane at the intersections of Falcon Drive and Cardinal Drive.

Analysis
On July 26, 2023, MTC advised staff that the City’s TDA grant application had been approved, with a partial allocation of $175,000 for the Project. The full requested amount was $240,000. Local funds in the amount of $60,000 will be funded by a budget transfer and results in a total Project funding of $235,000. The original anticipated Project budget was $300,000.

As mentioned under the financial impact below, there may be a need to add funding to this project at the time of awarding the construction bid as the project is now funded with $65,000 less than the engineer’s estimate. However, staff recommends waiting to see how the construction bids come in before adding additional funding.

Acceptance and appropriation of the TDA Grant funds is required to initiate Project activities. Upon approval by Council, Staff may begin working on the Project and initiate

City Council Agenda Report
Agenda Item No. 3.b
November 7, 2023
the process of selecting a design consultant for the Project. The preliminary schedule calls for design to be completed in 2024, with construction substantially completed by 2025.

Financial Impact
The estimated Project costs for design and construction of this Project is $300,000. The City was awarded a TDA Grant in the amount of $175,000 from MTC, as shown in Attachment 2. The requested amount was $240,000.

Budget transfers in the total amount of $60,000 (20% of the cost) are needed to account for the City’s local match per grant funding requirements. The budget transfers are follows: (1) $37,000 from the West Concord Bikeways Phase Project, Project 2524 (Fund 260) because the project was a past TDA project that was not awarded funding and there are funds remaining in the project; (2) $23,000 from the Pothole and Base Repair #2 Project, Project 2556 (Fund 407) because the project is complete and there are funds remaining in the project.

There remains a potential need for an additional budget transfer at construction contract award to fully fund the Project since the fully requested grant funding amount was not awarded.

Environmental Determination
The Project is exempt from CEQA pursuant to CEQA Guidelines Section 15301 – Existing Facilities, 15302 – Replacement or Reconstruction, 15303 - New Construction or Conversion of Small Structures, and 15304 – Minor Alterations to Land because, among other things, it involves minor alterations to existing streets, sidewalks, bicycle trails and similar facilities, replacement or reconstruction of existing facilities, and construction of limited number of small facilities or structures. A Notice of Exemption (Attachment 3) was filed with the County Clerk on January 11, 2023, in accordance with Resolution 23-1 adopted by Council on January 10, 2023.

Public Contact
The City Council Agenda was posted.

Attachments

1. Project Location Map

2. MTC Funding Letter

3. Notice of Exemption

ATTACHMENT 1
Sun Terrace Elementary School Crossing Enhancements
Project No. 2712
Location Map

Attachment 2

Attachment 3

Staff Report
Date: November 7, 2023
To: City Council Sitting as the Concord/Pleasant Hill Health Care District Board
From: Valerie J. Barone, City Manager
[email protected]
(925) 671-3150
Subject: Considering adoption of a Resolution amending the John Muir Health Bylaws to reflect the dissolution of the John Muir Association and the transfer of the Association's previous responsibilities for appointing five members to the Community Health Fund Board to John Muir Health.

Report in Brief
John Muir Health has requested the Concord/Pleasant Hill Health Care District Board approve John Muir Health Bylaw changes that facilitate the John Muir Health organization assuming the role of appointing five (5) Board Members to the ten member Community Health Fund Board now that the previous appointing body, the John Muir Association, has dissolved.

Recommended Action
Adopt a Resolution (Attachment 1) amending the John Muir Health Bylaws to reflect the dissolution of the John Muir Association and the transfer of the Association’s previous responsibilities for appointing five members to the Community Health Fund Board to John Muir Health.

Background
In August of 2012, the Contra Costa Local Agency Formation Commission approved reorganization of the Mt. Diablo Healthcare District (District) as a subsidiary district of the City of Concord. As part of the reorganization, the District boundaries were redrawn to include portions of the City of Pleasant Hill and all of the City of Concord.

In September of 2013, the District renamed itself from the Mt. Diablo Healthcare District to the Concord/Pleasant Hill Health Care District. The Concord City Council sits as the District Board.

3.c3.c3.c

City Council Agenda Report
Agenda Item No. 3.c
November 7, 2023
The District is a party to the Community Benefit Agreement by and Between the District and John Muir Medical Center (currently called John Muir Health). The Community Benefit Agreement was first entered into in 1996 and documents the combining of assets and operations between what was then the Mt. Diablo Health Care District (now the Concord/Pleasant Hill Health Care District) and what was then known as the John Muir Medical Center (now known as John Muir Health). Within the Community Benefit Agreement is a requirement for John Muir Medical Center to create a Community Benefit Corporation and fund it with $1 million per year. Further, the Community Benefit Agreement requires John Muir Health to receive District Board approval for changes to certain sections of the John Muir Health Bylaws.

When the Community Benefit Corporation (called the Community Health Fund) was created, bylaws were adopted. The Health Fund Bylaws required the Community Benefit Fund to be governed by a ten member Board. At that time, half of the Board members were to be appointed by the District and half by the John Muir Association.

The John Muir Association was a legally recognized organization with membership of doctors within the John Muir system.

In June of 2013, after Concord took on the District as a subsidiary organization, the Community Health Fund Bylaws were amended to have the District Board (the Concord City Council) appoint three board members and Pleasant Hill’s City Council appoint two board members. At that time, the remaining five Board members were still appointed by the John Muir Association. Earlier this year, however, the John Muir Association voted to dissolve. As it no longer exists as a legal entity, the Association can no longer make appointments to the Community Health Fund Board.

Analysis
John Muir Health, when informed by the John Muir Association of its desire to disband, asked for District Board support of a John Muir Health bylaw change that would enable John Muir Health to take on the role of appointing five of the Board members to the Community Health Fund board.

With this change, the Community Health Fund would retain its full ten members. The only difference would be that the five Community Health Fund board members that were previously appointed by the John Muir Association will now be appointed by John Muir Health.

Financial Impact
This change in the Community Health Fund appointment process would have no fiscal impact on the City/District.

Public Contact
The City Council Agenda was posted.

City Council Agenda Report
Agenda Item No. 3.c
November 7, 2023
Attachment

1. Resolution approving bylaw changes

Res. No. 23-XX 1

BEFORE THE CONCORD/PLEASANT HILL HEALTH CARE DISTRICT IN THE CITY OF

CONCORD, COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Amending John Muir Health Bylaws to
Reflect the Dissolution of the John Muir Association
and the Transfer of the Association’s Previous
Responsibilities for Appointing Five Members to the
Community Health Fund Board to John Muir Health
Resolution No. 23-XX
/
WHEREAS, on August 8, 2012, the Contra Costa Local Agency Formation Commission approved reorganization of the Mt. Diablo Health Care District as a subsidiary district of the City of Concord. As part of the reorganization, the District boundaries were redrawn to include only the cities of Pleasant Hill (portions) and Concord and the name of the Mt. Diablo Health Care District was changed to the Concord/Pleasant Hill Health Care District, a political subdivision of the State of California (“District”); and
WHEREAS, the District and John Muir Medical Center now known as John Muir Health, a California nonprofit public benefit corporation (“John Muir Health”) are parties to that certain Community Benefit Agreement dated August 9, 1996 as amended on June 11, 2019 (Community Benefit Agreement); and
WHEREAS, pursuant to the Community Benefit Agreement, John Muir Health may not amend Section 5.6 of the John Muir Health Bylaws without the approval of the Concord/Pleasant Hill Health Care District Board; and
WHEREAS, the Community Health Fund Board of Directors is comprised of ten (10) members, five (5) of whom are appointed by the John Muir Association; three (3) of whom are appointed by the Concord/Pleasant Hill Health Care District Board, and two (2) of whom are appointed by the Pleasant Hill City Council; and
WHEREAS, on February 13, 2023, the John Muir Association Board of Directors adopted a resolution to dissolve the John Muir Association and that in April 2023 the John Muir Association members unanimously approved this action; and
WHEREAS, in July 2023 the California Attorney General processed the John Muir Attachment 1

Res. No. 23-XX 2
Association dissolution; and
WHEREAS, the revisions proposed to the John Muir Health Bylaws are necessary to support the continuation of the Community Health Fund Board as a ten member Board; and WHEREAS, John Muir Health submitted a written request to the Concord/Pleasant Hill Health Care District Board (Exhibit A) that it review and support the John Muir Health Bylaw changes described in this resolution which allows John Muir Health to take over the responsibility of appointing five (5) of the Community Health Fund Board Members now that the John Muir Health Association dissolved;

NOW, THEREFORE, THE CONCORD/PLEASANT HILL HEALTH CARE
DISTRICT BOARD DOES RESOLVE AS FOLLOWS:

Section 1. The Concord/Pleasant Hill Health Care District hereby approves adoption of the amendments proposed by John Muir Health to the John Muir Health Bylaws Sections 5.6 and 4.7, as shown in Exhibit A to this resolution.

Section 2. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the Board of Directors of the Concord/Pleasant Hill Health Care District on November 7, 2023, by the following vote:

AYES: Board members -
NOES: Board members -
ABSTAIN: Board members -
ABSENT: Board members -
I HEREBY CERTIFY that the foregoing Resolution No. 23-XX was duly and regularly adopted at a regular meeting of the Concord/Pleasant Hill Health Care District Board of Directors on November 7, 2023.
__________________________________
Laura M. Hoffmeister, Chair
Concord/Pleasant Hill Health Care District
Joelle Fockler, MMC., Secretary
Concord/Pleasant Hill Health Care District

Res. No. 23-XX 3
APPROVED AS TO FORM:

Susanne Meyer Brown
District Counsel
Attachment: Exhibit A – John Muir Health Bylaws (redline/strikeout)

Proposed Changes to JMH Bylaws
Section 5.6. John Muir/Mt. Diablo Community Health Fund. The Corporation formed a tax- exempt, nonprofit public benefit corporation: the “John Muir/Mt. Diablo Community Health Fund”, formerly known as the “Community Health Benefit Corporation” (the “Fund”). The Corporation shall transfer to the Fund, for so long as the Community Benefit Agreement dated as of August 9, 1996 between the District and the Corporation is in effect, on or before January 10 of each year, (a) One Million Dollars ($1,000,000) to fund the projects meeting the criteria set forth below and (b) reasonable funding for administration, up to a maximum of $200,000 per year to meet the Fund’s administrative expenses. It is expected that in any given calendar year the Fund will make every reasonable effort to fully expend its grant funds and earned interest, and any unexpended project funds or interest earned will be carried over for distribution. The criteria for projects to be funded are as follows: (a) the project is within the service area set forth in Exhibit C to the Community Benefit Agreement; (b) the project meets an unmet community healthcare need, within the meaning of SB 697 or its successors, if any; (c) the funds are to be advanced to a nonprofit, tax-exempt entity; and (d) the funding of the project is consistent with the Corporation’s and the Fund’s tax- exempt status and all other applicable laws, including those regarding the fiduciary duty of Directors and applicable conflict of interest laws. The Articles of Incorporation for the Fund shall provide that the Corporation is the sole corporate member of the Fund, and that the Articles of Incorporation and Bylaws may not be revised without the prior written consent of the Corporation.

The Bylaws shall provide for a ten (10) member board of directors, five (5) of which shall be appointed by the Association Corporation, three (3) of which shall be appointed by the District’s board of directors, and two (2) of which shall be appointed by the City of Pleasant Hill; provided, however, that not more than two (2) elected officials from any one governmental agency may be appointed to the Fund’s Board of Directors. The Bylaws shall also provide that the Fund will not perform any fundraising, or use the principal and interest of the One Million Dollars ($1,000,000) per year for administration, and that the Corporation will have a right to audit the Fund for compliance with this Section 5.6. Counsel for the District has determined that the requirements of the Brown Act could apply to the Fund but not to the Corporation Board. If, for any reason, it is determined by a court or government agency or counsel for the Corporation that the Brown Act applies to the Corporation as a result of the District’s right to appoint three (3) directors to the Fund, then from the date of that determination all three (3) directors shall be appointed by the Corporation Board.

Section 4.7. Board Action.
…
(c) Major Corporate Actions. This subsection restates, in these Bylaws, Section 7.5 of the Community Benefit Agreement between the Corporation and the Mt. Diablo 6 Health Care District, now known as the Concord/Pleasant Hill Health Care District (the "District"). In the event the Corporation desires to take a major corporate action outlined in Section 4.7(b) or below in this Section, it must comply with both Sections. The Corporation shall not, without the prior written consent of the District board and the John Muir Association, (i) sell, transfer, or otherwise dispose of all or substantially all the assets of the Corporation; (ii) issue a membership to any person or entity; (iii) merge with any other person or entity, unless the Corporation is the surviving corporation in the merger; or (iv) amend Section 5.6 of these Bylaws.

Exhibit A to Attachment 1

Staff Report
Date: November 7, 2023
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Kevin Marstall, PE, Director of Community Development Prepared by: Leng Power, Community Services Manager
[email protected]
(925) 603-5838
Subject: Considering an update on status of the Homeless Strategic Plan and (1) endorsing the Working Group’s established goals; and (2) providing feedback on the proposed strategies.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c),
15061(b)(3), 15262, 15273, 15306, and/or 15378.

Report in Brief
In February 2023, the City Council (Council) authorized a scope of work for development of a Homeless Strategic Plan (Plan) involving three major phases of Plan development. Phase One concluded in June 2023 and a draft Background Report synthesizing data collection, analysis, community feedback, and stakeholder input was presented to Council for review and input; this input is being incorporated into the final Background Report. On August 22, 2023, Council endorsed a Vision Statement for the Plan and provided feedback on proposed goals and preliminary strategies. The Working Group continued its efforts and now seeks Council endorsement of the proposed goals and feedback on the proposed strategies.

Recommended Action
Receive an update on the status of the Homeless Strategic Plan and (1) endorse the Working Group’s established goals; and (2) provide feedback on the proposed strategies.

4.a4.a4.a4.a4.a4.a

City Council Agenda Report
Agenda Item No. 4.a
November 7, 2023
Background
The first update to Council on the Homeless Strategic Plan was for Council was in June 2023, at which time a draft of the Background Report was presented. City staff (Staff) and the consulting team are working to incorporate Council feedback into the next draft of the document, which will be presented to Council in the draft final Plan.

The Working Group subsequently met on July 13 and July 24, 2023, and used feedback from Council and the community, along with data collected in the Background Report, to develop a vision statement and preliminary goals. Council endorsed the vision statement (with a minor edit) and provided feedback on the proposed goals and preliminary strategies on August 22, 2023.
“The City of Concord envisions a community where every person has a safe, affirming, stable place to live. This vision endeavors to reduce homelessness through community involvement, collaboration with partner agencies (both government and non-government partners) and enhanced services that are carried out in a dignified, compassionate, and equitable manner.”
The Working Group then met on August 28, September 6, September 25, and October 23, 2023, to continue its work on goals and strategies. Staff and the consulting team are seeking Council’s endorsement of the Working Group’s proposed goals and feedback on the preliminary strategies (see Attachment 1).

Analysis
The adopted vision statement and the proposed Plan goals were developed by synthesizing data in the Background Report and input received throughout Phase One from Council, the general community, stakeholder groups, and those with lived experience of homelessness. The Working Group included in their effort the review and consideration of survey information. Three surveys were conducted which included:
persons with lived experience; homeless service providers; and the general community.

The survey findings, which are not statistically valid, reflect consistent themes regarding barriers to stable housing and necessary services to assist those who are unsheltered (see Attachment 2).
 The Community Survey identified the top concerns to be trash and rubbish in homeless encampments (84%) and safety in parks or other public spaces (68%).  The Lived Experience Survey identified the top services requested to be help locating a place to live (60%), access to housing with affordable rent (60%), and access to legal camping/parking (46%).
 The Homeless Service Provider Survey identified the top three barriers unhoused persons face to achieve stable housing were related to household income (76%), unaffordable housing costs (70%), and mental health Issues (64%).

City Council Agenda Report
Agenda Item No. 4.a
November 7, 2023
The information in Attachment 2 to this report of the survey data will be included in the final draft of the Strategic Plan.

The Working Group fully supports the proposed goals as presented to Council and seeks endorsement of them. Because the working group has come to consensus on the goals, they have begun concentrating on the strategies. Strategies are intended to be the actions the City could undertake to achieve the goals. In terms of the strategies, the City’s consulting team conducted research and gathered data to support an evidenced based approach to addressing homelessness in Concord. Attachment 1 provides a summary of the supporting evidence for each of the proposed strategies and identifies the strategies that are prioritized by the Working Group. The strategies are drafts that will be formalized and confirmed by Working Group members pending further discussion and input from Council.

Next Steps
Two community meetings are scheduled to be held (one in person and one online) on November 15th and November 16th. The feedback from Council and the community will be provided to the Working Group during the November 27th Working Group meeting.

The feedback will be used by the Working Group to refine the proposed strategies and, as a final component to develop a proposed Implementation Plan. In alignment with the project scope of work, the Implementation Plan will consist of action steps the City can take to implement Plan strategies, including evaluating and securing funding sources, and assessing partnership opportunities to achieve Plan goals. A final draft of the Homeless Strategic Plan, as recommended by the Working Group, and incorporating the Background Information, the Vision Statement, the Goals and Strategies, and lastly an Implementation Plan, is anticipated to go before the Council for consideration on January 23, 2024.

Financial Impact
As this is a preliminary stage of review and feedback, no fiscal impact analysis has occurred. A fiscal analysis of the Draft Homeless Strategic Plan will be presented to Council when the draft Plan is brought to Council in January.

Environmental Determination
Pursuant to the California Environmental Quality Act of 1970, Public Resources Code Section 21000, et seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively, “CEQA”) these activities do not constitute a “project” within the meaning of Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378, because they have no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, are exempt pursuant to CEQA Guidelines Sections 15262, 15273, and/or 15306 because they consist of feasibility and planning studies and/or information collection. No unusual circumstances exist and none of the exceptions under CEQA Guidelines

City Council Agenda Report
Agenda Item No. 4.a
November 7, 2023
Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis. Individual projects will undergo CEQA analysis as necessary.

Public Contact
The City Council Agenda was posted.

Attachments

1. Concord Homeless Strategic Plan Goals and Strategies

2. Report on Survey data for Concord Homeless Strategic Plan

3. Correspondence

Attachment 1

CITY OF CONCORD HOMELESS STRATEGIC PLAN

GOALS AND STRATEGIES FOR

CITY COUNCIL CONSIDERATION
November 7, 2023

2 TABLE OF CONTENTS
OVERVIEW OF GOALS & STRATEGIES..............................................................................................................................................1 STRATEGIC PLAN VISION STATEMENT: ............................................................................................................................................1 DRAFT GOALS PENDING COUNCIL ADOPTION:................................................................................................................................2 DEVELOPMENT OF DRAFT STRATEGIES ..........................................................................................................................................2 MOBILE DECENTRALIZED RESOURCE CENTER .............................................................................................................................6 JOINT CITY/COUNTY PARTNERSHIP CONCEPT...............................................................................................................................6 OVERVIEW OF SERVICES ......................................................................................................................................................................6 COUNTY PERSPECTIVE .............................................................................................................................................................................7 GOALS ADDRESSED..................................................................................................................................................................................7 POTENTIAL PROGRAM MODELS .................................................................................................................................................................8 BUDGET.................................................................................................................................................................................................8 RESOURCES NEEDED .........................................................................................................................................................................9 THE EVIDENCE AND DATA...................................................................................................................................................................9 IMPLEMENTATION..............................................................................................................................................................................11 TIMELINE .............................................................................................................................................................................................11 TEMPORARY HOUSING SUPPORT...................................................................................................................................................13 SUMMARY ...........................................................................................................................................................................................13 OVERVIEW OF SERVICES.........................................................................................................................................................................13 COUNTY PERSPECTIVE ...........................................................................................................................................................................14 GOALS ADDRESSED................................................................................................................................................................................14 INTERIM HOUSING SUPPORT MODELS ...........................................................................................................................................14 SCATTERED SITE INTERIM HOUSING .............................................................................................................................................14 TINY HOMES INTERIM HOUSING ......................................................................................................................................................14 RAPID REHOUSING ............................................................................................................................................................................15 BUDGET...............................................................................................................................................................................................16 SCATTERED SITE INTERIM HOUSING BUDGET ..........................................................................................................................................16 RAPID RE-HOUSING BUDGET ..................................................................................................................................................................19 RESOURCES NEEDED .......................................................................................................................................................................20 INTERIM HOUSING...................................................................................................................................................................................20 TINY HOMES RESOURCES NEEDED .........................................................................................................................................................21 RAPID RE-HOUSING RESOURCES NEEDED ..............................................................................................................................................22 THE EVIDENCE AND DATA.................................................................................................................................................................22 INTERIM HOUSING...................................................................................................................................................................................22 RAPID RE-HOUSING ASSISTANCE............................................................................................................................................................23 IMPLEMENTATION..............................................................................................................................................................................24 INTERIM HOUSING .............................................................................................................................................................................24 RAPID REHOUSING ............................................................................................................................................................................24 FUND DEVELOPMENT/ RESOURCE COORDINATION STAFFING .................................................................................................25 PROJECT IMPLEMENTATION APPROACH.......................................................................................................................................26 STRATEGIES FOR FUTURE CONSIDERATION................................................................................................................................27

3 THE COST OF HOMELESSNESS.......................................................................................................................................................30 DOCUMENTATION OF EVIDENCE-BASED STRATEGIES ...............................................................................................................33

1 OVERVIEW OF GOALS & STRATEGIES
The Homeless Strategic Plan Working Group was established to act as an advisory body to the Council, staff, and project consultants working on the development of the Homeless Strategic Plan. The Homeless Strategic Plan is intended to guide future City efforts and investments related to responding to the impacts of and the needs of Concord’s unsheltered population, using data and fact-based information. The overarching goal of the Homeless Strategic Plan is to provide a well-informed blueprint for guiding future municipal endeavors and investments to address pressing issues arising from the unsheltered population in Concord. The plan places a significant emphasis on data-driven, fact-based decision-making.

Traditionally, homeless services have primarily fallen under the purview of larger cities, counties, and non-profit agencies affiliated with Continuums of Care (CoC). Federal and State funding, in the context of homeless programs, has been channeled predominantly toward these entities. Nonetheless, the persistent rise in chronic homelessness is becoming increasingly evident across numerous jurisdictions, including Concord. The Bay Area Homeless Report produced in June 2021 by the Bay Area Economic Institute notes that the homeless population in the Bay Area today (including Contra Costa County) “…is larger, less sheltered, and growing faster than ever before.” The needs of persons experiencing homelessness exceed the capacity of traditional funding sources and service providers.

In response to this crisis, many cities, including Concord, have taken a more proactive role in delivering homeless services. The Concord Homeless Strategic Plan is a testament to the City’s recognition of this urgency and its commitment to crafting strategies that acknowledges and addresses the unique needs of its unsheltered population. The following report delves into the strategies and goals that underpin Concord’s role as part of the solution and defining Concord’s role in helping to provide a roadmap for a more compassionate, effective, and sustainable approach to homelessness within the community.

STRATEGIC PLAN VISION STATEMENT:

On August 22, 2023, the Concord City Council endorsed the homeless strategic plan vision that was recommended by the Working Group after providing additional clarity regarding partner agencies. The finalized statement on the next page serves as a guideline for the creation and priorities of the strategies and goals put forward by the Working Group.

2 “The City of Concord envisions a community where every person has a safe, affirming, stable place to live. This vision endeavors to reduce homelessness through community involvement, collaboration with partner agencies (both government and non-government partners,) and enhanced services that are carried out in a dignified, compassionate, and equitable manner.”
DRAFT GOALS PENDING COUNCIL ADOPTION:

From May through July, the Working Group hosted monthly presentations from experts on successful homeless service delivery models and presentations on the latest studies regarding homelessness. The City and consulting staff conducted surveys and interviews regarding homelessness completed by community members, the business community, and persons with lived experience of homelessness. Over the course of three months, the Working Group reviewed and utilized these results to craft the following draft goals for the strategic plan (goals are not listed by priority):

1. Increase homeless prevention services – This goal aims to address the rise in persons at risk of becoming homeless.

2. Create a safe place for the unhoused to dwell – This goal aims to address the number of person experiencing unsheltered homelessness.

3. Increase coordination of emergency response efforts – This goal is informed by the desire to add response and planning around emergencies that do not trigger the current emergency response system.

4. Create immediately accessible temporary housing – This goal focuses on immediately moving persons from the street to interim housing, where they can transition to permanent housing.

5. Explore avenues of equitable support for target populations – The working group made great effort to ensure that all target populations are represented and that any proposed strategies reflect the need for equitable and holistic solutions for hard-to-reach populations.

6. Strengthen system support – The working group recognizes that currently available funding is limited, and current efforts should reflect the desire to enhance existing services that are working in the City, as well as improve other services.

DEVELOPMENT OF DRAFT STRATEGIES
This document takes the next step in the strategic planning process by providing an analysis of strategies considered by the Working Group to assist persons experiencing homelessness to achieve and maintain housing stability. The Working Group

3 deliberated on potential strategies during the August and September meetings. The initial draft strategy areas meant to achieve the above-mentioned goals and vision were:

1. Creation of a Centralized Resource Center (brick and mortar location)

2. Development of multiple Decentralized Resource Centers (mobile centers)

3. Interim Housing Units

4. Places of Rest (Tiny Homes)

5. Scattered Site Permanent Supportive Housing (PSH)

6. Grant Writing Support
The Working Group deliberated on these areas, requesting additional data and budget related to the strategies to inform their priorities and focus. Based on the final discussion in the meeting, three target areas remained under consideration:

1. Centralized Resource Center

2. Multiple Mobile Decentralized Resource Centers

3. Rapid Re-housing financial assistance to persons recently displaced, including:
a. Development of a Tiny Home community providing (Interim Housing) b. Creation of Scattered Site Interim Housing
c. Grant writing support
The Working Group deliberated the proposed target areas at the October 25th meeting and continued to narrow the focus to two core strategies:

1. Mobile Decentralized Resource Centers and

2. Temporary Housing Support, including;
a. Tiny Home Community Providing Interim Housing
b. Creation of Scattered Site Interim Housing
c. Rapid Re-Housing
d. Fund Development/Resource Coordination
The group endorsed the inclusion of Fund Development/Resource Coordination Staffing, which was previously delineated as grant writing support. This title was changed to indicate the larger scope of work this position would fulfill. The Working Group also noted a Project Implementation Approach is a crucial component of the final plan. While many strategies did not receive final endorsement by the Working Group, they are listed in this document for Council review and further discussion.

Below is a visualization of the draft strategies and the related draft goals. Draft goals are color-associated with the strategy that they will impact (both strategies address strengthening system support.)

4 The following analysis outlines each strategy and how it relates to the draft goals. All strategies are evidence-based practices, as documented in this report. It should be noted that there are nearly as many types of strategies to address homelessness as there are cities that are dealing with this issue. However, this document concentrates on the most applicable policies and best practices. A study published by the Benioff Homelessness and Housing Initiative in conjunction with the University of California, San Francisco, in June 2023, The California Statewide Study of People Experiencing Homelessness, identifies nine policy recommendations and a total of 32 different strategies for addressing homelessness.

The study evaluated who is experiencing homelessness in California, how they became homeless, what their experiences are and what is preventing them from exiting homelessness. Nearly 3,200 persons, selected to be a representative sample, responded to a questionnaire and 365 individuals participated in in-depth interviews.

The study found that the homeless population is aging and minority groups are overrepresented. People experiencing homelessness in California are primarily Californians. Nine out of ten persons interviewed lost their last housing while living in California and 36% met the federal criteria for chronic homelessness. Participants reporting stress and trauma over time preceded their experience with homelessness and physical and sexual victimization was common. Over 80% of participants reported high lifetime rates of mental health and substance abuse challenges.

The Benioff report concluded with nine policy recommendations that are geared towards the State level, but may provide insight at the local level. Some are expansion of existing programs, others are recommendations for pilot programs of untried but

5 promising, strategies. Listed in the next two pages are the strategies that are in the Benioff report for reference only.

Increase affordable housing options available to extremely low-income households.

This includes:
 Expand deep rental assistance program by advocating at the federal level for additional Housing Choice Vouchers (formerly known as Section 8);  Support usability of existing subsidies by assisting Voucher holders to locate units and increasing landlords’ acceptance of Vouchers;  Incentivize production of deeply affordable housing by removing local permitting barriers and providing additional funding such as Homekey.  Pilot shared housing projects (allowing two or more unrelated persons to live together in a unit and share expenses), giving clients agency to choose with home they live.
 Pilot providing monetary support to facilitate shared housing with family members or friends.

Increase homeless prevention:
 Pilot shallow monthly subsidy or lump-sum payment programs.  Incentivize property owners/tenant mediation to reduce evictions.  Increase homelessness prevention services in institutional settings to reduce exits to homelessness.
 Embed homelessness prevention in mainstream systems where at-risk individuals seek services (healthcare, social service, domestic violence, education).

Facilitate swift exits from homelessness:
 Increase housing navigation services to those in unsheltered settings.  Ease barriers to identifying affordable housing options through housing search tools.
 Lower barriers to accessing ID cards and other needed documentation.

Increase access to services for physical and behavioral health needs.  Increase access to substance use treatment.
 Increase outreach with harm reduction services (naloxone, needles, drug testing).
 Prioritize investments in promising treatments for stimulants such as contingency management.
 Increase linkage to harm reduction and substance use treatment through hospital emergency departments.

6  Increase availability of permanent supportive housing for those with complex behavioral health needs.
 Create permanent supportive housing responsive to the needs of older adults.  Increase street medicine outreach.
 Increase access to full scope reproductive services, prevention and housing resources for pregnant people.
 Increase access to mental health care in all settings including both sheltered and unsheltered settings.
 Increase availability of recuperative care/medical respite for people exiting the hospital.

Address the criminal justice system to homelessness cycle.  Lower housing barriers for those with criminal justice system records.  Improve re-entry support for those exiting carceral settings.  Reduce carceral responses to homelessness such as sleeping or living in public spaces, ticket or towing of vehicles.

Increase opportunities for earned income and benefits utilization.  Increase evidence-based employment supports.
 Increase enrollment in income-eligible benefits such as SSI/SDI.

Support those impacted by domestic violence.
 Increase availability of emergency shelters and permanent housing options for those impacted by domestic violence.

Increase outreach to those experiencing unsheltered homelessness.  Invest in sustained outreach related to physical health, behavioral health, benefits, and housing navigation services to those living in vehicles, encampments and other unsheltered settings.

Center racial equity
 Strengthen housing anti-discrimination policies and enforcement mechanisms.  Prioritize equity in local coordinated entry systems and regularly review data to ensure equitable pathways to permanent housing.
 Lower housing barriers for those with criminal justice system records.

There are a number of studies that have shown other strategies to be effective. The key to any successful plan addressing homelessness will be to ensure that programs are operated by experienced and dedicated organizations with staff capacity and sufficient funding for proper administration. Clear and thoughtful standards must be in place. For

7 example, Alameda County has adopted Shelter Standards for all programs providing shelter or interim housing to persons experiencing homelessness. All Home is a coalition of policymakers, affordable housing, social equity and economic mobility stakeholders, housing and homelessness service providers, and business and philanthropic partners seeking to promote innovative solutions to homelessness in nine Bay Area counties, including Contra Costa. The organization promotes 7 Principles for Interim Housing, emphasizing, “a basic level of site management is necessary for the success of a site and its residents, even in low-barrier models…” The purpose of site management is to ensure a clean and safe environment for residents, staff, and neighbors. Basic site management standards should include a reasonable level of security, daily wellness checks, garbage collection, and regular maintenance and cleaning.”
In addition, it is crucial that programs generate broad-based community support for future sustainability. The City of Concord will need to consider not just the best strategy but whether there will be sufficient resources to effectively manage the program long- term. All selected strategies should leverage available resources and partner agencies to increase the impact that can be achieved with City funding. The Contra Costa County Division of Health, Housing, and Homeless Services (H3) offers many of the services needed to assist persons experiencing homelessness, including many of the components of the proposed strategies. The County is an essential partner in any City endeavor. In addition, communication and outreach to local service providers indicate a willingness to partner with the City to provide supportive services.

In terms of funding and approach, faith-based and fraternal organizations are potential sources of funding and/or donations of in-kind items. The County has Measure X funding that may be available to subsidize some of the activities noted in this report.

There is also funding available from the U.S. Department of Housing and Urban Development (HUD) and the State of California. The vision statement declares that work must be “carried out in a dignified, compassionate, and equitable manner,” which means that operators of programs should be experienced and value the need for a person‑centered approach focusing on the individual’s needs with an understanding of the lived experience of homelessness and of the impacts of trauma individuals may have experienced.

Below is a summary of the costs and number of persons served for all core strategies. It is estimated that around 408 persons will be served, costing $3,934,000 for 1st-year costs and $2,197,000 for ongoing annual costs. The definition of household can be a person or a family.

8 Strategy Persons Served
Annually
Start-Up Costs Annual Costs Total 1st-year
costs
Mobile Resource
Center
200 – 300
(unduplicated)
$305,000 $636,000 $941,000
Rapid Rehousing 20 – 30
(avg $2,000
monthly)
$10,000 $620,000 $630,000
Scattered Site
Interim Housing
24 – 36
(6 month stay)
$122,000 $232,000 $354,000
Centralized Interim
Tiny Homes
60 – 75
(6 month stay)
$850,000 $522,000 $1,322,000
Scattered Site
Interim Tiny
Homes
60 – 75
(6 month stay)
$500,000 $187,000 $687,000

9 MOBILE DECENTRALIZED RESOURCE CENTER
Joint City/County Partnership Concept
The development of a mobile, decentralized resource center received strong support from the Working Group and Contra Costa County. HealthCare for the Homeless program staff showed support for the strategy by indicating their willingness to partner and implement such a program to leverage and enhance existing services. The decentralized resource center model can be effective in getting persons experiencing homelessness into services and programs leading to housing.

Overview of Services
Delivery of mobile services to homeless individuals can be implemented more quickly than through the development of a “brick and mortar” center, but services offered are more limited. Mobile programs provide services near areas where homeless individuals are currently residing (encampments, parking lots, or public properties), thereby increasing access and the likelihood that individuals will get the help they need to transition out of homelessness. A decentralized resource center, such as a “street medicine” program, provides better equity when it comes to serving marginalized and hard to reach populations. According to the 2023 California Street Medicine Landscape Survey and Report, street medicine is a critical access point for people of color, with 25% of patients utilizing this program identifying as Black and 23% identifying as Latino/x. Funding for street medicine programs is currently easier to identify and secure compared to other service models. Street medicine programs in California are sponsored by several different types of institutions, including Federally Qualified Health Centers (FQHC; 48%), 501c organizations (16%), sponsored by a hospital (12%), government agency (12%), or academic institution (8%).

Services would be provided at three separate outreach locations to be determined by staff. The program would operate similar to Healthcare for the Homeless (HCH). HCH currently provides mobile healthcare and behavioral health services to patients who are experiencing homelessness at several sites across the county. HCH mobile clinics are open and free to all who are experiencing homelessness, regardless of insurance or immigration status. County staff indicate that they would suggest a mobile service center operating three days per week at three separate sites. The City would allocate funding to a program operator to assist with staffing the direct services for the project.

Additionally, the city would hire internal staffing to provide administrative coordination of services along with ongoing fund development.

Services to be provided at the mobile resource center include:
 Case management

10  Shower/bathroom trailers
 Hygiene/food distribution
 Referrals to healthcare, income assistance, employment, and housing programs  Basic medical care
 Tuberculosis testing and treatment
 Free, confidential, on-site infectious disease testing including STD and health screenings (such as for diabetes)
 Immunizations
 Assistance with wound and medication management
 Referral to mental health and substance use treatment  One-on-one behavioral health therapeutic case management and referrals as needed
 Dental services (dental clinics only)
 Enrollment help for health insurance (Medi-Cal)
 Health education
 Connection to doctors and providers for ongoing primary care  Outreach and community advocacy
 Linkages to General Assistance, CalFresh and other benefits  Referrals to vision services
County Perspective
As mentioned above, the County expressed interest in discussing a joint partnership for the creation of a mobile resource center serving homeless individuals in Concord.

CORE currently provides mobile services to persons experiencing homelessness, though not the more comprehensive services outlined in this strategy. If a full mobile resource center is not selected as a strategy, County staff suggested that the City consider providing funding for an additional CORE team to expand availability from weekdays during business hours into the evenings and/or weekends.

Goals Addressed
3 - Increase coordination of emergency response efforts 5 - Explore avenues of equitable support for target populations 6 - Strengthen system support
Potential Program Models
Contra Costa County H3 staff have expressed interest in partnering with the City to create a mobile resource center. There are a few potential program models to be explored:

11 ● Joint operation by the City and the County, in partnership with other local service providers and CORE - this is the recommended model ● Non-profit operator selected via Request for Proposal by and with the City providing direction and financial support, or a
● City operated program.

BUDGET
It is anticipated that start-up costs will be fully funded by the City. The County indicated interest in providing staffing and may be able to cover additional annual costs. The County recommended providing services in three different locations, three days per week.

START UP COST
Item Cost Notes
Mobile office space trailer $100,000 Office trailer is optional, but services will be limited if a trailer is not
available, especially during inclement
weather.

Mobile shower/bathroom
trailers
$200,000 Should note that non-profit
organizations may be used in lieu
(e.g., Bay Church)
Staff Supplies $5,000
Total Start Up Costs $305,000

ANNUAL OPERATING COST
City Staffing $300,000 Two resource coordination /grant positions for the City.

County Staffing &
Supplies
$250,000 Support for CORE and County staff
cost in the first year. Future costs to
be supported by grants secured by
the resource coordination/grant writer.

Trailer/vehicle
maintenance
$30,000
Other operational cost $50,000

12 Insurance - general,
workers comp
$6,000
Total Annual Operating
Cost
$636,000

RESOURCES NEEDED
Partnerships: Building strong partnerships with other agencies, non-profits, local government entities, and community organizations is vital for long-term financial sustainability and the provision of comprehensive services. Partnership with the County will bring funding and staffing for mental health and healthcare services to the program.

Locations: Securing appropriate locations is central to the success of a mobile service center. Parking lots or other paved areas with owners willing to permit use three times per week must be identified and agreements negotiated.

Trailers/Computers: Trailers can be used as on-site offices, counseling spaces, and for storing supplies and equipment. Computers and internet connectivity are necessary for administrative tasks, data collection, and communication.

Staffing: Employing a dedicated and qualified team is crucial for the effective operation of the mobile service center. Staff members may include social workers, case managers, outreach workers, and administrative personnel.

Resource Development: Establishing resource development roles is vital for securing funding to sustain and expand the mobile service center’s operations. This includes employing a full-time City staff person for administration and a half-time grant writer with an annual budget of $150,000.

THE EVIDENCE AND DATA
A mobile center would be able to provide similar services to the Centralized Resource Center, although would not provide a safe place for people to dwell during the day, a place to get out of the weather, or personal storage space. The need for services available and accessible to persons experiencing homelessness is evident in Concord, especially those living in encampments. CORE currently provides mobile services, though not the more comprehensive services envisioned in this strategy. The CORE team dedicated to Concord is assisted, when needed, by CORE teams working countywide. In the past nine months, CORE has initiated 3,018 contacts with a total of 791 homeless individuals in Concord. Currently, CORE is only available in Concord during weekday business hours.

13 Bringing resources “to the street” near to locations where homeless individuals are living has shown to be an effective method to get individuals engaged in services leading to housing.

A Veteran’s Administration study entitled Does Street Outreach Engage Its Intended Target Population? published in December 2022, states, “Veterans engaged through street outreach reported substantially more days of unsheltered homelessness in the past than the clinic-referred group and were more likely to have spent the past 30 days unsheltered.” The mobile Decentralized resource center brings resources/services to the unhoused like street outreach.

A report by the National Institute of Health (NIH) notes that decentralized mobile services can be more effective at engaging homeless individuals with the most significant barriers to accepting assistance. In an attempt to combat the high rates of addiction, mental illness, and health problems in the homeless population, the VA North Texas Health Care System launched a pilot program in 2013 to provide a homeless mobile medical/mental health veteran (HMMM-V) service program.

According to the NIH, the program “successfully identified homeless veterans in need of services, and more than one-third of these veterans were not previously engaged in VA services. Compared with the typical veterans served at VANTHCS homeless programs, veterans served by the HMMM-V comprised a greater proportion of minorities and a higher proportion who had been exposed to combat.” One of the largest factors to consider for a mobile resource center is the proximity and accessibility it will have for persons experiencing homelessness. In 2019, the National Institute for Transportation and Communities (NITC) conducted a study on Understanding the Impact of Decentralizing Services for Persons Experiencing Homelessness. The study monitored the transition of delivery of homeless sheltering services in Salt Lake County from a centralized emergency shelter to a decentralized, scattered site model with multiple “Homeless Resource Center” (HRC) locations operated by multiple service providers. The outcome results from the study suggested that people using the HRC locations tended to travel less once the centers were decentralized, and visits to many of these decentralized destinations declined by as much as 40%. Moreover, unhoused survey respondents noted that many HRC decentralized locations had less proximity to public transit, limited shuttle services, and proximity to the downtown.

14 IMPLEMENTATION
A mobile resource center offers advantages in terms of speed and simplicity compared to establishing a traditional bricks-and-mortar center. There is no requirement to undergo the time-consuming process of securing a permanent location, which can involve complex negotiations, zoning considerations, and regulatory approvals.

Secondly, the need for potentially costly building rehabilitation or construction is eliminated, saving both time and financial resources. This streamlined approach allows for a more rapid response to community needs, making vital resources and services accessible to vulnerable populations more swiftly and efficiently.

TIMELINE
Determine & Codify Governance Structure - 6 Months
This initial phase involves the crucial task of defining the governance structure for the mobile resource center. Establishing a partnership, particularly with the County, may require time for negotiations, legal agreements, and consensus building. There may be additional opportunities to partner with other agencies/faith-based organizations willing to provide equipment, supplies or volunteers for the program, if it is approved.

Select Sites - 3 Months
Identifying suitable sites is a pivotal step. It involves assessing the needs of the target population, zoning regulations, accessibility, and community input. The three-month duration allows for thorough site selection while maintaining project momentum.

Purchase Trailers and Other Equipment - 3 Months
Acquiring the necessary trailers and equipment involves procurement processes, vendor selection, and logistics planning. This step ensures that the mobile center is equipped with the resources needed to provide comprehensive services.

Hire Staff - 6 Months
Building a skilled and dedicated team is essential for the center’s success. This time allows for recruitment, interviews, training, and onboarding of staff with the required expertise in social services, counseling, and outreach. Based on preliminary conversations with staff, Contra Costa County could provide the necessary staffing under an agreement with the City, but would have to be defined before implementation.

Project Opening in 8 Months
This final milestone marks the culmination of the planning and preparation phase. By the eighth month, all components, from governance to staffing and equipment, should

15 be in place, and the mobile resource center can begin its vital work, serving the homeless population and providing much-needed support.

16 TEMPORARY HOUSING SUPPORT

SUMMARY
This strategy contemplates providing interim housing assistance to persons experiencing homelessness. There are multiple directions the City could take to increase temporary housing support. Three models are currently under consideration:

1. Interim housing through Tiny Homes (centralized and/or scattered sites)

2. Scattered Site Interim Housing (Leasing of single-family homes to be used as temporary housing

3. Provision of Rapid Re-Housing (RRH) temporary rental assistance.

The term “Interim Housing” is not defined by HUD or other programs. In this strategy, it means temporary housing for persons exiting homelessness. In general, HUD considers persons living in temporary housing to still be “homeless” as they have not secured a permanent housing situation. “Scattered Site Housing” is the use of owned or leased low- density residential buildings (single-family homes or very small multi-family buildings) scattered across a number of neighborhoods throughout the City. “Rapid Re-Housing (RRH)” is a HUD term referring to assistance that quickly connects families and individuals experiencing homelessness to permanent housing. RRH may include the use of time-limited financial assistance and targeted supportive services. The City funds a Rapid Rehousing program that is operated by Shelter, Inc.

Overview of Services
The goal of Interim Housing programs is to provide a place for a homeless individual to live while working towards housing by getting identification documents, accessing income sources, finding a job, saving money, seeking counseling, or overcoming other barriers.

Normally, residents are expected to move out within 3-6 months, but some programs allow longer stays. Provision of supportive services varies, depending on the program. There are state and federal funding sources for ongoing operations. However, these funding sources may not allow projects to limit tenants to Concord residents only, and do not allow agencies to require tenants to participate in services.

Supportive services are not always included with Interim Housing or Rapid Re-Housing.

However, many programs help tenants prepare for permanent housing options by offering case management, housing search assistance, meal/food distribution, substance use/mental health counseling, employment assistance, life skills classes, or recreational activities.

17 County Perspective
Interim Housing - The County operates several similar programs and may be a resource for supportive services. The support has suggested general approval around any new beds that can be made available.

Rapid Re-housing - Rapid Rehousing assistance likely would be fully facilitated by the City. The County indicated that there are already sufficient Rapid Rehousing resources available in the County and would not recommend additional allocation limited to the Concord-specific area. However, these resources are county-wide and prioritize the most vulnerable individuals. Concord funding proposed in this strategy is intended to specifically target people experiencing homelessness within the Concord City limits.

Goals Addressed
2 - Create a safe place for the unhoused to dwell.
4 - Create immediately accessible temporary housing.
6 - Strengthen system support.

INTERIM HOUSING SUPPORT MODELS
Interim housing assistance may be provided in a number of different ways. The Working Group expressed interest in the following three models.

SCATTERED SITE INTERIM HOUSING
When offered as “scattered site,” interim housing is provided in separate homes managed under a single program. A household may occupy its own home or may share a home with other individuals. The purchase and maintenance of scattered site housing usually has a high cost per person served.

TINY HOMES INTERIM HOUSING
The typical tiny homes used for interim housing are easy to install, but some models do not fit into City Zoning categories because they are not actual “homes.” They may have electricity but may not have water, kitchens, or bathrooms. The City may be required to declare a State of Emergency to allow these types of tiny homes to be used as shelter.

There are tiny homes that offer full facilities, but a location and utility access will be needed for this type of development. Tiny homes used for the people experiencing homelessness are normally operated non-profits or faith-based organizations and are funded through private sources. Most are located on properties that are owned by government entities or faith-based organizations. Examples can be seen at Yuba County, Pallet Shelter, 14 Forward, Dignity Moves and Better Way. Long-term sustainability can be challenging as tiny homes may not be eligible for many of the traditional homeless funding sources.

18 a. Centralized Tiny Home Model
Goodness Village, located in Livermore, Dignity Moves and Veterans Community Project are examples of tiny home developments that offer units with kitchen and bathroom facilities. Dignity Village and Veterans Community Project are examples of interim housing. Goodness Village is not interim housing; it is a permanent supportive housing project for persons with disabilities who are exiting homelessness. “Permanent Supportive Housing” is affordable housing offering supportive services on site to encourage housing stability and is normally limited to assisting households with at least one member with a disability. b. Scattered Site Tiny Home Model
One example of a scattered site tiny home program is A Tiny Home for Good in Syracuse. A Tiny Home for Good disperses slightly larger tiny homes, across Syracuse. In both organizations, the homes have kitchens and bathrooms.

Residents’ rent is based on their individual circumstances. The organization provides ongoing support by staff and partners with other organizations on care management to encourage long-term, safe, and permanent housing. One person per home is radically different from the typical affordable housing model that often forces difficult roommate situations.

A Syracuse University survey found that A Tiny Home for Good saves Onondaga County $117,694 per tenant per year from decreased use of social and emergency services, food programs, overnight shelters, and jails. There is no data proving that cost savings are achieved as a result of the scattered site approach. However, the program operators noted that a scattered site approach was easier for community members to get behind and easier for the City Council to approve. Additionally, it allowed for tiny homes to be purchased and installed over a longer timeline, allowing the operators to secure funding and identify additional locations.

RAPID REHOUSING
HUD defines Rapid Re-housing (RRH) as the provision of rental assistance and supportive services to households experiencing homelessness. HUD funded RRH may be limited to short-term (up to 3 months) or medium term (4-24 months) assistance. The goal of RRH is to help persons who have recently become homeless to obtain housing quickly, increase self-sufficiency, and stay housed. When HUD funding is used, assistance is offered without preconditions such as employment, income, absence of criminal record, or sobriety. Programs using non-HUD funding sources to provide rental assistance are sometimes referred to as Rapid Re-housing but may adopt their own rules. It should be noted that Rapid Rehousing may not be effective for many persons living in encampments.

These persons may have difficulty locating a rental unit even with the support of rental

19 assistance. These individuals usually have significant barriers to housing, such as insufficient income (most property owners require renters to have income at 2-3 times the monthly rent amount), poor rental/credit history, and lack of furniture and other items.

The City of Concord contracts with Hope Solutions to operate ae Rapid Rehousing program using Permanent Local Housing Allocation (PLHA) state funding. The City’s current program supports 12 households a year. During the COVID pandemic, Shelter Inc provided rental assistance using CDBG-CV funding for the City which sunsets in 2024.

Hope Solutions facilitates outreach plan and materials for potential clients, community organizations, local property owners and the public, as well as referring partners in identifying unhoused individuals and households who are residents of Concord and confirm eligibility for program services. The Rapid Rehousing point of entry in Concord is CORE. In addition, there are County programs that provide short term rental assistance.

BUDGET
The following provides an overview of the estimated cost to implement each Interim Housing type.

Scattered Site Interim Housing Budget
It is anticipated that start-up costs will be fully funded by the City. Over the last few months, working group has deliberated about various options for an interim housing project, such as financing the purchase and or leasing. It was agreed that a complete purchase of the homes would not be the best utilization of available funding, and this strategy would work under a leasing model. The leasing/purchase and maintenance of scattered site housing usually has a high cost per person served.

Start Up Cost
Item Cost Notes
Lease of 3 homes
(Assuming MHP)
$122,000
0 Purchase and operate 3
homes (4+ bedrooms),
housing 4-6 persons per
home
Annual Operating Cost
1 Full time and one half
time case manager
$120,000

20 1 Half time administrative
staff
$50,000
Utilities, water, sewer,
trash
$17,000 Utilities cost based on the
Contra Costa Housing
Authority utility allowance
schedule for 4 BR home.

Maintenance and repair of
homes
$45,000 $15,000 per home
Insurance $10,000 This cost is an estimate
based on consultants’
experience with other
similar tiny house-style
projects.

Total Annual Operating
Cost
$232,000
Centralized Tiny Homes Budget
Contra Costa County looked into the development of a Tiny Home community in Antioch that would provide temporary housing for 50 single person units and 12 two-person units (serving 74 individuals), using Pallet Shelter homes. However, the project did not get underway. The Pallet Shelter units offer electricity and air conditioning and the project was to have shower/ bathroom trailers on site. The initial plan had the community located on a vacant parcel to be improved with landscaping, fencing, walkways, storage containers, picnic areas, bike racks and community rooms. Total cost for purchase and installation of the units, bedding, electric and air conditioning was $990,450 ($13,385 per person). Site development was estimated at $3,300,000 for a total cost of $4,290,450 ($57,979 per person). Operational costs are not available.

The following budget is based on a much smaller project that will use a site that does not require infrastructure development, other than the items noted below. An example would be an existing parking lot.

21 Start Up Cost
Item Cost Notes
Purchase and installation $300,000 Purchase and install 15 units, housing 30 persons
(2 per unit).

Heating/Cooling $200,000 Install electricity, heat, and air conditioning
Mobile bathroom/shower
trailer
$250,000
Fencing and lighting $100,000
Total Start Up Cost $850,000
Annual Operating Cost
2 Full time case managers $160,000
1 Half time administrative
staff
$50,000
Security staff $300,000
Electricity $12,000
Insurance $10,000 This cost is an estimate
based on consultants’
experience with other
similar tiny house-style
projects.

Total Annual Operating
Cost
$522,000

22 Scattered Site Tiny Homes Budget
This budget was based on a revised draft of the and scattered site pilot programs Start Up Cost
Item Cost Notes
Purchase and installation $300,000 Purchase and install 15 units, housing 30 persons
(2 per unit).

Heating/Cooling $200,000 Install electricity, heat, and air conditioning
Annual Operating Cost
1 Full time case manager $120,000
1 Half time administrative
staff
$50,000
Utilities $17,000
Total Annual Operating
Cost
$187,000
Rapid Re-Housing Budget
Provision of housing assistance, including deposits, rental assistance, and utility assistance. The budget below anticipates assisting 20 households for one year. The one- year timeline is an estimate. The City may opt for a shorter or longer term of assistance.

The budget is based on the average cost of monthly rental assistance provided by the City’s current Rapid Re-Housing program operated by Hope Solutions. In addition to rental assistance, Hope Solutions provides supportive services to their clients. The budget anticipates providing funding to Hope Solutions for additional rental assistance and adding an additional case manager specifically for the homeless individuals assisted with this funding source. The City may choose to expand upon the current contract with Hope Solutions or create a new program with available funding. The average cost per assisted family in the current program is approximately $2,000 per month, plus assistance for deposits. The following budget anticipates assisting 20 households at a time.

23 Start Up Cost - No start up costs are anticipated if funding is applied to an existing program. Start up cost below only applies if creating a new program.

Item Cost Notes
Computers, software, and
other office supplies.
$10,000
Total Start Up Cost $10,000
Annual Operating Cost
1 Full time Case Manager $100,000
Rental assistance
Deposit assistance
$480,000
$40,000
Anticipate assisting 20 households for
one year plus $2,000 per household for
deposits.

Total Annual Operating
Cost
$620,000
Resources Needed
Interim Housing
Scattered Site Resources Needed
Locations – Willing Sellers of Homes: Identifying suitable locations for scattered site housing is the foundational step in providing interim housing for vulnerable individuals and families. It involves a collaborative effort to locate properties that are both available for purchase and strategically situated to serve the needs of the target population.

Owner/Operator Experience: Selecting an owner/operator with relevant experience is paramount to the success of the scattered site housing project. The chosen entity should possess not only the financial resources but also the operational capacity and expertise necessary to identify, acquire, maintain, and efficiently manage the homes.

Ongoing Funding Plan: Securing sustainable, long-term funding is essential to maintain the provision of services at scattered site housing locations. A robust funding plan should encompass not only the acquisition and renovation costs of the homes but also the ongoing operational expenses, including staff salaries, maintenance, utilities, and supportive services.

24 Resource Development: To efficiently manage and sustain the scattered site housing project, the allocation of human resources is pivotal. The creation of two critical positions, a full-time City staff person for administration and a half-time grant writer with an annual budget of $150,000, demonstrates a commitment to resource development.

Tiny Homes Resources Needed
Zoning: Securing an appropriate site zoned for tiny home development is a foundational requirement. Alternatively, emergency declarations may temporarily allow the use of specific locations for this purpose.

Homes/Sheds: Acquiring or constructing tiny homes or sheds to serve as living spaces for individuals and families is a fundamental component. These structures should be designed for durability, comfort, and safety while maximizing the efficient use of space.

Trailer/Office (if services are to be provided onsite): If the project intends to offer on-site services, such as case management or counseling, a trailer or office space is necessary.

Furniture/Bedding: Equipping the tiny homes with essential furniture and bedding is crucial for residents’ comfort and well-being. Basic furnishings, such as beds, chairs, tables, and storage solutions, should be provided to create functional living spaces.

Utilities: Depending on the chosen site, utilities may need to be established or connected. This could involve setting up electricity, water, and sewage systems to ensure that the tiny homes have access to essential services.

Security: Security measures are essential to create a safe and secure environment for residents. This may include installing fencing, adequate outdoor lighting, and security cameras to deter trespassing and enhance the overall safety of the community.

Hygiene Facilities: Providing access to hygiene facilities is critical for maintaining residents’ health and dignity. This includes mobile shower trailers with bathing facilities and portable toilets to meet basic sanitation needs.

Support Staff: Dedicated support staff, including case managers, and security personnel, are essential to ensure the well-being of residents. These professionals play a vital role in providing guidance, assistance, and security within the tiny home community.

25 Resource Development: The creation of two critical positions—a full-time City staff person for administration and a half-time grant writer with an annual budget of $150,000—demonstrates a commitment to resource development. The administrative staff will oversee day-to-day operations and project coordination, while the grant writer will seek additional funding sources to sustain the project and potentially support future programs or projects.

Rapid Re-Housing Resources Needed
● Staffing/case manager
● Software/computers

THE EVIDENCE AND DATA
Interim Housing
Friends of the Mission in Woodland have operated Scattered Site interim housing for individuals, families, and youth who are in need, but especially the homeless population in Yolo County, for over 25 years. Friends of the Mission built and helped operate 5 permanent supportive housing units in West Sacramento for Fourth & Hope and West Sacramento homeless clients. This project cost $1.8 million to develop, with additional costs for ongoing case management support.

A tiny home community may provide similar services to the Centralized Resource Center, although many do not. Services would require a trailer/office for services and staffing. The “shed type” tiny home is not a permanent structure, and this would be a short-term strategy only. The counties of Sutter and Yuba, in addition to the City of Chico, have operated very financially sustainable tiny home communities for persons experiencing homelessness. One successful project is 14 Forward serving Yuba County, which began operating in July 2016 and is still currently underway. In one year, the program housed 589 individuals in 20 two-person shed-type shelter units and offered a variety of services to assist in moving people experiencing homelessness toward permanent housing.

Services include healthcare, meals, employment services, showers, personal hygiene items, legal assistance, animal services, and mental health services. Most individuals stay for less than 30 days, although some reside in the units for several months. Over 40% of residents meet the HUD definition of chronically homeless (long term homeless individuals with a disability). Over 350 persons had no income when they arrived, and 27% of these secured a source of income before they left the program. Over 80% exited the program to either a permanent or temporary housing situation (such as a shelter bed), while 22 individuals gained entry into either a hospital or residential treatment facility. Tiny home communities operated in Yuba and Sutter County and the project in Chico have been

26 successful primarily due to extensive participation by county services, especially behavioral health.

A study published in December 2022 as a collaboration between the Center on Budget and Policy Priorities, the National Alliance to End homelessness, the National Health Care for the Homeless Council, the Housing Justice Collective, the National Low Income Housing Coalition, the Urban Institute and the National Coalition for the Homeless encourages the use of interim housing rather than the traditional emergency shelter model to assist persons experiencing homelessness. Reimagining Interim Housing: Tools for Strengthening Current Interim Housing Programs and Services promotes a low barrier, housing focused approach, such as non-congregate interim housing, “to better respond to public health crises, provide healthier environments, and to create more welcoming and efficient systems.”
Rapid Re-Housing Assistance
According to the National Alliance to End Homelessness, Rapid Re-Housing has been “demonstrated to be effective in getting people experiencing homelessness into permanent housing and keeping them there.”
Homelessness Prevention and Rapid Re-Housing Program (HPRP): Year 2 Summary, a report published by HUD in 2011 examines the first two years of HUD funding for this type of emergency rental assistance. The report states, “the data shows that after receiving homelessness prevention and/or rapid re-housing assistance, program participants were most likely to exit the program to permanent housing.”
In the City of Concord, Hope Solutions currently provides Rapid Rehousing services to unhoused individuals and families who are residents of the City through the Rapid Rehousing for Unhoused Residents program. Hope Solutions facilitates the outreach plan and materials for potential clients, community organizations, local property owners and the public, as well as referring partners in identifying unhoused individuals and households who are residents of Concord and confirm eligibility for program services. They provide housing navigation to qualified households in order to locate, apply for and secure rental housing; working with households, landlords, and housing providers to negotiate lease agreements and lease terms and prepare and submit rental applications.

Hope Solutions provides a level of financial assistance based on household need, providing 6 - 12 months of rental subsidy paid directly to property owners for security deposit and rental subsidy. They also assist individuals with navigating and applying for support services, developing a livable budget, researching, and securing housing opportunities. Hope Solution keeps track of expenses to ensure sufficient funds for clients

27 served and monitor account for appropriate expenditure of funds. This includes the submission of monthly reports to City detailing clients served and outcomes and monthly Request for Reimbursement, including sources and uses detailing financial assistance provided and operational expenses. Hope Solutions served 12 Households in FY 2022/23 and anticipate serving 10 to 15 Households in FY 2023/24.

IMPLEMENTATION

INTERIM HOUSING
Scattered Site - In the current housing market, it may take some time to identify suitable homes at a reasonable price. The total number served over the period of a year will depend on the average length of stay. Individuals with significant barriers to housing, such as long-term homelessness, poor credit, limited income and/or substance use, or mental health issues may require longer stays to become housing ready. ● Hire staff - 3 months
● Purchase first home - 6 months
● Activity likely will take 2-3 years to reach full implementation Tiny Homes - The most difficult step will be locating an acceptable site for installation of the tiny homes. Once a site is obtained, a tiny home community can be ready for occupancy in 3-6 months.
● Hire staff (and security for a centralized tiny home community - 6 months ● Homes installed and ready for occupancy - 9 months

RAPID REHOUSING
● Expansion of the City’s current contract with Hope Solutions could take place in 1-2 months.
● Selecting non-profit-profit via RFP and developing a new program will take 6-8 months.

28 FUND DEVELOPMENT/ RESOURCE COORDINATION STAFFING
Many non-profit organizations are focused on the services they provide and do not have the capacity to seek additional funding. Grant writing and management are very technical skills that many organizations do not have, and it can be a very time-consuming process.

The Working Group recommends that the City fund two positions to provide grant writing support and resource development coordination. These positions would leverage current resources and support ongoing operations and future sustainability. Resource development support would assist with identification of available funding and writing grants for City-supported projects. Funding for two fund development/resource coordination positions is expected to be $300,000 per year. In future years, the City may consider funding a portion of this activity from grant administration grant fees.

Examples of Funding Available for Ongoing Operational Support and/or Future Projects
● Donations and foundation/private grants
● Community Development Block Grant (CDBG) - U.S. Department of Housing and Urban Development (HUD) funds provided by the City
● California Advancing and Innovating Medi-Cal (CalAIM) - State funds ● Homeless Housing, Assistance and Prevention (HHAP) - State funds provided to the Continuum of Care (CoC)
● Continuum of Care Competition - HUD funds provided to the local CoC ● Emergency Solutions Grant (ESG) - HUD funds provided to the local CoC ● HOME-ARP - HUD funds provided to the State dedicated to providing homeless services and housing
● Homekey - State funds
● No Place Like Home - State funds
● Permanent Local Housing Allocation (PHLA) - State funds

29 PROJECT IMPLEMENTATION APPROACH
As noted above, any of the strategies under consideration will require an experienced operator with the capacity to dedicate sufficient experienced and trained staff to ensure a successful program that will be a benefit to the entire Concord community. The City does not have the staffing, experience, and infrastructure in place to implement the strategies.

However, the City can be an extremely valuable partner by facilitating project development, providing funding, and offering resource development support. The City may wish to adopt standards to ensure that program operators provide the level of care desired by the community, such as the Alameda County Shelter Standards.

As stated, Contra Costa County will be a willing partner for select strategies listed above.

The County has a strong internal infrastructure to manage projects and can add additional in-kind resources to most initiatives. A non-profit or faith-based organization is also a viable option as an operator of homeless programs or projects. Nonprofits and faith-based organizations (referred to as Non-profit Operators in the following discussion) are able to solicit donations and are eligible for funding sources that are not available to governmental agencies or to a for-profit developer. They also may bring existing resources and community support to the project to leverage City funding. The City would be able to place requirements on the Non-profit Operator such as location, hours of operation, services required, staffing, security, and ensuring no negative impact on neighbors.

Depending on the source of funding, the City may be required to solicit the Non-profit Operator through a federally compliant procurement process or may be allowed to negotiate directly with the desired organization.

30 STRATEGIES FOR FUTURE CONSIDERATION
The Working Group deliberated on many different strategies. All proposed strategies were considered and discussed over the course of multiple meetings. After review and input, other strategies were emphasized. Members of the Working Group supported the following ideas but determined to focus on the two strategies noted above based on the goals, and on the strategies’ ability to have a direct impact towards moving chronically homeless individuals towards housing sustainability, the interest level of the County for partnership to leverage resources, and the number of persons that can be served with existing funding. It should be noted that the recommended strategies will not accomplish all goals.

The following strategies are worthy of consideration but did not receive final Working Group endorsement. The City may choose to undertake them in addition to the recommended strategies or may opt to reconsider them in the future.

CENTRALIZED RESOURCE CENTER
The development of a “brick and mortar” Centralized Resource Center is the most complicated strategy considered and would require a robust commitment from the City and the Concord community to be successful. Discussions with H3 staff do not indicate an interest in partnering with a new centralized resource center in the central area of the County. The County currently operates the Concord Emergency Shelter that acts as a resource center, in addition to Trinity Center in Walnut Creek. Both sites actively serve the Concord homeless population. Without support from H3, provision of all services needed to serve persons living in encampments will be difficult and costly.

Anticipated outcomes of this type of facility vary. Since it is a “drop in” program, it does not require individuals to attend on a regular basis. Those individuals attending regularly who are actively engaged in counseling/classes are much more likely to achieve a higher level of self-sufficiency and housing success. For example, Trinity Center in Walnut Creek typically sees 150-200 individuals per year who attend regularly, although there are many more that drop in for a few days or a meal. In the past year, 82 participants secured temporary or permanent housing (approximately 40% success rate for those attending regularly).

Centers require significant upfront costs (including acquisition, renovation, and supplies) as well as ongoing operational costs (building upkeep, staff salaries, and equipment). It is estimated that the minimum startup cost would be $600,000. This could be higher, depending on the rehabilitation needs of the selected site. Annual operating costs are estimated at $846,000. The Working Group determined that developing Decentralized Resource Centers, in cooperation with the County, would be a quicker and more cost effective service delivery model.

31 PREVENTION SERVICES
The Working Group had a robust discussion regarding the need for services for the prevention of homelessness. However, this strategy was not pursued by the Working Group at this time. Prevention services can vary. Examples include legal services to avoid eviction, financial assistance to pay back rent, financial assistance to a household in crisis (car repairs, medical expenses), or housing search assistance for persons who must seek a new housing situation. Most of these services are offered by local agencies when funding is available. The City operates a rapid re-housing program providing and recently enacted a residential tenant anti-harassment ordinance and a residential tenant protection program.

FOSTER YOUTH/TRANSITIONAL AGE YOUTH (TAY) INTERVENTION
It is recommended that this component be considered for a future endeavor. Although this target population has specific needs, current funding will be focused on the general homeless population. Regional and statewide organizations like Fred Finch Youth and Family Services and Environmental Alternatives may be potential future partners for this focus area.

SAFE CAMPING/SAFE PARKING
Camp Hope was opened in Martinez during the pandemic and served approximately 50 individuals. It closed in late 2022. Safe camping/parking sites are generally temporary as there are no state or federal funding sources dedicated to these types of programs.

Although some safe camping sites offer limited support services, many do not, as these types of programs are simply intended to provide homeless individuals a safe place to dwell. They are not geared towards moving people towards sustainable housing solutions.

PERMANENT SUPPORTIVE HOUSING
Permanent supportive housing (PSH) is affordable rental housing with supportive services onsite and is limited to persons with a disabling condition. The Working Group contemplated PSH in a scattered site format, but it was removed from consideration due to the small number of persons that could be served with the limited resources available (estimated 12-18 persons). As it is permanent housing, there is very little turnover. Once units are filled, it is rare for additional units to become available.

PSH units are limited to persons with a disability. The HUD definition of disability includes persons experiencing physical or mental impairment that substantially limits one or more major life activities. Some projects also limit tenancy to persons exiting homelessness.

Projects have lower barriers to entry than most affordable housing. For example, they may accept tenants with poor rental or credit history. Due to the requirements of most funding

32 sources, projects are not able to limit tenants to Concord residents only and cannot require tenants to attend services.

Supportive services offered often include case management, meal/food distribution, substance abuse/mental health counseling, employment assistance, life skills classes, and recreational activities. Studies show that PSH helps to promote housing stability and reduces the costs associated with hospital and institutional care for persons with disabilities. For individuals with chronic patterns of homelessness, PSH provides a significant reduction in the use of expensive acute care services such as emergency shelters, hospital emergency rooms, and detoxification and sobering centers. Fourth and Hope, a non-profit based in Woodland, has operated a financially sustainable scattered site PSH program for nearly 30 years. Goodness Village in Livermore offers 28 tiny home, single occupancy PSH units.

The UCSF study notes that permanent supportive housing can be very helpful when working to house persons with complex behavioral health needs. However, long term funding for supportive services can be difficult to secure. In a report entitled Permanent Supportive Housing as a Solution to Homelessness: The Critical Role of Long-Term Operating Subsidies published in June 2023, the Turner Center for Housing Innovation at UC Berkeley notes, “how PSH is managed influences the success of the model; the “supportive” component of PSH is critical to keeping people stably housed.” When compiling the report, the authors conducted extensive interviews with staff operating a number of PSH sites, and the report continues, “Interviews with staff at these organizations highlight that the current level of resources are insufficient for providing the staffing and supports that are needed to manage these properties effectively and meet residents’ needs.”
On its website, the Center for Evidence-Based Solutions to Homelessness states, “Providing permanent affordable housing to individuals with chronic patterns of homelessness has also proven to significantly reduce use of expensive acute care services such as emergency shelters, hospital emergency rooms, and detoxification and sobering centers.”

33 THE COST OF HOMELESSNESS
During the COVID pandemic, the City of Concord worked with Contra Costa County and other agencies to place homeless individuals into vacant motels, in addition to providing funding for rental assistance and rapid re-housing to achieve social distancing. Funding for these programs is coming to an end.

The City also provides funding and police support for the County Coordinated Outreach Referral and Engagement (CORE) team dedicated to persons experiencing unsheltered homelessness in Concord. CORE delivers basic necessities and referrals to services to homeless individuals in an effort to assist with securing permanent housing. Interviews with persons experiencing homelessness, service providers and interested community members indicated that the CORE team is helpful, but hours and days are limited. The County’s CORE program reported initiating 741 contacts with 341 different persons experiencing unsheltered homelessness in Concord during July 2023. The City currently funds the Concord three member CORE team at a cost of $269,729 annually, however this is not the full cost of the team. Per H3, City funds are leveraged with $635,758 from other sources for a total annual cost of $905,487.

The Public Policy Institute of California calculates that in 2012 “…the per capita cost to incarcerate an offender in the state prison system was $58,816; a county jail inmate on average, cost about $41,563 per year.” Costs today would be even higher.

State initiatives such as Prop 47 have decriminalized many drug and petty theft related offenses which leaves law enforcement and the court system without intervention tools to encourage persons into drug rehabilitation or mental health treatment. CORE team members have stated that once a person is open to accepting treatment, it is important to get them to a safe place and move forward on a referral as soon as possible. This is often not possible as there are waiting lists for shelter beds. They also note that there are few effective tools remaining to address persons who can no longer care for themselves due to mental health or substance use issues.

The City of Concord is saddled with many costs as a result of the current State of homelessness. Within March 2023, the City of Concord Police Department received 559 calls that had keywords “homeless,” “transient” and/or a variation of similar terms. Of the 559 calls, approximately 225 were specific to homelessness. This represents a significant cost to the City in terms of police officer and dispatcher time used for issues that could be resolved through other means. Clean up of City properties where homeless encampments have been removed incurs the cost of dumpsters, staff time, hazardous waste disposal. All of this cost for actions resulting in the homeless persons moving to another site and everything starts over again.

34 Homelessness has an economic impact on the business community as well. Business owners must pay for vandalism damage and may see a loss of customers. Many have conveyed concern for their customers’ and employees’ safety due to incidents that have occurred. One commercial property management company states that they call the Police almost daily to report trespassing. The Police respond, but often too late to address the issue and the problems continue. Some business owners report incurring thousands of dollars in costs associated with additional security, clean up, lighting, and fencing. These actions reduce issues, but do not eliminate them.

There is a human cost to homelessness as well. Many of the persons with lived experience of homelessness that have participated in focus groups or the survey are frustrated with being sent from one service provider to another across town or outside of Concord. Transportation becomes expensive for persons living in desperate situations.

The transient nature of homelessness means moving from one camp site to another, without an exit from homelessness. Continual moving may result in loss of the few possessions of value that are owned such as medication, clothing, tents, sleeping bags, IDs and other documentation needed to access services or housing assistance.

Homeless individuals have stated that the perception of homelessness leaves individuals feeling robbed of respect and dignity. Continual moves, even moves into housing, are a disruption and can result in a loss of the feeling of support and community.

A study published by Los Angeles County, The Services Homeless Single Adults Use and Their Associated Costs, followed nearly 150,000 homeless individuals for a one-year period. The report examines Los Angeles County’s departments of Health Services, Mental Health, Public Health, Public Social Services, the Sheriff’s Office, and Probation office. In FY 2014-15, these six agencies spent an estimated combined total of $965 million to provide services, benefits and care to the population of homeless single adults identified in the study. Using U.S. Bureau of Labor Statistics Consumer Price Index rates, this amount would be well over $1 billon today, or an average of $7,815 per person. It should be noted that this amount is the cost of serving homeless individuals as they remain unhoused. It does not include the cost of providing housing assistance.

The healthcare system incurs increased costs resulting from unsheltered homelessness.

Given the cost of emergency room visits and hospital stays, homelessness has a significant impact on the cost of Medi-Cal/Medicare programs. The 2022 report entitled, Health Status and Chronic Disease Burden of the Homeless Population, notes “Homelessness and health influence one another through multiple, reinforcing mechanisms. For example, poor health can lead to employment problems which, in turn, affect one’s ability to afford safe and reliable housing. Conversely, stress and the experience of homelessness may introduce or exacerbate health issues such as infectious

35 disease, high blood pressure, diabetes, and asthma. The report also identified documentation of “the extent to which mental health issues arise with homelessness, including incident and more severe episodes of alcoholism, anxiety and depression and other psychiatric conditions.”
The Frequent Users of Health Services Initiative funded by the California Endowment and California HealthCare Foundation evaluated the outcomes of providing innovative, integrative approaches to addressing the comprehensive health and social service needs of frequent users of emergency departments for persons with barriers to housing access; and barriers to medical, mental health and substance use treatment. Nearly half of the persons studied were homeless at the time of enrollment. Of the homeless individuals, 54% were successfully placed in shelters, a board and care home or other placements.

Clients who were homeless at enrollment and subsequently connected to permanent housing showed a 34% reduced rate of and charges for emergency department and inpatient hospital utilization. The study found that providing connections to stabilizing services such as housing, health insurance and income benefits was “an important intermediate outcome of the intervention models and most of the programs were successful in connecting clients to needed resources.”

36 DOCUMENTATION OF EVIDENCE-BASED STRATEGIES
ADDITIONAL LINKS:

Street Medicine:
https://www.chcf.org/publication/ca-street-medicine-landscape-survey-report/ https://www.chcf.org/wp-
content/uploads/2023/03/CAStreetMedLandscapeSurveyReport.pdf https://www.chcf.org/publication/ca-street-medicine-landscape-survey-report/ https://www.chcf.org/publication/how-share-data-practical-guide-health-homeless-care/ Medicaid and MediCal:
https://www.chcf.org/blog/innovation-intersection-health-care-homelessness/ https://www.chcf.org/publication/housing-related-community-supports/ Scattered Site and Tiny Homes:
https://friendsofthemission.org/index.php/programs-and-services/ https://www.smartcitiesdive.com/news/tiny-houses-homeless-veterans-2-approaches- Kansas-City-Syracuse-Colorado/690835/
https://static1.squarespace.com/static/5c09890aaf209696cd2ec9fa/t/61f2dffd5324f93bda2 20246/1643307005734/THG_MPA+Capstone_Final.pdf
https://multco-web7-psh-files-usw2.s3-us-west-2.amazonaws.com/s3fs- public/A%20Place%20for%20You%20One%20Pager_Aug2018.pdf

Attachment 2

REPORT ON SURVEY DATA FOR

THE CITY OF CONCORD HOMELESS STRATEGIC PLAN
November 7, 2023

BACKGROUND

The City of Concord is developing a strategic plan to address the crisis of homelessness in our community. The Plan will help assess gaps in services, clarify community goals, identify strategies and help set priorities for funding investments to effectively respond to and prevent homelessness. As a component of the se efforts, Thurmond Consulting was instructed to design and distribute three surv eys to gathering feedback that will help identify opportunities for improvement in the City of Concord. These surveys were shared with three target audiences:

 Community members living in the City of Concord
 Homeless service providers in the City of Concord
 Persons experiencing homelessness in the City of Concord

The purpose of these surveys was to collect qualitative data and did not aim to capture demographically representational information. The goal of these surveys was to provide additional referential data that the Homeless Strategic Plan Working Group (Working Group) is utilizing along with other data sources, such as the Homeless Management Information System (HMIS), Point In Time Count (PIT), County Data, and regional and national data trends.

METHODOLOGY

Thurmond Consulting presented the draft questions to the Homeless Strategic Plan Working Group on May 22 nd. The surveys for persons with lived experience and service providers were approved by the Working Group at the May 22nd meeting. The worki ng Group requested a few changes and additions to the community survey, which was finalized in June.

Both the service provider and lived experience surveys were released June 19 th and the community survey was released June 30th. The community survey was provided in English as well as Spanish (5 Spanish surveys were completed by the close of the survey.) All surveys close d on 7/19/2023 at 5:00 PM PST. All surveys were conducted through Survey Monkey. However, pdf copies of all surveys were provided. All completed surveys were manually added and included in the finalized report pulled from Survey Monkey.

Most of the service and lived experience surveys were completed in the first week that the link was live. The community survey had two peaks: July 2nd – July 9th, and July 14th – July 16th. At the request of the Working Group, the surveys kept open a few additional days to ensure maximum participation was collected. In that time, an additional 50 responses were collected from the surveys. All responses dro pped steeply by July 18 th and no new surveys were submitted on the last day the survey was open.

OVERVIEW ANALYSIS OF DATA

The data collected from all three surveys generally aligned with the information collected from previous meetings and focus groups in the City of Concord. While each survey had target-specific questions, all three surveys requested information on current needs, barriers, and requested services for unhoused persons in the city. In all three surveys, there were a few consistent findings. Across the board, mental health was identified as one of the top issues and barriers for those who were unhoused ( 77% for community respondents, 64% for service provider respondents, and 37% for lived experience respondents.) Additionally, substance use was identified as another key barrier to stable housing ( 67% for community respondents, 35% for service provider respondents, and 12% for lived experience respondents.)

COMMUNITY SURVEY

This survey was completed by community members in the City of Conc ord, including working residents (36%), business owners (18% accumulated), and retired/unemployed residents (46% accumulated). Most responses were completed in Survey Monkey and took approximately 5 minutes to complete. All responses remained confidential. The top concerns that the community identified were trash and rubbish in homeless encampments (84%) and safety in parks or other public spaces (68%). Community members were invited to provide written comments (question 5 in survey) to give additional information or context to their concerns. About half of respondents provided additional comments; primarily concern ed for public safety due to use of illegal substances and disruptive behavior in public spaces.

Additional comments emphasized the need for immediate solutions to public behavior. Contrary to the lived experience and service provide r surveys, community members felt that one of the largest barriers was unhoused persons unwillingness to access shelter or housing. The survey results revealed that the three most difficult barriers identified for unhoused persons to achieve stable housing were related to mental health (77%), substance use (67%), and refusal to access shelter (44%). It is worth noting that unaffordable housing cost was indicated as a significant barrier (42%) but did not take precedent over the previous mentioned areas.

LIVED EXPERIENCE SURVEY

This survey was completed by persons who have or a re currently experiencing homelessness in the City of Concord. Surveys were primarily conducted by shelter and service provider staff (65%) who worked with unhoused persons to complete their survey. The surveys took approximately 4 minutes to complete, an d all responses remained confidential. The services most requested by persons with lived experience but were not available were help locating a place to live (60%), housing with affordable rent (60%), and legal camping/parking (46%). When asked what they believe are the most needed services for homeless in the City of Concord, they indicated the need for housing with affordable rent (81%), necessities such as food and clothing (56%), emergency shelter (50%), affordable housing with supportive services on s ite (50%), and help accessing services (43%). There was a noticeable correlation in the survey between the unreceived needed

THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING REPORTED BY THE COMMUNITY

Mental Health
(77%)
Substance Use Issues
(67%)
Refusal to Access Shelter
(44%)

THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING REPORTED BY LIVED EXPERIENCE

Household Income
(81%)
Unaffordable Housing Costs
(68%)
Poor Rental / Credit Histories
(43%)

services and the barriers to stable housing. Surveyors felt the three most difficult barriers they faced were related to household income (81%), unaffordable housing costs (68%), and poor rental/credit history (43%). While a good number of respondents were in the working age range of 25 – 50 (43%), an equal amount (43%) indicated they were older than 61 and nearing retirement. While this survey was not quantitative and is only one means of data, it does indicate the housing risk that many persons nearing retirement are facing.

SERVICE PROVIDER SURVEY

This survey was completed by homeless service providers (shelter, health provider , food and hygiene supplies, etc.) in the City of Concord. Most responses were completed in Survey Monkey and the survey took approximately 5 minutes to complete. All responses remained confidential.

Service providers were asked to share general programmatic information. A majority of providers served individuals with substance use and mental health needs (66% each) as well as persons over the age of 60 (82%) and persons with a disability (76%).

THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING REPORTED BY SERVICE PROVIDERS

Household Income
(76%)
Unaffordable Housing Costs
(70%)
Mental Health Issues
(64%)
Service providers indicated that the three most difficult barriers unhoused persons face to achieve stable housing were related to household incom e (76%), unaffordable housing costs (70%), and mental health Issues (6 4%). When asked what they believe are the most needed services for homeless in the City of Concord, they indicated the need for affordable housing with supportive services on site (88%), housing with affordable rent (82%), mental health services (58%), necessities such as food and clothing (42%), and help accessing these services (42%).

COMMUNITY SURVEY REGARDING HOMELESSNESS
DATA RESULTS FROM 712 RESPONDENTS

Q1 LOCATION
Homeowners 79.72%
562
Renters 11.21%
79 Unsheltered (removed from survey results) 0.43%
3 I do not reside in Concord 8.65%
61 Q2 GROUP MOST CLOSELY IDENTIFY

Concord Resident and employed in Concord

36.34%
254

Concord resident and business owner in Concord 11.87%
83 Currently or previously unsheltered Concord resident 0.43% 3 Employed in Concord (not a homeless service provider)

2.58%
18 Business owner in Concord 1.86%
13 Resident or business owner of another community in Contra Costa County

4.15%
29 Resident and Retired/Unemployed

42.78%
299

Q3 EXPERIENCE WITH HOMELESSNESS (MULTI-SELECTION)

Unsheltered persons living in my neighborhood, business, or employment 58.98% 417
Worked or volunteered to provide food, housing or other assistance to homeless individuals

36.92%
261
I know people who have experienced homelessness 36.21%
256
I have been, or I have known people who were at risk of homelessness 21.78% 154
I don’t have direct experience with homelessness or individuals experiencing homelessness

16.12%
114
I have experienced homelessness at least once in my life 10.04% 71 Q4 HOW HAS HOMELESSNESS AFFECTED YOU? (MULTI-SELECTION)

I am concerned about trash/rubbish in homeless encampments 84.82% 598
I am concerned about the safety, health or living conditions of persons I perceive to be homeless in my community

68.23%
481
I feel unsafe in parks or other public spaces when I see individuals who I perceive to be homeless are present

59.29%
418
I think that homelessness creates more crime in my community 57.45% 405
I am concerned about families with children who I perceive to be homeless in my community

53.05%
374
I feel like my business is affected by persons who are homeless 16.45% 116
I don’t feel like homelessness affects me 2.41%
17 Q5 OTHER CONCERNS ABOUT HOMELESSNESS IN THE CONCORD COMMUNITY

Provided Answer 47.75%
340

Skipped Question 52.25%
372
Additional Concerns around Mental Health 18.53%
63 of 340
Additional Concerns around Substance Use 17.94%
61 of 340
Additional Concerns around Shelter 5.88%
20 of 340
Additional Concerns around Camping 8.82%
30 of 340
Additional Concerns around Violence 1.18%
4 of 340
Additional Concerns around Cost of Living / Rent 3.42% 11 of 340
Additional Concerns around Polices role 3.53%
12 of 340

Q6 THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING FOR PERSONS AT RISK OR

CURRENTLY EXPERIENCING HOMELESSNESS IN CONCORD (THREE SELECTIONS) Transportation 3.98%
28 Refusal to access shelter or housing 44.60%
314
Lack of support system 23.72%
167
Abandonment due to gender or sexual identity 2.27%
16 Housing Discrimination 5.82%
41 Household income is not sufficient to qualify for available units 31.82% 224
Mental health issues

77.41%
545

Difficulty with getting or maintaining employment

23.86%
168
Housing costs are not affordable for many people 42.90% 302
Lack of adequate sized housing 4.83%
34 Landlords are not willing to accept tenants with poor rental or credit histories

12.93%
91 Substance use issues 67.90%
478
Need for job training 11.79%
83 History with legal/justice system 16.62%
117
Lack of Service Coordination

12.07%
85 Persons exiting homelessness need case management or supportive services to be successful in permanent housing

27.41%
193

Q7 SELECT THE FIVE MOST NEEDED SERVICES TO ADDRESS HOMELESSNESS IN THE CITY OF

CONCORD

Help locating or accessing mental health services 61.18% 424
Help locating or accessing substance abuse services 49.93% 346
Affordable housing with supportive services on site 46.46% 322
Trash, rubbish removal 40.26%
279
Housing with affordable rent 31.89%
221
Job training or employment services 31.75%
220

Additional law enforcement support 29.44%
204
Bathroom/shower access 27.42%
190
Help locating a place to live 26.55%
184
Emergency shelter or temporary motel vouchers 23.81%
165
Services for Veterans 23.52%
163
Necessities such as clothing, hygiene supplies 16.88%
117
Help locating or accessing healthcare 16.74%
116
Help obtaining identification and benefits 14.29%
99 Services for victims of domestic violence 14.00%
97 Assistance paying for utilities, deposits 12.55%
87 Help finding or paying for childcare 10.68%
74 Food and Nutrition Services/Education 7.50%
52 Education services (including GED) 7.50%
52 Services for LGBTQ+ individuals 5.48%
38 Assistance with transportation 4.76%
33 Legal services 4.33%
30 Language translation services 2.60%

18

LIVED EXPERIENCE OF HOMELESSNESS SURVEY
DATA RESULTS FROM 32 RESPONDENTS

Q1 RESPONDENTS AGE

Under 18 0.00%
0 18-24 0.00%
0 25-50 43.75%
14 51-60 12.50%
4 61+ 43.75%
14 Q2 NUMBER OF PEOPLE ARE IN HOUSEHOLD (INCLUDING SELF)

1 (single) 62.50%
20 –
2 25.00%
8 –
3 6.25%
2 –
4 6.25%
2 –
5 or more

0.00%
0 Q3 CHILDREN UNDER THE AGE OF 18 IN YOUR HOUSEHOLD

Yes 25.00%
8

–
No

75.00%
24 Q4 HAVE YOU BEEN HOMELESS WITHIN THE LAST 3 YEARS?
Yes 75.00%
24 No 25.00%
8 Q5 IN THE PAST YEAR, WHICH OF THE FOLLOWING SERVICES DID YOU NEED?

Received Help Needed but
no help
received
Did not need
help
Help locating a place to live 13.33%
4 60.00%
18 26.67%
8 Housing with affordable rent 6.67%
2 60.00%
18 33.33%
10 Legal camping/parking area 13.33%
4 46.67%
14 40.00%
12 Assistance with housing deposits
or utilities

7.14%
2 42.86%
12 50.00%
14 Assistance finding a job 6.67%
2 40.00%
12 53.33%
16 Mental health services 21.43%
6 35.71%
10 42.86%
12 Job training or employment
services

6.67%
2 33.33%
10 60.00%
18 Emergency shelter 15.38%
4 30.77%
8 53.85%
14 Healthcare services 42.86%
12 28.57%
8 28.57%
8 Services for Veterans 0.00%
0 30.77%
8 69.23%
18

Education services (including GED) 7.14%
2 28.57%
8 64.29%
18 Legal services 14.29%
4 21.43%
6 64.29%
18 Assistance with transportation 35.71%
10 14.29%
4 50.00%
14 Services for victims of domestic
violence

15.38%
4 15.38%
4 69.23%
18 Necessities such as food, clothing,
hygiene supplies

73.33%
22 6.67%
2 20.00%
6 Substance use services 15.38%
4 7.69%
2 76.92%
20 Help finding or paying for
childcare

0.00%
0 7.69%
2 92.31%
24 Language translation services 0.00%
0 7.69%
2 92.31%
24 Q6 WHAT DO YOU FEEL ARE THE THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING FOR

PERSONS AT RISK OF HOMELESSNESS OR CURRENTLY EXPERIENCING HOMELESSNESS IN

CONCORD

Household income is not sufficient to qualify for available units 81.25% 26 –
Housing costs are not affordable for many people

68.75%
22 –
Landlords are not willing to accept tenants with poor rental or credit histories

43.75%
14 –
Mental health issues

37.50%
12 –
Lack of support or community upon entering permanent housing

37.50%
12 –
Transportation

31.25%
10

–
Difficulty with getting or maintaining employment

25.00%
8 –
Lack of small size housing (studio and 1 bedroom)

18.75%
6 –
Substance abuse issues

12.50%
4 –
Need for job training

12.50%
4 –
History with legal/justice system

12.50%
4 Other (please specify) 12.50%
2 Lack of moderate size housing (2-3 bedrooms) 0.00%
0 Lack of large size housing (4+ bedrooms) 0.00%
0 Q7 SELECT THE FIVE MOST NEEDED SERVICES TO ADDRESS HOMELESSNESS IN THE CITY OF

CONCORD

Housing with affordable rent 81.25%
26 Necessities such as food, clothing, hygiene supplies 56.25% 18 Emergency shelter or temporary motel vouchers 50.00% 16 Affordable housing with supportive services on site 50.00% 16 Assistance paying for utilities, deposits 43.75%
14 Healthcare 31.25%
10 Mental health services 31.25%
5

Assistance with transportation 25.00%
8 Help accessing services (housing, health, food) 25.00% 8 Bathroom/shower access 25.00%
8 Help finding or paying for childcare 25.00%
8 Job training or employment services 18.75%
6 Food or nutrition services 18.75%
6 Services for Veterans 18.75%
6 Legal services 18.75%
6 Education services (including GED) 18.75%
6 Trash, rubbish removal (near campsites, parks, other public locations) 12.50% 4 Additional law enforcement support 12.50%
4 Services for victims of domestic violence 12.50%
4 Substance use services 6.25%
2 Language translation services 6.25%
2 Other 0.00%
0

SERVICE PROVIDER SURVEY
DATA RESULTS FROM 17 RESPONDENTS

Q1.A AGENCY NAME (WRITTEN RESPONSE)

1. Pleasant Hill Senior Center/Rec &
Park

2. Friends Feeding Friends

3. Rainbow Community Center

4. Veterans Accession House

5. Life Learning Academy

6. St. Vincent de Paul of Contra Costa
County

7. White Pony Express

8. Calli House Youth Shelter

9. Older Adult Mental Health

10. CORE

11. SHELTER, Inc.

12. Contra Costa Health Services

13. GROW

14. Food Bank of Contra Costa

15. Dentists On Wheels

16. Good Shepherd Lutheran Church

17. CHARMED Inc.

Q1.B LOCATION OF SERVICES (WRITTEN RESPONSE)

Concord 52.94%
9 Concord & Neighboring Locations 17.65%
3 Contra Costa County 17.65%
3 Outside Concord 11.76%
2 Q2 TARGET POPULATIONS SERVED

Persons with substance abuse disorder

82.35%
14 Persons with mental health disorders

82.35%
14 Persons over the age of 60

82.35%
14 Persons with disabilities

76.47%
13 Veterans 70.59%

12 Victims of domestic violence, human trafficking, sexual assault

58.82%
10 Households without children

52.94%
9 LGBTQIA+

52.94%
9 Households with children

47.06%
8 Persons with HIV/AIDS

41.18%
7 Other 35.29%
6 Unaccompanied youth/parenting youth

23.53%
4 Provide shelter or housing for individuals who cannot perform average daily living skills

17.65%
3 Q3 SERVICES PROVIDED

Supportive services 94.12%
16 Food/meal assistance 76.47%
13 Transitional housing 52.94%
9 Housing navigation 52.94%
9 Transportation assistance 52.94%
9 Care coordination 47.06%
8 Street outreach 47.06%
8 Rapid Rehousing 35.29%
6

Mental health services 35.29%
6 Other 35.29%
6 Permanent supportive housing 29.41%
5 Emergency shelter/motel vouchers 29.41%
5 Substance use services 29.41%
5 Physical health services 29.41%
5 Permanent housing WITHOUT supportive services 11.76%
2 Q4 NUMBER OF CONCORD RESIDENTS ACCESSING YOUR SERVICES ON A NORMAL DAY

1 - 20 Daily 64.71%
11 21 - 50 Daily 17.65%
3 51 - 75 Daily 17.65%
3 76 - 100 Daily 11.76%
2 101 + Daily

11.76%
2 Q5 THREE MOST DIFFICULT BARRIERS TO STABLE HOUSING FOR PERSONS AT RISK OF

HOMELESSNESS OR CURRENTLY EXPERIENCING HOMELESSNESS IN CONCORD Household income is not sufficient to qualify for available units

76.47%
13

Housing costs are not affordable for many people 70.59% 12 Mental health issues 64.71%
11 Persons exiting homelessness need case management or supportive services to be successful in permanent housing

47.06%
8 Difficulty with getting or maintaining employment 41.18% 7 Substance use issues 35.29%
6 Landlords are not willing to accept tenants with poor rental or credit histories

29.41%
5 History with legal/justice system 23.53%
4 Transportation 17.65%
3 Lack of small size housing (studio and 1 bedroom) 17.65% 3 Need for job training 11.76%
2 Family disruption (for example youth displaced from home, divorce, overcrowding)

11.76%
2 Domestic violence 11.76%
2 Lack of moderate size housing (2-3 bedrooms) 5.88%
1 Other 5.88%
1 Lack of large size housing (4+ bedrooms) 0.00%
0 Q6 FIVE MOST NEEDED SERVICES TO ADDRESS HOMELESSNESS IN THE CITY OF CONCORD

Affordable housing with supportive services on site 88.24% 15 Housing with affordable rent 82.35%
14 Mental health services 58.82%
10 Necessities such as food, clothing, hygiene supplies 42.86% 9 Help accessing services (housing, health, food) 42.86% 9 Emergency shelter or temporary motel vouchers 47.06%
8 Job training or employment services 35.29%
6 Substance use services 35.29%
6 Healthcare services 29.41%
5 Services for veterans 29.41%
5 Legal services 29.41%
5 Bathroom/shower access 23.53%
4 Other 23.53%
4 Assistance paying for utilities, deposits 17.65%
3 Help finding or paying for childcare 17.65%
3 Food or nutrition services 11.76%
2

Assistance with transportation 5.88%
1 Trash, rubbish removal (near campsites, parks, other public locations) 5.88% 1 Additional law enforcement support 5.88%
1 Services for victims of domestic violence 5.88%
1 Language translation services 5.88%
1 Education services (including GED) 5.88%
1 Q7 ADDITIONAL INFORMATION YOU WOULD LIKE US TO KNOW REGARDING HOMELESS

SERVICES IN THE CITY OF CONCORD

1. Having a team that can go to someone in need when needed. CORE hasn't been responsive.

2. More affordable housing units are needed. In countries like China and Japan, we didn ’t see any homeless because the governments build more apartments as needed to support their population.

3. In assisting our neighbors to move out of Homelessness, we should avoid doing the things for our homeless neighbors that they need to do for themselves and help them with the support that they cannot provide. When you take away someone's desire or ability to better themselves, you take away their dignity.

4. It's hard to get housing when you do not make enough money to pay rent

5. Checking on previous homeless individuals periodically is a good start. Housing them before they are ready will not work. It will become a revolving door. Identifying underlying issues and addressing what caused their homelessness needs to be determined so it doesn't happen again.

6. Access to services, affordable housing, community support, access to food and resources is extremely important to help individuals exit homeless and enter stable, permanent housing.

7. Homeless people are people. Having your pd toss them on a sidewalk in front of the shelter as we witnessed last week speaks volumes of how much the city and its leaders care.

8. It would be wonderful to have a space where the homeless can get housing, services, feel part of the community they live in and have a say in how they run their space. I wish to be part of that transformation.

9. Food Bank of Contra Costa and Solano is appreciative of being included in the conversation. We are willing and hoping to engage more closely with the city of Concord to help solve the root causes of the growing homeless population, to better serve those in our communi ty experiencing homelessness, and to partner with other organizations seeking food resources for their programming.

Received on October 31, 2023—from Mary Patel that she desires Council to be aware of in relation to their consideration of the November 7th Homeless Strategic Plan Update ------------------------------------------------------------------------------------------------------------- Hi Valarie,
I am attaching some information for you to share with the Homeless Strategic Plan Working Group.

The Valley Motel is a 12 Unit Motel located at 3590 Clayton Road, Concord CA 94521. All the rooms have bathrooms, and a small kitchen. They are larger than the standard Motel room.

The rooms can easily be configured to occupy up to 4 people and are ideal for a couple or a small family. Public transportation is also close by.

In addition to the 2 rooms there are two apartments on the side which are occupied by the owners.

We are currently looking to lease the property to and interested party or organization that would like to operate it. The terms of the lease will be a minimum of 5 years and a refundable deposit that is paid back at the end of the term. The purpose of the deposit is to make sure that the property is returned in the same condition it as delivered. This is a standard among this industry.

If the City and the Homeless Strategic Program is interested, I can provide a tour of the property. I think this property is best suited to help the homeless/displaced transitional housing. The two apartments can be used to house an in-house manager who oversees the property.

For further information you can contact May Patel at 925-864-1228 or [email protected]
We have remolded a few of the rooms and I am attaching the pictures.

Attachment 3

From: Traci Cross <[email protected]>
Sent: Sunday, November 5, 2023 8:16 PM
To: City Clerk <[email protected]>
Subject: Council Meeting November 7th

Hello Council

I would like to comment on Item Number 4 regarding the Homeless Strategic Plan

My name is Traci Cross, a resident of Concord, an advocate/caretaker for an unhoused senior citizen and a volunteer from the organization GROW, a grassroots non-profit assisting unhoused neighbors in Concord with basic needs. I would like to thank the council for bringing forth a committee to strategize around homelessness but it's unfortunate our city is not further along addressing this until very recently. While there are so many needs, we need to prioritize some that are more achievable on an immediate basis while others may take a while to address.

I would like to advocate for safe parking places such as a parking lot, a church...etc for the unhoused to park each night. This is especially important for ladies to feel safer to sleep in groups. There is a need for emergency/pop up shelters, a mobile resource center which offers showers, hygiene, bathrooms, connections to resources, basic first aid....etc

GROW has been feeding the unhoused 6 days a week and this being manned by community members of Concord. In addition, we provide showers at least one to two days a week with our own money. GROW is not funded by any government agency or with any grants. GROW has been exploring ideas how we can help with popup shelters among other things, but we cannot financially afford this without some major funding to back this. We need City and County approval and finances to support all of these things. We are very thankful a member of GROW is on the homeless strategic plan committee so they can voice what they see each day.

Thank you

Traci Cross

Benched Correspondence
Agenda Item No. 4.a
November 7, 2023

From: Dianna Wright <[email protected]>
Sent: Monday, November 6, 2023 3:39 PM
To: City Clerk <[email protected]>
Subject: safe parking for our unhoused friends

My name is Diana Wright. I am a volunteer for Grow Concord, working with the in-house community. I would like to voice my support for a plan for a safe location for unhoused people to park in the city of Concord. I would also like to urge the council to look into resources for people to stay when it’s really cold at night. Thank you.

Sent from my iPhone

From: Barbara Healy <[email protected]>
Sent: Tuesday, November 7, 2023 1:18 PM
To: City Clerk <[email protected]>
Subject: Homeless Strategic Plan

November 7, 2023

Dear City Council members:

I am writing to address tonight's council meeting regarding the Homeless Strategic Plan update. Though I don't pretend to understand the intricacies of government, I would like to understand why Concord has not done more to help our homeless citizens.

I do appreciate the fact that Concord has formed a Homeless Strategic Plan but I have concerns about the surveys conducted. I think you may have achieved a better result if you had directly mailed surveys to Concordians. Clearly with so few respondents in a city the size of Concord the results may not be a true indicator. If decisions are made based on these surveys I feel the outcome to be inaccurate.

I am a long time Concord resident, having moved here in 1987 when my husband and I purchased our first home. We divorced in 1990 and I raised two children on my own as a single mother. With the ever-increasing cost of living in this area I pretty much lived paycheck to paycheck. Even employed F/T making ends meet was a constant struggle. The threat of being homeless was never far from my mind. I was extremely fortunate that my father would not allow that to happen to his grandchildren. That was the thin line that separated me from those on the street.

Although I never had to experience homelessness firsthand I am no stranger to the types of issues which can lead there albeit financial or otherwise. Within my family we faced many of the same issues such as lack of higher education, low income, substance abuse and mental health issues. Perhaps my story is what called me to be an advocate for those without a voice.

I have lived in the vicinity of the Concord Community Park (aka Cowell Park) for 36 years.

Quite often I have read negative comments on NextDoor or Claycord.com about the homeless that hang out there. In all my years in the neighborhood the only issue I had was (and is) the sanctimonious behavior of entitled folks who can't (or refuse to) see beyond the surface.

People make judgments based on fear. What is one of the biggest fears of all? The fear of the unknown. The homeless are not some alien form whose purpose is to destroy decency.

They are human beings just like the rest of us with a past, present and hopefully a better future ahead.

I became a volunteer with GROWconcord.com early this year because I care and want to be part of the solution, not part of the problem. We're a dedicated group of volunteers who provide home cooked meals 6 days a week to the homeless. We also provide clothing, hygiene kits, snack packs, miscellaneous survival gear, laundry cards, showers, etc and not least of all companionship. Collectively we serve an average of 200 meals a week to those who are hungry.

Many of our homeless stay isolated to survive which is a terribly lonely existence. Isolation can be a contributing factor in mental health decline. When we gather for dinner, the ability to converse with each other has led to new friendships.

What I've been given in return is priceless. No value can be given to the numerous relationships I've formed with fellow volunteers and many of the homeless who attend our dinners at Cowell and Baldwin parks. These are incredible people with fascinating stories to be told and I feel privileged to get to know them.

Despite the public's perception a lot of people in the homeless community do want help.

Negotiating the system often prevents them from getting the help they need. Concord needs something like Trinity Center in Walnut Creek where the homeless can eat, shower, do laundry and access resources with assistance. We also need emergency shelters and safe parking for the many who sleep in their vehicles.

Safe parking is crucial for those fortunate enough to have a vehicle to live in. These folks in Concord have to drive around looking for somewhere they can park without being harrassed. With the price of gas it becomes prohibitive for some. When they do find somewhere to park, the fact that they must remain hypervigilant at all times prevents them from getting the sleep they need to stay healthy. This not only affects the body, but the mind as well and can lead to or exacerbate mental health issues.

Concord has many churches and other buildings with huge parking lots that could be utilized for this purpose. Other communities are doing this like Antioch and Pittsburg with Winter Nights. It's time Concord takes its proverbial head out of the sand and steps up to the plate to take care of some of our most vulnerable citizens.

Respectfully,

Barbara H.

From: Andrea Altman <[email protected]>
Sent: Tuesday, November 7, 2023 2:43 PM
To: City Clerk <[email protected]>
Subject: Public Comment for 11/7/2023

Good evening esteemed Council Members,
My name is Andrea Altman and I am a resident of Concord as well as a volunteer with a homeless service provider in Concord.

The extensive work and report done by the working group is to be commended The many options and forecasted budgets for each option in the report hopefully enables you to see the potential choices via several perspectives, from special interest groups to number of people reached, sustainability, and more. The homeless community is a special interest group, and for the past several years I have worked closely with my unhoused neighbors in varying capacities by meeting them where they are and working with them to move forward.

Prior to your vote on utilizing these funds in a couple of months, I would like to invite all City Council members and their guests to join our GROW Concord team and several of our homeless community members for a Night Out in Concord. Please come spend a few hours, or a night, with us and our friends to better understand the world from a viewpoint that most of us fortunately don't have in our memory banks. GROW will supply the refreshments and stories can be shared, and I promise we will all learn something important. We can utilize different locations to gather to circumvent possible quorum issues.

Thank you for working to help our homeless situation in Concord and please consider joining us.

Respectfully,

Andrea Altman, Co-Founder
GROW Concord
5051 Netto Drive

11/7/23
Goals and Proposed
Strategies
Benched PowerPoint Presentation -
Slides 36 and 37 Added
Agenda Item No. 4.a
November 7, 2023

Background and Timeline
Council approves scope of
work. Project kick off with
Working Group
Feb/March 2023
Background Report to
Council
June 2023
Vision Statement
endorsed by Council
Aug. 2023
Homeless Strategic Plan
Goals and Strategies to
Council
Nov. 2023
Draft Homeless
Strategic Plan
presented to Council
Jan. 2024
11/7/23 GOALS & STRATEGIES

AREAS COVERED
▪ Vision Statement – Review Only
▪ Plan Goals – Requesting Adoption from Council
▪ Plan Strategies – Request Input from Council
▪ Strategies for Future Consideration – Informational Only 11/7/23 2GOALS & STRATEGIES

OVERVIEW
▪ Working Group hosted monthly presentations from experts on successful homeless service delivery models and studies regarding homelessness. ▪ The City and consulting staff conducted surveys and interviews regarding homelessness completed by community members, the business community, and persons with lived experience of homelessness.
▪ Over the course of three months, the Working Group reviewed and utilized these results to craft the following draft goals for the strategic plan 11/7/23 3GOALS & STRATEGIES

OVERVIEW
Working Group Spotlights:
▪ DignityMoves
▪ Hope Solutions
▪ Contra Costa County-CalAIM
▪ Health, Homeless, Housing (H3)
▪ Concord Police Department
▪ Trinity Center
▪ Camp Hope
▪ Concord Community Services
11/7/23 4GOALS & STRATEGIES
Surveyed Most Needed Services
▪ Mental health services
▪ Substance use services
▪ Affordable housing with supportive services
▪ Emergency Shelter
▪ Assistance paying for utilities

STRATEGIC PLAN VISION STATEMENT
“ T h e C i t y o f C o n c o r d e n v i s i o n s a c o m m u n i t y w h e r e e v e r y p e r s o n h a s a s a f e , a f f i r m i n g , s t a b l e p l a c e t o l i v e . T h i s v i s i o n e n d e a v o r s t o r e d u c e h o m e l e s s n e s s t h r o u g h c o m m u n i t y i n v o l v e m e n t , c o l l a b o r a t i o n w i t h p a r t n e r a g e n c i e s ( b o t h g o v e r n m e n t a n d n o n- g o v e r n m e n t p a r t n e r s , ) a n d e n h a n c e d s e r v i c e s t h a t a r e c a r r i e d o u t i n a d i g n i f i e d , c o m p a s s i o n a t e , a n d e q u i t a b l e m a n n e r.” 5GOALS & STRATEGIES11/7/23

DRAFT GOALS PENDING COUNCIL ADOPTION
▪ Increase homeless prevention services
▪ Create a safe place for the unhoused to
dwell
▪ Increase coordination of emergency
response
▪ Create immediately accessible temporary
housing
▪ Explore avenues of equitable support for
target populations
▪ Strengthen system support
6GOALS & STRATEGIES11/7/23

SUMMARY OF EXPLORED STRATEGIES
▪ Utility assistance
▪ Referral services (food)
▪ Life skills classes
▪ Eviction prevention
▪ Rental assistance
▪ Centralized Services Site
▪ Safe camping
▪ Safe parking area
▪ Coordination of Emergency Services
▪ Improved data collection
▪ Equity analysis component
▪ Congregant shelter
▪ Non congregate shelter
▪ Semi-congregate shelter
▪ Scattered-Site housing
▪ Staff support
▪ Regional coordination
▪ Ongoing communication
7GOALS & STRATEGIES11/7/23

SUMMARY OF EXPLORED STRATEGIES

1. Centralized Resource Center (brick
and mortar location)

2. Decentralized Resource Centers
(mobile centers)

3. Interim Housing Units

4. Places of Rest (Tiny Homes)

5. Scattered Site Permanent Supportive
Housing (PSH)

6. Grant Writing Support
8GOALS & STRATEGIES11/7/23

SUMMARY OF EXPLORED STRATEGIES
Two Core Strategies*

1. Decentralized Resource Centers (mobile centers)

2. Temporary Housing Support (Interim Housing)
a) Centralized Tiny Homes
b) Scattered Sites Tiny Homes
c) Scattered site Interim Housing
d) Rapid Re-housing rental assistance
*Both strategies support from a coordinator position
9GOALS & STRATEGIES11/7/23

STRATEGIES APPROVED BY WORKING GROUP
10GOALS & STRATEGIES

D R A F T S T R AT E G I E S

M O B I L E D E - C E N T R A L I Z E D

R E S O U R C E C E N T E R T E M P O R A R Y H O U S I N G S U P P O R T

D R A F T G O A L S A D D R E S S E D B Y S T R AT E G I E S Increase
Coordination of
Emergency
Response Efforts
Explore Avenues
of Equitable
Support for Target
Populations
Strengthen System
Support
Increase Homeless
Prevention
Services
Create
Immediately
Accessible
Temporary
Housing
Create a Safe
Place for the
Unhoused to Dwell
11/7/23

SUMMARY OF EXPLORED STRATEGIES
Strategy Persons Served
Annually
Start-Up Costs Annual Costs Total 1st Year
Costs

1. Decentralized
Resource Center
200 – 300
(unduplicated) $305,000 $636,000 $941,000

2. A Rapid Rehousing 20 – 30
(avg $2,000 monthly) $10,000 $620,000 $630,000

2.B Scattered Site
Interim Housing
24 – 36
(6 month stay) $122,000 $232,000 $354,000

2.C Centralized Interim
Tiny Homes
60 – 75
(6 month stay) $850,000 $522,000 $1,322,000

2. D Scattered Site
Interim Tiny Homes
60 – 75
(6 month stay) $500,000 $187,000 $687,000
11GOALS & STRATEGIES11/7/23

MOBILE DECENTRALIZED RESOURCE CENTER
Summary
▪ Implemented more quickly than a center,
but services are more limited
▪ Provides better equity when serving
harder-to-reach populations
County Perspective
▪ Interest in discussing a joint partnership
for the creation of a mobile resource
center
▪ If not selected as a strategy, County staff
suggested providing funding for an
additional CORE team to expand hours of
availability
12GOALS & STRATEGIES11/7/23

MOBILE DECENTRALIZED RESOURCE CENTER
13GOALS & STRATEGIES11/7/23
Overview of Services
▪ Case management
▪ Shower/bathroom trailers
▪ Hygiene/food distribution
▪ Referrals to healthcare, income assistance,
employment, and housing programs
▪ Basic medical care/immunizations
▪ Tuberculosis testing and treatment
▪ Free, confidential, on-site infectious disease testing including STD and health screenings (such as for
diabetes)
▪ Assistance with wound and medication management
▪ Referral to mental health and substance use treatment ▪ One-on-one behavioral health therapeutic case
management and referrals as needed
▪ Dental services (dental clinics only)
▪ Enrollment help for health insurance (Medi-Cal)
▪ Health education
▪ Connection to doctors and providers for ongoing
primary care
▪ Outreach and community advocacy
▪ Linkages to General Assistance, CalFresh and other
benefits
▪ Referrals to vision services

MOBILE DECENTRALIZED RESOURCE CENTER
Key Data
▪ Can provide opioid addiction services that have high success – Healthcare for the Homeless
▪ Successfully serves previously unengaged in populations – National Institute of Health
▪ Provides low-barrier pathways to housing – Governor's Office 14GOALS & STRATEGIES
Goals Addressed
▪ Increase coordination
of emergency response
efforts
▪ Explore avenues of
equitable support for
target populations
▪ Strengthen system
support
11/7/23

MOBILE DECENTRALIZED RESOURCE CENTER
15 Item Cost
Mobile office space trailer $100,000
Mobile shower/bathroom trailers $200,000
Staff Supplies $5,000
Total Start Up Costs $305,000
City Staffing $150,000
County Staffing & Supplies $250,000
Trailer/vehicle maintenance $30,000
Other operational cost $50,000
Insurance - general, workers comp $6,000
Total Annual Operating Cost $636,000
GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
16 Summary
▪ Three models are currently under
consideration:

1. Tiny Home Interim Housing
▪ Centralized Tiny Homes
▪ Scattered Sites Tiny Homes

2. Scattered Site Interim Housing

3. Rapid Re-housing (RRH)
County Perspective
▪ Interim Housing - The County operates
several similar programs and may be a
resource for supportive services. Tiny homes
and interim housing are viable and affordable.
▪ Rapid Re-housing - Facilitation would be by
the City. The County has indicated sufficient
Rapid Re-housing resources available in the
County and would not recommend additional
allocation to the Concord-specific area.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
17 2.A Scattered Site Housing
▪ Separate homes are managed under a single program.
▪ A household may occupy its own home or may share a home with other individuals. ▪ The purchase and maintenance of scattered site housing usually has a high cost per person served.

2.B Centralized Tiny Home Community
▪ Typical tiny homes are easy to install, but they would need to adhere to City zoning categories

2.C Scattered Site Tiny Home Housing
▪ Most current projects are pilot programs
▪ Provides ongoing support by staff and partners with other organizations on care management GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
18 2.D Rapid Re-Housing
▪ HUD-funded Rapid Re-housing (RRH) may be limited to short-term (up to 3 months) or medium- term (4-24 months) assistance.
▪ The goal of RRH is to help persons who have recently become homeless to obtain housing quickly, increase self-sufficiency, and stay housed
▪ The City of Concord contracts with Hope Solutions for the RHH program using Permanent Local Housing Allocation State Funding.
.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
A. SCATTERED SITE INTERIM HOUSING
Overview of Services
▪ Separate homes are managed under a single program
▪ A household may occupy its own home or may share a home with other individuals ▪ Provides a place for a homeless individual to live while working toward housing ▪ Assistance with identification documents
▪ Accessing income sources
▪ Counseling
19GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
A. SCATTERED SITE INTERIM HOUSING
20 Key Data
▪ The leasing or purchase and maintenance of scattered site housing usually has a high cost per person served
▪ Friends of the Mission built and helped operate 5 permanent supportive housing units in West Sacramento for Fourth & Hope and West Sacramento homeless clients. This project cost $1.8 million to develop
Goals Addressed
▪ Create a safe place for the
unhoused to dwell.
▪ Create immediately
accessible temporary
housing
▪ Strengthen system
support.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
A. SCATTERED SITE INTERIM HOUSING
21 Item Cost
Annual Lease of 3 homes
(Assuming MHP)
$121,405.68
Total Startup Cost $121,405.68
1 Full time and one half time case
manager
$120,000
1 Half time administrative staff $50,000
Utilities, water, sewer, trash $17,000
Maintenance and repair of homes $45,000
Insurance $10,000
Total Annual Operating Cost $232,000

RESOURCES NEEDED
▪ Locations
▪ Owner/Operator Experience
▪ Ongoing Funding Plan
▪ Resource Development
GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
B. CENTRALIZED TINY HOME
Overview of Services
▪ Operated by non-profits or faith-based organizations
▪ Located on government or faith-based organizations property ▪ Case management
▪ Life building classes
▪ Shower/bathroom trailers
▪ Hygiene/food distribution
▪ Referrals to healthcare, income assistance, employment, and housing programs ▪ Referral to mental health and substance use treatment ▪ Health education
22GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
B. CENTRALIZED TINY HOME
23 Key Data
▪ Dignity Village in Alameda and Veterans Community Project are examples of Interim Housing.
▪ Goodness Village in Livermore is not interim housing; it is a permanent supportive housing project for persons with disabilities who are exiting homelessness.

Goals Addressed
▪ Create a safe place for the
unhoused to dwell.
▪ Create immediately
accessible temporary
housing
▪ Strengthen system
support.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
B. CENTRALIZED TINY HOME BUDGET
24 Item Cost
Purchase and installation $300,000
Heating/Cooling $200,000
Mobile bathroom/shower trailer $250,000
Fencing and lighting $100,000
Total Start Up Cost $850,000
2 Full time case managers $160,000
1 Half time administrative staff $50,000
Security staff $300,000
Electricity $12,000
Insurance $10,000
Total Annual Operating Cost $522,000

RESOURCES NEEDED
▪ Zoning
▪ Homes/Sheds
▪ Trailer/Office
▪ Furniture/Bedding
▪ Utilities
▪ Security
▪ Hygiene Facilities
▪ Support Staff / Resource Development
GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
C. SCATTERED SITE TINY HOME
25 Overview of Services
▪ Disperses tiny homes across neighborhoods
▪ Community integration
▪ The program operator provides ongoing support by staff and partners with other organizations on care management to encourage long-term, safe, and permanent housing.
▪ Primary focus is just on housing (typically less services than centralized locations) GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
C. SCATTERED SITE TINY HOME
26 Key Data
▪ Scattered site approach can be easier for community members to get behind
▪ Tiny homes can be purchased and installed over a period of timeline, allowing for more funding and locations to be secured ▪ A Tiny Home for Good disperses slightly larger tiny homes, across Syracuse
Goals Addressed
▪ Create a safe place for the
unhoused to dwell.
▪ Create immediately
accessible temporary
housing
▪ Strengthen system
support.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
C. SCATTERED SITE TINY HOME BUDGET
27 Item Cost
Purchase and installation $300,000
Heating/Cooling $200,000
Total Startup Cost $500,000
1 Full time case manager $120,000
1 Half time administrative
staff
$50,000
Utilities, water, sewer, trash $17,000
Total Annual Operating Cost $187,000

RESOURCES NEEDED
Zoning
Homes/Sheds
Trailer/Office
Furniture/Bedding
Utilities
Security
Hygiene Facilities
Support Staff / Resource Development
GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
D. Rapid Re-housing
28 Overview of Services
▪ Provision of rental assistance and supportive services to households experiencing homelessness.
▪ HUD funded RRH may be limited to short-term (up to 3 months) or medium term (4-24 months) assistance.
▪ The goal of RRH is to help persons who have recently become homeless to obtain housing quickly, increase self-sufficiency, and stay housed.

GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
D. Rapid Re-housing
29 Key Data
▪ Receiving homelessness prevention and/or Rapid Re-housing assistance makes program participants more likely to exit to permanent housing – 2011 HUD Report
▪ Hope Solutions provides financial assistance based on household needs by providing 6 - 12 months of rental subsidy paid directly to property owners.
▪ Hope Solutions estimates served 12 Households in FY
2022/23, and project 10 to 15 Households in FY 2023/24.

Goals Addressed
▪ Create a safe place for the
unhoused to dwell
▪ Create immediately
accessible temporary
housing
▪ Strengthen system
support
GOALS & STRATEGIES11/7/23

TEMPORARY HOUSING SUPPORT
D. Rapid Re-housing
30 Item Cost
Computers, software and other
office supplies
$10,000
Total Startup Cost $10,000
1 Full time Case Manager $100,000
Rental assistance
Deposit assistance
$480,000
$40,000
Total Annual Operating Cost $620,000

RESOURCES NEEDED
Zoning
Homes/Sheds
Trailer/Office
Furniture/Bedding
Utilities
Security
Hygiene Facilities
Support Staff / Resource Development
GOALS & STRATEGIES11/7/23

PROJECT IMPLEMENTATION APPROACH
31 ▪ The County can be an extremely valuable partner by facilitating project development, providing funding, and offering resource development support ▪ Contra Costa County may be a willing partner for select strategies ▪ City would be able to place requirements on the Non-profit Operator such as location, hours of operation, services required, staffing, security, and ensuring no negative impact on neighbors
GOALS & STRATEGIES11/7/23

STRATEGIES FOR FUTURE CONSIDERATION
32 ▪ CENTRALIZED RESOURCE CENTER
▪ The most complicated strategy considered and would require a robust commitment from the City and the Concord community to be successful ▪ PREVENTION SERVICES
▪ Examples include legal services, financial assistance, car repairs, medical expenses, or housing search assistance for persons who must seek a new housing situation. ▪ FOSTER YOUTH/TRANSITIONAL AGE YOUTH (TAY) INTERVENTION ▪ Although this target population has specific needs, current funding will be focused on the general homeless population.

GOALS & STRATEGIES11/7/23

STRATEGIES FOR FUTURE CONSIDERATION
33 ▪ SAFE CAMPING/SAFE PARKING
▪ Safe camping/parking sites are generally temporary as there are no state or federal funding sources dedicated to these types of programs
▪ PERMANENT SUPPORTIVE HOUSING
▪ Was removed from consideration due to the small number of persons that could be served with the limited resources available (estimated 12-18 persons) GOALS & STRATEGIES11/7/23

34 NEXT STEPS
Upcoming Activities Dates
Community Meeting (Virtual) Wednesday 11/15/23
Community Meeting Thursday 11/16/23
HSPWG November Meeting Monday 11/27/23
Council Meeting for proposed adoption of Homeless
Strategic Plan Tuesday 1/23/24
GOALS & STRATEGIES11/7/23

REQUESTED ACTION
▪ Requesting adoption of Plan Goals from Council
▪ Requesting input of Plan Strategies from Council
11/7/23 35GOALS & STRATEGIES

DRAFT GOALS PENDING COUNCIL ADOPTION
▪ Increase homeless prevention services
▪ Create a safe place for the unhoused to
dwell
▪ Increase coordination of emergency
response
▪ Create immediately accessible temporary
housing
▪ Explore avenues of equitable support for
target populations
▪ Strengthen system support
36GOALS & STRATEGIES11/7/23

SUMMARY OF EXPLORED STRATEGIES
Strategy Persons Served Annually

1. Decentralized Resource Center 200 – 300
(unduplicated)

2. A Rapid Rehousing 20 – 30

2.B Scattered Site Interim Housing 24 – 36
(6 month stay)

2.C Centralized Interim Tiny Homes 60 – 75
(6 month stay)

2. D Scattered Site Interim Tiny Homes 60 – 75
(6 month stay)
37GOALS & STRATEGIES11/7/23