Agenda packet — Concord City Council, June 3, 2025 (part 1 of 3)

1 COUNCILMEMBERS
Carlyn S. Obringer, Mayor
Laura M. Nakamura, Vice Mayor
Dominic D. Aliano
Pablo Benavente
Laura M. Hoffmeister
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Regular Meeting of the
Concord City Council
Tuesday
June 3, 2025
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. 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

2 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/86324059235?pwd=0vT6x_ilrXXMEheZqBsdDxSxuFKT9Q.f1lbAc OmjyE-GugI or Zoom Webinar ID: 863 2405 9235 and Passcode: 737401 b.Zoom Phone Numbers. Dial Toll Free: (669) 900-6833 or (346) 348-7799 or (253) 215- 8782.
c.If a Councilmember is participating remotely and remote public participation is allowed, 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 Channels 29 and 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 5. INTERPRETATION OR WRITTEN TRANSLATION:

OPEN SESSION

1. OPENING
Roll Call – Announcements/Consideration and Approval of Requests by Councilmembers to Participate Remote Pursuant to AB 2449.

Pledge of Allegiance – Councilmember Hoffmeister

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 Submit Public Comments” above a. Written Public Comment

3. CITY COUNCIL CONSENT CALENDAR
The public is entitled to address the City Council on items appearing on the Consent Calendar before or during the City Council’s consideration of the Consent Calendar. Adoption of the Consent Calendar may be made by one motion of the City Council, 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 Submit Public Comments” above. a. Considering – approval of minutes from the February 11 and 25, 2025, Regular meeting. Recommended by the City Clerk.

4. CITY COUNCIL CONSIDERATION ITEM

1. To access interpretation or written translation during the meeting, please scan the QR Code or click this link:

Para accesar a la traducción durante la reunion, por favor escanee el Código QR o haga clic en el enlace:
https://attend.wordly.ai/join/SYMQ-8840

2. Choose Language and Click Attend
Seleccione su lenguaje y haga clic en asistir

3. Use a headset on your phone for audio or read the transcript on your device.

Use sus auriculares para escuchar el audio o leer la transcipción en el dispositivo.
4 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 Submit Public Comments” above. a. Considering – the reallocation of $1,704,896 in one-time funding that was previously designated for implementing the Mobile Resource Unit strategy outlined in the City’s Homeless Strategic Plan. Report by Justin Ezell, Assistant City Manager.

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

5. CITY COUNCIL PUBLIC HEARINGS
Persons who wish to speak on Public Hearings listed on the agenda will be heard when the public hearing is opened, except on public hearing items previously heard and closed to public comment.

After the public has commented, the item is closed to further public comment and brought to the Council level for discussion and action. Further comment from the audience will not be received unless requested by the Council. No public hearing shall commence after 10 p.m. unless approved by majority vote of the City Council. Please see “How to Submit Public Comments” above. a. Public Hearing – pursuant to Government Code Section 3502.3 to receive a report on the status of vacancies and recruitment and retention efforts.

Report by James Peavey, Human Resources Manager.
b. Considering – the following actions:

1. Introduction of an Ordinance amending Concord Municipal Code, Title 5 (Business Licenses and Regulations), Section 5.90.010 (Definitions); Title 12 (Streets, Sidewalks, and Other Public Places), Chapter 12.50 (Vendors); and Title 18 (Development Code), Sections 18.20.030 (Definitions) and 18.200.210 (Food Vendor Group Sites), and adding Title 12, Chapter

12.55 (Sidewalk Vending), by reading of the title only and waving further reading. (PL25029 – MC); and

2. Adoption of a Resolution establishing sidewalk vending license fees and fines by amending Exhibit A to Resolution No. 78-6042 establishing fees and charges for various municipal services in the City of Concord. Report by Meredith Rupp, Principal Planner
CEQA: Not a “project”/exempt pursuant to Public Resources Code 21065 and CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, and/or 15378.

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

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

8. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 6/10/2025 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.

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.

From: Micah Pearce <[email protected]>
Sent: Tuesday, June 3, 2025 2:34 PM
To: City Clerk <[email protected]>
Subject: Public Comment 6/3/2025

Good afternoon,

Please include for public comment 6/3/2025

Investments are a commitment to the future. Ethics exist as a safeguard against risk. A city investment policy without explicit ethical obligations, places the security of its investments at risk, and fails to adequately safeguard the public’s future. The current policy of this City places safety above short term returns, but does not explicitly define what a safe investment is. Without explicit ethical guidelines we leave our future open to risks that are unsupportable by our own policy.

Thank you,
Micah Pearce

Written Public Comment
Agenda Item 2.a
June 3, 2025 2.a

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From: Mary Cook <[email protected]>
Sent: Tuesday, June 3, 2025 2:51 PM
To: City Clerk <[email protected]>
Subject: Public comment- divestment

My name is Mary Cook and I am a resident at 4220 Clayton Road #3205 Concord CA.

I am writing to the City Council to strongly urge the council to divest from any funds that support Israel.

The city of Concord, CA, is currently invested in corporations that directly aids and abets Israel in violating human rights, apartheid, and occupation of Palestine, genocide of Palestinians, and undermines international law and human rights principles. Israel has been recognized by many international organizations, including the United Nations, which reported that Israel has committed war crimes, crimes against humanity and violations of International Human Rights Law. The Concord City Council must take a moral and ethical stance by adopting an Investment Policy with a commitment to divest from companies that consistently, knowingly, and directly enable or facilitate genocide, apartheid, or other war crimes and crimes against humanity
We as citizens of the United States remain complicit when we allow our tax dollars to go to Israel and funding this genocide of the Palestinian people. A City divesting sends a strong message to our government that we do not stand for this. It sends a strong message to our community members that we stand in solidarity with the Palestinian people.

Thank you for your time,
Mary Cook

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From: Krystal Garcia <[email protected]>
Sent: Tuesday, June 3, 2025 2:40 PM
To: City Clerk <[email protected]>
Subject: Ethical investment policy demands

Hey there just writing once again to beg and really demand that the local government we trust should be listening to the residents it makes decisions about. And it shouldn't be taking this long for us to see you making the moves to meet those demands. Why must I continue to write to you every week to ask that our city money not continue to support harm to people and our planet?? How many more weeks must people suffer while you take your time?? People of good conscious can easily see and do the right things to stop our participation in human suffering. Why must you take so long to do the right thing?

Krystal Garcia
Resident. Human of earth. Still waiting for empathy to be common sense.

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REGULAR MEETING OF THE

CONCORD CITY COUNCIL/CITY COUNCIL

SITTING AS THE LOCAL REUSE AUTHORITY

CITY COUNCIL CHAMBER
1950 PARKSIDE DRIVE

CONCORD, CALIFORNIA AND VARIOUS

TELEPHONIC/ELECTRONIC LOCATIONS
TUESDAY, FEBRUARY 11, 2025
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, February 11, 2025, with Mayor Obringer presiding. The pledge of allegiance was led by Councilmember Aliano.

Minutes follow in abbreviated form per Resolution 3361 and Council Minutes of September 26, 1966.

ROLL CALL
COUNCILMEMBERS PRESENT: Dominic Aliano, Pablo Benavente, Laura Hoffmeister (arrived at 6:35 p.m.), Laura Nakamura, Carlyn Obringer STAFF PRESENT: Valerie Barone, City Manager; Susanne Brown, City Attorney; Justin Ezell, Assistant City Manager; Patti Barsotti, City Treasurer; Monique Robinson: Deputy City Clerk; Greg Taylor, Director of Information Technology; Mark Bustillos, Chief of Police; Will Tarbox, Director of Public Works; Suzanne
McDonald, Acting Director of Finance; Mindy Gentry, Director of Community Development; James Nakayama, Police Captain; Kit Jory, Parks Manager; Donna Lee, Budget and Treasury Officer; Meredith Rupp, Principal Planner; Jeff Rayos, Senior
Administrative Analyst

MEMBERS OF THE PUBLIC
WHO ADDRESSED THE COUNCIL: Kay Saeyang; Jon Green, Green Ties; Morgan, Concord; Memory Woodard, Rotary Club of Concord; Dr. Adam Clark, MDUSD Superintendent of Schools; Matt Levin, Mt. Diablo Education Foundation Programs Director; Ady Olvera, Concord; Mario Perez

PUBLIC COMMENT PERIOD
Kay Saeyang spoke of divestment.

Jon Green, Green Ties, introduced the City Council and public to the newly formed non-profit called Green Ties.

Morgan, Concord, spoke of divestment.

PRESENTATIONS
PROCLAMATION – Black History Month
No public comment was received.
2024-2025 LEMELSON-MIT INVENTEAM – Ygnacio Valley High School Public comment was received from:

3.a3.a

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City Council Minutes February 11, 2025
2 Memory Woodard, Rotary Club of Concord
Dr. Adam Clark, MDUSD Superintendent of Schools
Matt Levin, Mt. Diablo Education Foundation Programs Director Ady Olvera, Concord
Mario Perez
2024 CITIZEN SATISFACTION SURVEY – Godbe Research
Public Comment was received by Ady Olvera, Concord.

CITY COUNCIL CONSENT CALENDAR
Public comment was received by:

Ady Olvera, Concord
Kay Saeyang
APPROVE MINUTES – January 7, 2025
A motion was made by Hoffmeister and seconded by Benavente to approve the minutes from the January 7, 2025, City Council meeting. The motion passed by the unanimous vote of the Council.

TREASURER’S REPORT – October 1 – December 31, 2024
A motion was made by Hoffmeister and seconded by Benavente to receive the Treasurer's Report for the period October 1 - December 31, 2024. The motion passed by the unanimous vote of the Council.

APPROVE CONSTRUCTION CONTRACT – Kvilhaug Drilling & Pump, Inc A motion was made by Hoffmeister and seconded by Benavente to approve a Construction Contract in the not-to-exceed amount of $144,513.60 to Kvilhaug Drilling & Pump, Inc. ($131,376 base amount and an additional 10% of $13,137.60 as project contingency for contract change orders) for Citywide Pump Replacement and Repairs at various locations throughout the City; authorize the City Manager to execute the contract in a form acceptable to the City Attorney; and make the CEQA determinations as provided in the staff report. The motion passed by unanimous vote of the Council.

APPROVE CONSTRUCTION CONTRACT – Palomas Landscape, Inc
This item was pulled from consideration on the Consent Calendar by Concord resident Jacqueline Druasek.

A motion was made by Benavente and seconded by Nakamura to approve a construction Contract in the not-to-exceed amount of $449,490 to Palomas Landscape, Inc. ($408,627 base amount plus an additional 10% of $40,863 as project contingency for contract change orders) for Street Landscape Renovations at:

1. The five pathway corners on Bailey Road, from Wilson Lane to Monroe Way;

2. Diamond Boulevard median, from Concord Avenue to Willow Pass Way;

3. Treat Boulevard median, from the City entrance to Oak Grove Road;

4. Concord Avenue median, from the City entrance to John Glenn Drive;

Page 2 of 7 ends

City Council Minutes February 11, 2025
3 5. Authorize the City Manager to execute the contract in a form acceptable to the City Attorney; and

6. Make the CEQA determinations as provided in the staff report.

The motion passed by the unanimous vote of the Council.

APPROVE CONSTRUCTION CONTRACT – Vintage Contractors, Inc.

A motion was made by Hoffmeister and seconded by Benavente to approve a Construction Contract with to Vintage Contractors, Inc. in the not-to-exceed amount of $555,720 ($505,200 base amount and an additional 10% ($50,520) as project contingency for contract change orders) to resurface four of the tennis courts at Concord Community Park and two tennis courts at Pine Hollow Park; and approve a Maintenance Services Agreement with Vintage Contractors, Inc. in the not-to-exceed amount of $184,000 for bi-annual maintenance of all 27 City-maintained tennis and pickleball courts throughout the City through February 11, 2027; authorize the City Manager to execute the contract and agreement in a form acceptable to the City Attorney; and make the CEQA determinations as provided in the staff report. The motion passed by the unanimous vote of the Council.

APPROVE CONSTRUCTON CONTRACT – PlayCore Wisconsin, Inc. dba GameTime A motion was made by Hoffmeister and seconded by Benavente to approve a Construction Contract to PlayCore Wisconsin, Inc. dba GameTime in the not-to-exceed amount of $339,502.12 ($308,638.29 base amount and an additional 10% of $30,863.83 as project contingency for contract change orders) to replace playgrounds at Todos Santos Plaza and Brazil Quarry Park; authorize the City Manager to execute the contract in a form acceptable to the City Attorney; and make the CEQA determinations as provided in the staff report. The motion passed by the unanimous vote of the Council.

PUBLIC HEARING
INTRODUCE ORDINANCE NO. 25-425.1, Rezone 1700 Willow Pass Road A motion was made by Hoffmeister and seconded by Benavente to introduce Ordinance No. 25- 425.1 entitled, “An Ordinance Amending the City of Concord Zoning Map by Rezoning 1700 Willow Pass Road to Include it in the Affordable Housing (AH) Overlay District in Accordance with State Law Requirements (APN: 126-342-006)” by reading of the title only and waiving further reading. The motion passed by unanimous vote of the Council.

CITY COUNCIL CONSIDERATION ITEM
FISCAL YEAR 2024-25 MID-YEAR BUDGET UPDATE
Budget and Treasury Officer Donna Lee presented the staff report.

No public comment was received.

A motion was made by Nakamura and seconded by Benavente to support the Todos Santos Business Association’s (TSBA) funding request for $20,400 to support the continuation of the Downtown Security Program from May 11 through June 30, 2025. The motion passed by unanimous vote of the Council.

A motion was made by Aliano and seconded by Benavente to adopt Resolution No. 25-4 entitled, “A Resolution Amending the Fiscal Year 2024-25 Municipal Budget.” The motion passed by unanimous vote of the Council.

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City Council Minutes February 11, 2025
4 A motion was made by Hoffmeister and seconded by Aliano to adopt Resolution No. 25-4735.2 entitled, “A Resolution adopting the City of Concord’s Salary Schedule Effective January 1, 2025, in Accordance with the Requirements of California Public Employees Retirement System (CalPERS) for a Publicly Available Pay Schedule.” The motion passed by unanimous vote of the Council.

CORRESPONDENCE
a. Agenda Item No. 3.b – Lemelson-MIT InvenTeam – PowerPoint Presentation b. Agenda Item No. 3.c – 2024 Citizen Satisfaction Survey – PowerPoint Presentation c. Agenda Item No. 4.b – Benched Correspondence
d. Agenda Item No. 5.a – Fiscal Year 2024-25 Mid-Year Budget Update – 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 February 11, 2025, at 8:57 p.m.

CARLYN S. OBRINGER
MAYOR

MONIQUE ROBINSON

DEPUTY CITY CLERK

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REGULAR MEETING OF THE

CONCORD CITY COUNCIL/CITY COUNCIL

SITTING AS THE LOCAL REUSE AUTHORITY

CITY COUNCIL CHAMBER
1950 PARKSIDE DRIVE

CONCORD, CALIFORNIA AND VARIOUS

TELEPHONIC/ELECTRONIC LOCATIONS
TUESDAY, FEBRUARY 25, 2025
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, February 25, 2025, with Mayor Obringer presiding. The pledge of allegiance was led by Councilmember Benavente.

Minutes follow in abbreviated form per Resolution 3361 and Council Minutes of September 26, 1966.

ROLL CALL
COUNCILMEMBERS PRESENT: Dominic Aliano, Pablo Benavente, Laura Hoffmeister, Laura Nakamura, Carlyn Obringer
STAFF PRESENT: Valerie Barone, City Manager; Thomas Capriola, Senior Assistant City Attorney; Justin Ezell, Assistant City Manager; Joelle Fockler, City Clerk; Monique Robinson: Deputy City Clerk; Greg Taylor, Director of Information Technology; Mark Bustillos, Chief of Police; Mindy Gentry, Director of Community
Development; James Nakayama, Police Captain; Sophia
Huckabay, Housing Manager; Meredith Rupp, Principal Planner

MEMBERS OF THE PUBLIC
WHO ADDRESSED THE COUNCIL: Annel Barbor, California Apartment Association; Reed Robertson; Kay Saeyang; Blaine Carter; Ady Olvera; Natalie; Jeff Koertzen

PUBLIC COMMENT PERIOD
Annel Barbor, California Apartment Association
Reed Robertson
Kay Saeyang
Blaine Carter
Ady Olvera

PRESENTATIONS
CONCORD PAVILION UPDATE – Live Nation
Public comment was received by:

Natalie
Jeff Koertzen

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City Council Minutes February 25, 2025
2 CITY COUNCIL CONSENT CALENDAR
APPROVE PURCHASE AND DESIGN OF SHADE STRUCTURES – Shade Structures, Inc dba USA Shade & Fabric Structures
A motion made by Aliano and seconded by Nakamura to approve purchase and design of shade structures from Shade Structures, Inc. (DBA USA Shade & Fabric Structures) in the not-to-exceed amount of $104,947.87 (includes quote total of $99,950.35 and a 5% contingency of $4,997.52) for the Shade Structures at Concord Community Pool Project (Project No. 2645). The motion passed by unanimous vote of the Council.

ADOPT RESOLUTION NO. 25-5 - Authorizing the Contra Costa County Flood Control & Water Conservation District to Establish an Annual Parcel Assessment for FY 2025-26 A motion was made by Aliano and seconded by Nakamura to adopt Resolution No. 25-5 entitled, “A Resolution Authorizing the Contra Costa County Flood Control & Water Conservation District to Establish an Annual Parcel Assessment for FY 2025-26 for Drainage Maintenance and National Pollutant Discharge Elimination System (NPDES) Program.” The motion passed by unanimous vote of the Council.

ADOPT RESOLUTION NO. 25-6 – Application, Acceptance, and Appropriation of Permanent Local Housing Allocation (PLHA) Grant Funds
A motion was made by Aliano and seconded by Nakamura to adopt Resolution No. 25-6 entitled, “A Resolution Authorizing the Application Acceptance, and Appropriation of Permanent Local Housing Allocation (PLHA) Grant Funds from the State of California in the Amount of $1,756,258” and increase the First Time Homebuyer Program loan amount from a maximum of $60,000 across all income categories.

The motion passed by unanimous vote of the Council.

PUBLIC HEARING ITEM
INTRODUCE ORDINANCE NO. 25-2 – Emergency Shelter and Homeless Shelters A motion was made by Aliano and seconded by Benavente to introduce Ordinance No. 25-2 entitled, “An Ordinance Amending Concord Municipal Code, Title 18 (Development Code), Section

18.200.070 (Standards for Specific Uses – Emergency Shelter and Homeless Shelters) (PL23176 – MC)” by reading of the title only and waiving further reading. The motion passed by unanimous vote of the Council.

CITY COUNCIL CONSIDERATION ITEMS
CONSIDER REFERRAL TO AGENDIZE FOR DISCUSSION AND DIRECTION TO STAFF – Residential Tenant Protection Program (continued from February 4, 2025) Housing Manager Sophia Huckabay presented the staff report.

A motion was made by Benavente and seconded by Hoffmeister direct staff to prepare a draft ordinance amending the Residential Tenant Protection Program by applying just cause for eviction regulations to rented single-family homes and rented condominiums in cases where one landlord owns three or more of these rental unit types in Concord and to adjust the annual allowable increase (rent increase cap) to a flat maximum annual increase of 5 percent. The motion passed by the following vote of the Council:

AYES: Benavente, Hoffmeister, Obringer NOES: Aliano, Nakamura ABSENT: None The meeting was recessed at 8:02 p.m. The meeting resumed at 8:30 p.m.

Page 6 of 7 ends

City Council Minutes February 25, 2025
3 CITY OF CONCORD’S COMPLIANCE WITH THE METROPOLITAN TRANSPORTATION COMMISSION’S (MTC) TRANSIT-ORIENTED COMMUNITIES (TOC) POLICY This item was not considered by the City Council.

INTERVIEW AND SELECTION PROCESS FOR MAKING APPOINTMENTS TO THE PLANNING

COMMISSION
This item was not considered by the City Council.

CORRESPONDENCE
a. Agenda Item No. 5.a – Benched Correspondence
b. Agenda Item No. 5.a – Residential Protection Program – PowerPoint Presentation c. Agenda Item No. 5.b – Benched Correspondence
d. Agenda Item No. 5.b – Transit-Oriented Community Policy (TOC) – PowerPoint Presentation e. Agenda Item No. 5.c – Planning Commission Supplemental Written Questions – Incumbents - PowerPoint Presentation

ADJOURNMENT
By order of the Mayor, the meeting was adjourned on February 25, 2025, at 8:30 p.m.

CARLYN S. OBRINGER
MAYOR

JOELLE FOCKLER, MMC

CITY CLERK

Page 7 of 7 ends

Staff Report
Date: June 3, 2025
To: City Council
From: Valerie J. Barone, City Manager
Prepared by: Justin Ezell
[email protected]
(925) 671-3155
Subject: Considering the reallocation of $1,704,896 in one-time funding that was previously designated for implementing the Mobile Resource Unit strategy outlined in the City’s Homeless
Strategic Plan.

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

Report in Brief
On October 22, 2024, the City Council authorized the disbursement of $5 million in one- time grant funding to six nonprofit organizations to support implementation of the City’s Homeless Strategic Plan. Since then, one of the grant recipients has declined to proceed with its program, leaving $1,704,896 in unallocated funds. Staff is requesting that Council consider options for reallocating the funding and provide direction on the preferred approach.

Recommended Action
Consider the information and provide direction to staff on how to reallocate $1,704,896 of one-time funding that was previously designated for implementing the Mobile Resource Unit strategy outlined in the City’s Homeless Strategic Plan.

Background
On August 13, 2024, the City Council authorized a competitive grant process to support implementation of the strategies outlined in the Homeless Strategic Plan (HSP). Council then formed an Ad Hoc Committee to review proposals and recommend the allocation of $5 million in one-time funding. On September 20, 2024, the Ad Hoc Committee

4.a4.a4.a4.a4.a

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City Council Agenda Report
Agenda Item No. 4.a
June 3, 2025
interviewed organizations that submitted 16 proposals, with total funding requests of $12.4 million.

Following a thorough review, the Ad Hoc Committee recommended, and the City Council approved, the allocation of $5 million to six local nonprofit organizations. These organizations proposed a combination of temporary housing and comprehensive support services intended to help individuals transition out of homelessness. The funded programs also included field-based services designed to reach individuals in their current sheltering locations, addressing critical needs such as medical care, substance use treatment, food and hygiene, and workforce development.

Of the six organizations awarded funding, five have entered into contracts with the City, two of which have already begun receiving payments, while the other three have not yet submitted payment requests. Additionally, one awardee has declined to move forward with its proposed program, resulting in $1,704,896 in unallocated funds.

To enhance transparency and track the progress of Homeless Strategic Plan implementation, the City is developing a public dashboard that will provide information and updates on all funded programs. The dashboard is expected to launch in July on the City’s website.

Analysis
The $5 million in one-time funding, sourced from both the American Rescue Plan Act (ARPA) ($3 million) and Measure V ($2.4 million), is classified as General Fund revenue. As such, Council retains broad discretion in determining how the currently unallocated funds may be used.

Staff identified the following options, listed in no particular order, for Council consideration regarding the reallocation of the $1,704,896 in one-time funding:

1. Reissue the original Request for Proposals (RFP) and review and select from the respondents.

2. Consider the applicants who were not funded in the first round of responding to the RFP and provide funding to one or more of the applicant groups.

3. Increase allocations to one or more of the programs that have already been funded.

4. Reallocate the funding to other Council and community priorities, which include, but are not limited to, as options: (1) place it in the City’s reserves which would provide a fiscal buffer during these uncertain times, (2) place it into the Capital Budget to be considered for allocation to an underfunded or not-yet-funded roadway project, which Council will be reviewing and approving this June, or (3) dedicate the dollars to funding a different Council identified priority that would benefit from one-time dollars.

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City Council Agenda Report
Agenda Item No. 4.a
June 3, 2025
If Council pursues one of the first three options, Council should determine if they want to use a standing committee or an ad-hoc committee to perform an initial review of potential funding candidates and make a recommendation to the full Council.

Depending upon Council’s direction, staff may need to return to a future Council meeting to formalize and document the action.

Included for Council’s information is a table showing all funded programs (Attachment 1), a table that has links to all applications submitted in response to the August 2024 RFP (Attachment 2), and an April 1, 2025 funding request submitted by Veterans Accession House in the amount of $393,903.84 (Attachment 3).

Financial Impact
The dollars being discussed in this staff report are one-time dollars and are general fund dollars. Council has discretion in how it chooses to invest the dollars, so long as they are invested in a manner that does not create an on-going cost to the City. They were originally set aside to support the implementation of the Homeless Strategic Plan. If these dollars were invested in the City’s reserves there would be a positive financial benefit to the City, however, there is no new impact on the budget if the dollars continue to be directed into implementing the Homeless Strategic Plan, or are placed into another Council priority where the dollars are treated as a one-time investment.

Environmental Determination
Pursuant to the California Environmental Quality Act of 1970, Public Resources Code §21000, et seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively “CEQA”), the allocation of American Rescue Plan Act funds to support community nonprofits does not constitute a “project,” within the meaning of Public Resources Code Section 21065 and CEQA Guidelines Sections 15060(c), 15061(b), and 15378 because there is no potential that the activity will result in a direct or reasonably foreseeable indirect physical change in the environment and is exempt under CEQA Guidelines 15273 because it involves government funding/fiscal activities. Even if this activity were determined to be a “project” for CEQA analysis, this activity falls within the "common sense" CEQA exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis.

Public Contact
The City Council Agenda was posted. The City’s interested party list for the Homeless Strategic Plan, including all members on the Steering Committee, were notified when this agenda item was posted.

Page 3 of 228 ends

City Council Agenda Report
Agenda Item No. 4.a
June 3, 2025
Attachments

1. Summary of applicants and their funding status

2. Applications from the 2024 RFP

3. Funding request submitted by Veterans Accession House

Page 4 of 228 ends

Attachment 1
HSP Grant Awardee Funding Status
June 3, 2025
Organization Name Strategy Amount
Requested
Amount
Received
Number
Served
Funding Status
Caminar Rapid Rehousing $1,576,250 $1,580,000 60 Entered into agreement with City.

No payment requests.

GROW Concord Mobile Resource Unit $1,704,896 $1,705,000 300 Declined award.

Hope Solutions Permanent Motel
Supportive Housing
$760,110 $760,000 30 Entered into agreement with City.

No payment requests.

NAMI Contra Costa Mobile Resource Unit $468,076 $200,000 120 Entered into agreement with City. $105,000 paid.

Northern California Family
Center
Scattered Site Interim
Housing
$22,000 $25,000 15 Entered into agreement with City.

No payment requests.

Veterans Accession House Scattered Site Interim
Housing
$722,750 $730,000 50 Entered into agreement with City.
$200,000 paid.

Totals $5,254,082 $5,000,000 575

Page 5 of 228 ends

Organization Name Strategy Amount
Requested
Rec. Funding
Amount
Number
Served
Bloom Workforce
Development Inc
Rapid Rehousing $10,000 20
Bloom Workforce
Development Inc
Centralized Tiny Homes $213,950 12
Caminar Rapid Rehousing $1,576,250 $1,580,000 60
GROW Concord Mobile Resource Unit $1,704,896 $1,705,000 300 Hope Solutions Permanent Motel
Supportive Housing
$760,110 $760,000 30
Housing Consortium of the
East Bay
Rapid Rehousing $728,444 30
NAMI Contra Costa Mobile Resource Unit $468,076 $200,000 120 Northern California
Family Center
Scattered Site Interim
Housing
$22,000 $25,000 15
Rebuilding Together East
Bay Network
Scattered Site Tiny Homes $1,780,700 650
Richmond Community
Foundation (RCF
Connects)
Rapid Rehousing $935,128 30
Richmond Community
Foundation (RCF
Connects)
Interim Motel Housing $753,528 80

SOUTH ASIAN

BEHAVIORAL HEALTH
Mobile Resource Unit $887,000 100,000
Shelter Inc ESG State MV Rapid Rehousing $881,261 40
Temple Bread Mobile Resource Unit $167,246 600
TentMakers Inc. Scattered Site Tiny Homes $840,000
Veterans Accession
House
Scattered Site Interim
Housing
$722,750 $730,000 50
Totals $12,451,339 $5,000,000 102,051
Withdrawn
14 HSP GRANT APPLICATIONS
Attachment 2
Click Organization name to be taken to application.

Base Camps for the
Unsheltered

Page 6 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Bloom Workforce Development Inc
Program Name
Rapid rehousing at BLOOM Farm
Address
3255 Treat Blvd Concord 94518
Primary Contact and Title
Michelle Darne, Founder & CEO
Primary Contact Phone
9176275877
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Title:

Phone: Email:

Program Manager
Program Manager: Michelle Darne Title: Founder & CEO

Page 7 of 228 ends

Phone: 9176275877 Email: [email protected]
Application Contact
Application Contact: Michelle Darne Title: Founder & CEO Phone: 9176275877 Email: [email protected]
Finance Manager
Finance Contact: Title:

Phone: Email:

Board President/Chair
Board President/Chair Contact: Title:

Phone: Email:

Addresses
Program Address: 3255 Treat Blvd
City, State Zip: Concord, CA 94518
Phone: 9176275877 Email:

Website: www.BLOOMWorkforce.org
Mailing Address: 3255 Treat Blvd
City, State Zip: Concord, CA 94518

Page 8 of 228 ends

2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Centralized Tiny Homes:

Amount Requested
$213,950
Minimum Amount Needed
$50,000
Estimated Number of Concord Residents to be
Served
12 Estimated Number of All Persons to be Served
12 3. Community Benefits
Description of the specific population the project/program will benefit Concord residents experiencing homelessness and onboarded into Concord housing program(s).

The program will be operated at the BLOOM Farm located at 3255 Treat Blvd, Concord.

We understand that HUD funding does not allow for conditions. However, sobriety is foundational to all BLOOM’s programs and a way that BLOOM ensures that it provides a safe, nurturing environment to all participants. We accept if this disqualifies us. However, we hope that it may also allow the City to serve those who have committed to sobriety and need an environment that supports that commitment.

It is BLOOM’s strong preference that the participants have at least 6 months of sobriety.

Another of BLOOM’s strong suit is its focus on the LGBTQI+ community, so we would welcome LGBTQI+ participants. It is our understanding that the usual preference is keep age groups together, e.g. either adults 18-24 adults or older adults. We will be guided by the need and are in discussion with the Rainbow Center on this topic.

All participants will volunteer on the FARM for a few hours per week because work on the land – across our orchard, garden, and vineyard – has proven to have profound therapeutic and rehabilitation benefits on the level of the individual and the community that the Farm cultivates. Furthermore, participants would be welcome to consider and qualify for BLOOM’s active workforce development programs.

Page 9 of 228 ends

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan

1. Increase coordination of emergency response efforts.

Skilled at serving vulnerable populations, BLOOM is highly responsive. We will mobilize quickly upon receiving a request to accept a new resident as long as we have a bed available.

2. Strengthen system support with government & non-government agencies.

This proposal demonstrates our response to the City’s call to its local non-profits. We are able, willing, and ready to partner in addressing this humanitarian and socio-economic crisis.

3. Create immediately accessible temporary housing
BLOOM would dedicate both of its apartments to help the City meet its goal, providing interim housing to a material fraction of the people the City expects to have this need annually.

4. Explore avenues of equitable support for target populations.

To meet this goal, BLOOM will work closely with the City and the other non-profits providing services to this population.

5. Increase homeless prevention services.

Providing interim rehousing directly meets this goal.

6. Create a safe place for the unhoused to dwell
The Farm is, at its core, a safe, affirming, and stable place where to heal, revive, and prepare for the next phase of life. This applies to all who experience BLOOM, including those who live, work, or volunteer at the Farm.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program The chief outcome of this program will be measured in the time that currently homeless Concord residents have a safe and supporting environment in which to live, heal, build community, and prepare for their next steps.

BLOOM exists for social impact. Additional impact indicators that BLOOM tracks are:
- Days of sobriety. To extend help where it is most needed across the most disadvantaged communities, we serve many addicts in recovery. Approaching her own 38th sobriety birthday, BLOOM’s Founder & CEO knows too well that a using addict/alcoholic compromises the lives of 45 other people. Every day, BLOOM proves that this holds just as true in reverse: for every life BLOOM reclaims from addiction and despair, we believe it enhances 45 more. This is why we fight for every flicker of hope, every ounce of dignity and self- reliance, and every day of sobriety. And this is why we are humbled by the caliber of BLOOM’s volunteers, donors, and supporters.
- Hours volunteered by participants on BLOOM Farm.
- Participant, staff, and volunteer wellness as measured by regular surveys. - Participants progress against their Life Improvement Plans (e.g., personal debt reduction, relationships with estranged family, neglected healthcare needs, etc.).
- The number and demographics of participants in BLOOM’s workforce development programs, their tenure within the programs, their acquisition of professional skills and credentials, and their success in graduating into the formal workforce.

Description of the process for tracking and gathering outcome data for reporting purposes We anticipate that the City automatically tracks move-in and move-out dates. BLOOM will supply whatever confirmations and data required.

The other impact indicators introduced above are measured through BLOOM’s regular records about program participants (e.g., days of sobriety of the OnTheClock app for volunteer hours) or through regular standardized surveys (e.g., wellness). Page 10 of 228

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program Since its establishment in Concord in November 2022, BLOOM has been hard at work building symbiotic relationships with other local non-profits, industry associations, community groups, and individuals motivated by BLOOM’s mission of serving as the economic launchpad for the most disadvantaged. When it comes to our core programs, which focus on workforce development, our partnerships necessarily run deep and span high schools, institutions of technical/vocational training, trainers across a broad spectrum of skills BLOOM cultivates, labor unions, accreditation bodies, employers, and community groups. While the ecosystem required to provide short-term housing to those experiencing homelessness does not need to be that expansive, BLOOM will offer this program in close partnership with the City of Concord, first and foremost; corporate sponsors (e.g., Arup); the other organizations providing social services at various levels of government (e.g., GROW, Hope Solutions, and the Rainbow Center of Concord); the organization(s) successful in their proposal to operate the Mobile Resource Center; and anybody else that the City of Concord suggests.

Description of how the program would work if the full amount requested is not received BLOOM will install as many containers as the City funds via start-up funds.

BLOOM will then provide interim housing to as many participants as are supplied and subsidized by the City.

As such, there are no downsides to the City, as it will only fund the services it requires from BLOOM at any given time. BLOOM does hope that in close partnership with the City, it would have visibility of what may be required from it the following month (minimum and maximum) whenever possible.

BLOOM’s commitment to provide interim housing for Concord residents experiencing homelessness has been made in response to the City’s call to action. Having made this commitment, we hope to do so for the long run, offering this exact program for as long as the City of Concord wishes us to or seeking other funding to place persons in need in the housing funded by the start-up funds.

6. Funding and Payment Schedule
Provide a budget summary, the proposal milestones, and the frequency and amount of funding that is needed to achieve proposal goals and outcomes
Budget Line Item Concord Other Funding Program Total
Personnel Lines needed: 1
Community manager (20% FTE) $25,000 $25,000
Benefits (11%) $2,750 $2,750
Taxes $0Page 11 of 228
Subtotal Personnel $27,750 $0 $27,750
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0 $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0
Consulting $0
Evaluation $0
Other Lines needed: 10
permit ($1,000 per container assumed) $3,000 $3,000
fencing $11,700 $11,700
electrical $10,000 $10,000
surveyor $1,500 $1,500
paths/paving $10,000 $10,000Page 12 of 228
3 containers ($50,000 each) $150,000 $150,000
$0
$0
$0
$0
Subtotal Non-Personnel $186,200 $0 $186,200
Total Personnel & Non-Personnel $213,950 $0 $213,950
Indirect Costs $0
TOTAL $213,950 $0 $213,950

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents BLOOM is a 501(c)(3) non-profit in good standing and with financial health to take on and run this program effectively. In operation for nearly 4 years, BLOOM owns the Farm outright and is self-funding through its other (workforce development) programs, which serve residents of Concord and adjacent counties.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs

3.5 years since its inception, BLOOM’s model has been proven, and its impact on the lives of the most disadvantaged speaks for itself. Where it comes to the focus of the Concord Homeless Strategic Plan, many in our programs have or are experiencing homelessness. BLOOM has operated a sober living house as well as provided accommodation to a number of program participants. Furthermore, its staff and Board Directors have globally leading experience in delivering complex programs on behalf of governments.

Now, we are prepared to partner with the City of Concord to provide safe and comfortable housing to its residents experiencing homelessness while restoring their sense of dignity and evolving the overall narrative around their value to society.

It is our understanding that the City of Concord is inviting local non-profits to step up. It is fair to assume that if enough organizations were doing this already, there would be no need for the Homeless Strategic Plan or for this RFP. As such, we trust that the City of Concord will not disadvantage us for the lack of track record in explicitly and at scale providing rapid rehousing to Concord residents.

Page 13 of 228 ends

8. Submitter Information
Name and Title of Person Submitting
Elena Bondareva
Phone
9173182069
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Elena Bondareva
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 14:00:23

Returned to Draft 09-16-2024 by Concord
Reason: The City of Concord has received your application in response to the Homeless Strategic Plan Strategy for Centralized Tiny Homes. I have returned your application back to draft because the field in response to area 2 requesting a brief description of the project or program being proposed for strategy is not complete. We are requesting that the fields be completed and resubmitted by close of business today 9/16/24 at 5pm.

Page 14 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Bloom Workforce Development Inc
Program Name
Rapid rehousing at BLOOM Farm
Address
3255 Treat Blvd Concord CA 94158
Primary Contact and Title
Michelle Darne, Founder & CEO
Primary Contact Phone
9176275877
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Title:

Phone: Email:

Program Manager
Program Manager: Michelle Darne Title: Founder & CEO

Page 15 of 228 ends

Phone: Email:

Board President/Chair
Board President/Chair Contact: Title:

Phone: Email:

Addresses
Program Address: 3255 Treat Blvd
City, State Zip: Concord, CA 94518
Phone: 9176275877 Email: [email protected]
Website: www.BLOOMWorkforce.org
Mailing Address: 3255 Treat Blvd
City, State Zip: Concord, CA 94518

Page 16 of 228 ends

2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Rapid Rehousing:

BLOOM has thoughtfully considered, with input from its Board and advisors, the request by the City of Concord that local non-profits step up to support community members experiencing homelessness. We propose to provide safe, comfortable, and supporting short-term (under 3 months) housing 5 people at our HQ, i.e. the BLOOM Farm (the Farm) located at 3255 Treat Blvd.

The Farm includes 2 self-contained apartments. One comfortably sleeps 3, the other – 2. Each is fully furnished, has a dedicated bathroom (with a shower), a fully equipped kitchens (incl. fridge, microwave, stove, cookware, utensils, kitchen towels), and Wifi. BLOOM would supply bedding, linens, and towels. We assume that those would remain the property of BLOOM but would consider, in discussion with the City, having participants keep those when they move on.

The Farm is a safe place for the program participants: it is gated, well lit, and monitored by video surveillance. It would be BLOOM’s responsibility to maintain these conditions. BLOOM would also provide access to program partners working with program participants on their next steps, such as their wellbeing, employment, and interim or permanent housing.

It is not clear from the documents how much the City would provide to BLOOM per resident, and what factors determine that amount. An average of $2,000 per resident per month is indicated, and we have used that number. We welcome a discussion about the City’s expectations of entities like BLOOM providing such housing and the exact per-resident allowance BLOOM would count on as long as it provides the service.

It was also our understanding that the City required somebody to provide coordination and to serve as a logistics hub for the Mobile Resource Center; support that BLOOM would gladly offer, as communicated to the City staff. While this request for proposals does not ask for this help, BLOOM would gladly discuss this additional opportunity to partner.

Amount Requested
$10,000
Minimum Amount Needed
$4,000
Estimated Number of Concord Residents to be
Served
20 Estimated Number of All Persons to be Served
20 3. Community Benefits
Description of the specific population the project/program will benefit Concord residents experiencing homelessness and onboarded into Concord housing program(s).

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants

Page 17 of 228 ends

The targeted program participants are experiencing homelessness in Concord.

The program will be operated at the BLOOM Farm located at 3255 Treat Blvd, Concord.

It is BLOOM’s strong preference that the participants have at least 6 months of sobriety.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan

1. Increase coordination of emergency response efforts.

Skilled at serving vulnerable populations, BLOOM is highly responsive. We will mobilize quickly upon receiving a request to accept a new resident as long as we have a bed available.

2. Strengthen system support with government & non-government agencies.

This proposal demonstrates our response to the City’s call to its local non-profits. We are able, willing, and ready to partner in addressing this humanitarian and socio-economic crisis.

3. Create immediately accessible temporary housing
BLOOM would dedicate both of its apartments to help the City meet its goal, providing rapid rehousing to a quarter to 1/6 of the 20-30 people the City expects to have this need annually.

4. Explore avenues of equitable support for target populations.

To meet this goal, BLOOM will work closely with the City and the other non-profits providing services to this population.

5. Increase homeless prevention services.

Providing rapid rehousing directly meets this goal.

Page 18 of 228 ends

reliance, and every day of sobriety. And this is why we are humbled by the caliber of BLOOM’s volunteers, donors, and supporters.
- Hours volunteered by participants on BLOOM Farm.
- Participant, staff, and volunteer wellness as measured by regular surveys. - Participants progress against their Life Improvement Plans (e.g., personal debt reduction, relationships with estranged family, neglected healthcare needs, etc.).
- The number and demographics of participants in BLOOM’s workforce development programs, their tenure within the programs, their acquisition of professional skills and credentials, and their success in graduating into the formal workforce.

Description of how the program would work if the full amount requested is not received BLOOM will provide short-term housing to as many participants as are supplied and subsidized by the City.

BLOOM’s commitment to provide short-term housing for Concord residents experiencing homelessness has been made in response to the City’s call to action. Having made this commitment, we hope to do so for the long run, or at least for as long as the City of Concord wishes us to or as other sources of funding allow.

6. Funding and Payment Schedule
Provide a budget summary, the proposal milestones, and the frequency and amount of funding that is needed to achieve proposal goals and outcomes

Page 19 of 228 ends

Budget Line Item Concord Other Funding Program Total
Personnel Lines needed: 0
Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0
Consulting $0
Evaluation $0
Other Lines needed: 1
Rental assistance (avg $2,000/person month $10,000 $10,000

Page 20 of 228 ends

Subtotal Non-Personnel $10,000 $0 $10,000
Total Personnel & Non-Personnel $10,000 $0 $10,000
Indirect Costs $0
TOTAL $10,000 $0 $10,000

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents BLOOM is a 501(c)(3) non-profit in good standing and with financial health to take on and run this program effectively. In operation for nearly 4 years, BLOOM owns the Farm outright and is self-funding through its other (workforce development) programs, which serve residents of Concord and adjacent counties.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs

8. Submitter Information
Name and Title of Person Submitting
Elena Bondareva
Phone
9173182069
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed

Page 21 of 228 ends

Application Submitted by: Elena Bondareva
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 13, 2024 - 16:10:26

Page 22 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Caminar
Program Name
Caminar-RRH-Concord
Address
908 Tuolumne Street; Vallejo, CA 94590
Primary Contact and Title
Lynna Magnuson, Director of Supported Housing
Primary Contact Phone
9254082119
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Amanda Russell Title: Executive Director Phone: (650) 393-8968 Email: [email protected]
Program Manager
Program Manager: Lynna Magnuson Title: Director of Supported Housing

Page 23 of 228 ends

Phone: (925) 408-2119 Email: [email protected]
Application Contact
Application Contact: Lynna Magnuson Title: Director of Supported Housing Phone: (925) 408-2119 Email: [email protected]
Finance Manager
Finance Contact: Richard Williams Title: Chief Financial Officer Phone: (650) 425-3550 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Barbara Patterson Title: Board Chair Phone: 650-393-8928 Email: [email protected]
Addresses
Program Address: 908 Tuolumne Street
City, State Zip: Vallejo, CA 94590
Phone: 9254082119 Email: [email protected]
Website: https://www.caminar.org/
Mailing Address: 908 Tuolumne Street
City, State Zip: Vallejo, CA 94590

Page 24 of 228 ends

2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Rapid Rehousing:

Caminar is pleased to apply for funding under Concord's Rapid Rehousing Strategy from Concord's Homeless Strategic Plan. For simplicity, Caminar will name this Rapid Rehousing Program, Caminar-RRH- Concord. Caminar-RRH-Concord is a 3-year bid designed to use a medium term (4-24 months) rental assistance and supportive services to at least 60 Concord households experiencing chronic homelessness. On average, Caminar will provide approximately 6 months of rental assistance to most clients while providing comprehensive Housing Navigation/Case Management Services. Broken down by funding year, Caminar will Rapidly Rehouse 20 Concord households experiencing homelessness annually.

The goal of Caminar-RRH-Concord is to help persons who have become homeless to obtain housing quickly, increase self-sufficiency, and stay housed. Caminar's 3-year proposed budget of $1,576,250 is in alignment with the $620,000 annual recommended budget proposed in Concord's Homeless Strategic Plan for the Rapid Rehousing Strategy. Caminar has based the budget for Caminar-RRH-Concord on it's currently operating programs in Contra Costa County, but specifically the RRH component of Bringing Families Home. Please confirm with Caminar's H3 reference, Shelby Ferguson, as to the efficacy of the program and the cost-effectiveness of the services.

Amount Requested
$1,576,250
Minimum Amount Needed
$1,576,250
Estimated Number of Concord Residents to be
Served
60 Estimated Number of All Persons to be Served
60 3. Community Benefits
Description of the specific population the project/program will benefit Caminar-RRH-Concord aims to benefit Concord’s most vulnerable residents: chronically unhoused single adults and families. Many of these individuals may have unaddressed mental health and physical health needs, as well as lack of access to essential services. Stable, permanent housing could offer them the consistency needed to address these challenges effectively.

This initiative aligns with Caminar’s mission as a community-based behavioral health care agency. For 60 years we have been empowering and supporting individuals and families on their path toward resilience, wellness, and independence. Guided by compassion and informed by science, we address the root causes of these challenges, delivering high-quality prevention, treatment, and recovery services to those facing complex mental health, substance use, and co-occurring needs, including homelessness.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Page 25 of 228 The targeted program participants will be currently unhoused residents of the City of Concord. This program will follow a hybrid model, allowing us to meet clients where they are at, whether in shelters, at the Concord Public Library, at the Concord Police Station, or at other service provider locations. Our focus is on reaching participants directly in their environments to provide the most effective support. A Housing-First approach will be used to provide Rapid Rehousing rental assistance and supportive services to households experiencing homelessness. There will be no preconditions such as employment, income, absence of criminal record, or sobriety. Caminar will assist clients in overcoming barriers to housing, such as insufficient income, poor rental/credit history, lack of household furnishings, and inability to pay utility deposits. Caminar will facilitate outreach 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 confirming eligibility for program services. Caminar will work with CORE to co-enroll clients in the Coordinated Entry System to increase the likelihood that clients will qualify for other housing available, such as Permanent Supportive Housing. In addition to our mobile intakes and services, there will be a leveraged, dedicated office located in Vallejo. Staff members will be equipped with laptops, cell phones, MiFi devices, and other necessary equipment to ensure that they can assist clients wherever they are. Caminar currently effectively operates Bringing Families Home, a Rapid Rehousing and Eviction Prevention program serving Contra Costa County in contract with H3, in the same mobile fashion.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan Caminar-RRH-Concord will directly address homelessness in Concord by Rapidly Rehousing households experiencing homelessness. This will be reflected in the City and County data, especially the Point-in-Time Counts, in concert with the other Strategies outlined in Concord's Homeless Strategic Plan. Through rapid rehousing, we aim to support newly homeless families and individuals by providing referrals from the immediate community and collaborating with local resources.

Caminar's approach involves providing direct case management, which will help reduce emergency room visits and police activity. By offering case management and housing navigation services, we will assist participants in overcoming barriers to permanent housing. This includes connecting with local landlords, educating clients on Concord’s new tenant rights, and facilitating linkages to stable housing. Additionally, our rapid rehousing efforts will address the underlying barriers that may have contributed to the loss of previous housing, helping participants achieve long-term stability.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program The annual measurable outcomes for this project/program will include successfully housing and exiting 20 families/individuals into stable, permanent housing, such as shared housing, apartments, or houses.

Caminar-RRH-Concord will ensure success by conducting 30, 60, 90, 180-day follow-ups with participants to track their progress and housing stability in HMIS, with the ability to pull the City of Concord resident data in HMIS reports.

Additional measurable outcomes will include establishing linkages to other community providers, ensuring that participants are connected to the necessary resources and services to support their long-term stability and well-being. This will be evidenced by HMIS data and reporting.

Description of the process for tracking and gathering outcome data for reporting purposes Caminar, in Contra Costa County and elsewhere, utilizes HMIS to collect data on enrollments, finances, exits, intakes, and other information. If awarded the Caminar-RRH-Concord will continue to utilize HMIS for entering and monitoring data pertinent to this project/program. In contrast to our other programs that receive intakes via HMIS, for this initiative, we will engage community stakeholders such as the police department, the McKinney-Vento program at MDUSD, referrals from the proposed GROW mobile crisis unit, and other entities like the Monument Crisis Center. Caminar will co-enroll clients in the Coordinated Entry System in

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HMIS, whenever appropriate, so that clients may be prioritized for housing options until they are no longer deemed homeless under HUD regulations.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program While Caminar is applying a sole applicant under the Rapid Rehousing strategy, Caminar will partner with other grantees, the City of Concord, Contra Costa County, and any other entities that will collaborate to provide client-centered, appropriate services to the Caminar-RRH-Concord clients. For full transparency, Caminar has provided a letter of intent to subcontract with GROW Concord to provide Housing Navigation/Case Management services for their proposed Mobile Resource Center. When it comes to businesses feeling like they are a part of the solution, even local businesses may let potential clients know about the program, and our Housing Navigator/Case Manager will even meet the clients at a local business, or Todos Santos Park, if that is where the client is at and desires to meet there. From the government side, Caminar will continue to deepen relationships with H3, County Behavioral Health, etc. Caminar also will continue to leverage referral to the Workforce Development Board for those clients who need employment assistance. Caminar also will continue to leverage Employment and Human Services to advocate for client access to level 3 GA if they are disabled but are not currently receiving SSI. Caminar will also make sure clients are maximizing their non-cash benefits, such as CalFresh. Caminar's Housing Navigator/Case Manager will assist Caminar-RRH-Concord clients to fully utilize mainstream and entitlement resources available to increase and maximize client household income. Caminar anticipates as our Housing Navigator/Case Manager shows up in the community with clients, those relationships will deepen all around, especially for the client.

Description of how the program would work if the full amount requested is not received Caminar provided a budget for the provision of 3 years of Rapid Rehousing, totaling $1,576,250. Ideally, Caminar will be awarded the full request of $1,576,250 to be able to rapidly rehouse at least 60 Concord residents, individuals and families, experiencing homelessness. Caminar can scale back to two years of operations with a total budget of $1,025,000, serving at least 40 households with 6 months of Rapid Rehousing subsidy. Finally, Caminar would accept a one-year contract for $500,000 to serve at least 20 individuals or families in Rapid Rehousing. Those are minimum numbers to serve, and based upon Caminar's Bringing Famiies Home Rapid Rehousing, Caminar will exceed those numbers. Conversely, when a program needs to wind down operations, Rapid Rehousing as a strategy lends itself to flexibility, as long as the funds available are known in advance, which informs client caseload and planning for successful client exits which are tapered into full housing stability.

Caminar understands that City of Concord will be providing one-time funding, however, Caminar will seek replacement funding for Caminar-RRH-Concord through a variety of funders, including local, County, State, Federal, and Corporate Foundation opportunities. For example, if Caminar is awarded the ask of $1,578.250, Caminar will have enough funds through the City of Concord to operate 3 years serving solely Concord residents. Caminar will apply for HUD CoC Rapid Rehousing funds in the next NOFO cycle, which has been reported to be in 2026. If awarded, the HUD funding will have to include all of Contra Costa County, however, Caminar has been servicing 56% (76/135) heads of household who are Concord residents. Caminar will actively pursue matching and replacement funds, as well as other sources of revenue and unique partnerships to continue providing RRH in Concord. If replacement or matching funds do not materialize, Caminar will be able to taper rental subsidy services to clients to complete the funding period with a smooth transition for clients into housing stability. Caminar looks at the availability of funds in terms of 'openings' for clients, for this budget is no more than 10 households receiving rental assistance at any one time, unless budget clearly allows for over-enrolling clients. Page 27 of 228

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Evaluation $0 $0 $0
Other Lines needed: 1
All Non-Personnel, Except Indirect Costs $1,006,184 $0 $1,006,184 Subtotal Non-Personnel $1,006,184 $0 $1,006,184
Total Personnel & Non-Personnel $1,432,955 $0 $1,432,955 Indirect Costs $143,295 $0 $143,295
TOTAL $1,576,250 $0 $1,576,250

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents For 60 years, Caminar has provided behavioral health care for individuals with mental, physical, and developmental disabilities. Caminar transformed the lives of more than 18,000 youth and adults across the racially and ethnically diverse counties of San Mateo, Santa Clara, San Francisco, Solano, Contra Costa and Butte counties last year through behavioral health care, case management, housing, and education. After opening our first program, El Camino House, a crisis residential treatment program, Caminar's health care recovery, treatment, and family services have expanded dramatically with over 40 locations and 60 distinct programs for individuals experiencing mental health issues and substance use disorders in San Mateo, Santa Clara, Solano, Butte, and San Francisco Counties. Of these clients referred to Caminar, 75% are chronically or imminently homeless. Caminar has provided Rapid Rehousing and Eviction Prevention services to 135 households in Contra Costa County since February 2023, which includes 76 Concord heads of household.

Specifically, Caminar's Supportive Housing and Homelessness Prevention are the direct response to homelessness in Solano, San Mateo, Contra Costa and Butte counties. In Solano County, Caminar operates Resource Connect Solano (RCS), the Coordinated Entry System, on behalf of the CAP Solano JPA, the HUD Continuum of Care applicant agency. RCS has provided Homelessness Prevention activities through CSBG and is the referral source for all CoC housing (including Rapid Re-Housing) in Solano County. This also includes two of Caminar's HUD supportive housing projects. In Butte County, Caminar also operates two supportive housing projects.

Regarding other funding, Caminar operates MHSA Supported Housing units for 60 individuals and families and up to 16 beds of MHSA Emergency Housing (30-to-90-day program) in Solano County. San Mateo also has 45 units of permanent supported housing, administrated through the Housing Authority and services provided by Caminar. Finally, Caminar operates Bringing Families Home (RRH and Eviction Prevention) and another Eviction Prevention program funded through HHAP3. Since February 2023, in all of the Contra Costa programs, Caminar has served 461 clients in 135 households, 56% of whom have Concord residency. Given this experience, Caminar is well-versed in Continuum of Care, HMIS, Housing First, Housing Rights, Client- centered Care, Homelessness Prevention/Diversion, and Rapid Re-Housing and will bring this experience to the City of Concord to specifically operate Caminar-RRH-Concord. Caminar participates in Diversity, Equity,

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and Inclusion activities throughout the regions and recognizes that it is important for staff and clients to feel heard and be seen for who they are and validate their experiences. Caminar has adjusted programming and staffing based on the input from these activities. Caminar has begun utilizing Allyship from LeanIn.org to provide a framework and plan to be ever-evolving and self-evaluating for DEI amongst staff. Likewise, staffing shall be representative of those served, including frontline staff, executive leadership, and board membership.

Staff with lived experience and those reflecting the populations being served by race and gender identity are rigorously recruited for employment by Caminar.

Caminar uses Dynamics 365 Business Central, an accounting software and accounting system that can handle all the accounting needs of a large non-profit agency. This system is used for booking transactions for Accounts Payable and Accounts Receivable. We also use this system to generate monthly financial statements. All expense transactions will be reviewed and approved by the Program Director based on the approval matrix we have set up for our agency. Financial statements are reviewed monthly by the Director of Finance and Accounting, the CFO, and the Program Director for reasonableness. To be in compliance with generally accepted accounting procedures (GAAP), Caminar contracts with an independent auditor to perform a year-end audit of the financial statements.

Our corporate headquarters are in San Mateo. Corporate administration includes Finance, Accounting, Operations, Human Resources, IT, office of the CEO, and Development and Marketing departments, all of which support programs in our six Bay Area and Northern California regions. Caminar has multiple Federal, State, County, City, and other contracts across all regions and is insured to protect all assets and liabilities.

Caminar has an established breadth of work in other Counties.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs Currently, in Contra Costa County, Caminar is operating the Bringing Families Home program for the second year. This grant focuses on Rapid Rehousing and Eviction Prevention for at-risk and homeless families who are referred through Child and Family Services (CFS). We work closely with both Health, Housing, and Homeless Services (H3) and CFS, and we handle all client intakes, service transactions, and financial transactions within this system. Caminar provides Monthly Enrollment, Data Quality Assurance, and Services- Based Financial reports to H3. Caminar also provides quarterly reports to EHSD to prepare the State reporting. Since February 2023, Caminar has provided Rapid Rehousing services to 83 unduplicated families, with 56 households successfully stabilized in their homes through August 2024 and more expected housing outcomes from the 83 households.

8. Submitter Information
Name and Title of Person Submitting
Lynna Magnuson, Director of Supported Housing
Phone
9254082119
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Lynna Magnuson,
Director of Supported Housing
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024 Page 30 of 228

Initially submitted: Sep 13, 2024 - 15:23:54

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
GROW Concord
Program Name
Concord Mobile Dignity Services
Address
5051 Netto Drive, Concord, CA 94521
Primary Contact and Title
Andrea Altman Co-Executive Director
Primary Contact Phone
707-291-5061
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Andrea Altman Title: Executive Director-Executive O Phone: 707-291-5061 Email: [email protected]
Program Manager
Program Manager: Kelly Fossan McKinley Title: Executive Director-Outreach &

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Phone: 925-949-3718 Email: [email protected]
Application Contact
Application Contact: Andrea Altman Title: Executive Director-Executive O Phone: 707-291-5061 Email: [email protected]
Finance Manager
Finance Contact: Andrea Altman Title: Corporate Treasurer Phone: 707-291-5061 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Kelly Fossan McKinley Title: President Phone: 925-949-3718 Email: [email protected]
Addresses
Program Address: 5051 Netto Drive
City, State Zip: CONCORD, CA 94521
Phone: 707-291-5061 Email: [email protected]
Website: GROWConcord.com
Mailing Address: 5051 Netto Drive
City, State Zip: CONCORD, CA 94521

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Mobile Resource Unit:

By meeting basic human needs and thereby restoring dignity, GROW Concord’s proposed Mobile Dignity Center will improve the overall well-being of individuals experiencing homelessness and also accrue to the benefit of the entire community by helping to prevent or lessen the reasons for homelessness.

The Mobile Dignity Center accomplishes change on several vectors of homelessness: the lack of safety, food, security and stability, privacy and support networks. Through collaboration, the Mobile Dignity Center program can effectively build a strong system of services with adequate capacity and investment to meet the needs of homeless individuals in this target population. For example, the ability to obtain access to warm showers in a safe setting allows vulnerable individuals to care for their own personal hygiene, also impacting public health. There is a corresponding increased feeling of self- worth. This safety net of services and support networks will create a gateway to access medical, mental, and associated behavioral health care coordination, and ultimately can lead to opportunities for employment, housing and relocation from the homeless setting.

Amount Requested
$1,704,896
Minimum Amount Needed
$1,704,896
Estimated Number of Concord Residents to be
Served
300
Estimated Number of All Persons to be Served
300

3. Community Benefits
Description of the specific population the project/program will benefit Homelessness in Concord, California, presents a critical challenge that requires a multifaceted and compassionate approach. The absence of consistent, accessible, and diverse resources for unhoused individuals exacerbates their vulnerability and impedes their path to stability. To address these pressing needs, we propose the establishment of a Mobile Resource Center (MRC) to deliver essential services directly to those in need.

Of the GROW Concord regular meal time participants, 10% are Veterans, 65% are Chronically Homeless, 45% are Women, and 3% are Adults with dependent children or pregnant. 80% of the participants are living rough, 4% are in sober living environments and vehicles are the homes of 16%. Additionally GROW has ben experiencing a significant increase of seniors in our community over the past year.

The Mobile Dignity Centers will provide resources and opportunities to connect to multiple services for Concord’s homeless community. The larger homeless population in Concord includes people of every demographic category. Each has a unique reason for not being housed, and each has a different path forward. The GROW Mobile Dignity Centers program is based on the GROW Concord principles of building trust and strengthening the entire community by being a part of the solution. Before seeking a job or housing,

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a homeless person has to reclaim personal dignity. Bringing community support to the streets opens the door for that to begin.

GROW Concord has been uniquely successful in reaching and building relationships and trust with homeless people who are living rough in Concord. Typically, the homeless community has higher levels of distrust of nonprofits and government agencies and people in general and is more difficult to work with, than homeless people living in temporary housing or out of their cars. GROW Concord has created a peer-to-peer empowerment model, where more functional participants (for example, those living out of their cars) offer to set up, clean up and serve at GROW meal sites. All participants who are capable of helping offer to help and serve key roles in making each GROW meal+services event run smoothly.

Many live rough on the streets, some are in vehicles, and several are in sober facilities or other temporary housing without an address to move to when the program is complete.

Where program will operate: On-site meals at GROW sites throughout Concord have been painstakingly identified by GROW co-founder Kelly Fossan McKinley through regular communication via text message with unhoused people living rough in the Concord area. GROW leadership has built community partnerships including the city council to solidify the GROW sites and agreements with surrounding neighborhoods.

Currently, 100 plus individuals living rough access food and services at three regular sites that GROW utilizes and two roving sites in Concord where those experiencing homelessness are staying.

The MDC will leverage the relationships and familiarity already established in the neighborhoods GROW spends much time to ensure participation. Each implementation will occur with a significant population in attendance and will grow as word spreads further through the homeless community.

Current GROW hot meal+services sites:

Baldwin Park - Hot meals, bag meals, water and electrolyte drinks, plus services.

Cowell Park - Hot meals, bag meals, water and electrolyte drinks, plus services.

Days’ Inn - Bi-weekly showers provided as well as meals, food, water,and electrolyte drinks. Clean underwear, clothing, and personal hygiene kits are made available with showers.

East Concord Site #1 (partnership under discussion as possible Mobile Dignity Center Site) - To-Go meals from dinners, bag meals and hydration regularly for 10 people East Concord Site #2 - To-Go meals from dinners, bag meals and hydration regularly for 5 people Proposed Mobile Dignity Center Sites
To make the greatest impact, the Mobile Dignity Centers will be located one day a week at or near sites where a significant number of individuals living unhoused would avail themselves of the services. The initial site is near to GROW’s already established hot meal+services events. By building on the existing network created by GROW, the Mobile Dignity Centers can serve the population already familiar with GROW and draw new people to the additional services and assistance programs participating in the Mobile Dignity Centers program (see partners’ descriptions).

Site Selection
First Christian Concord Church, 3039 Willow Pass Road
East Concord under discussion
TBD
Preconditions for participating in GROW programs: Individuals cannot be high, violent or disruptive when seeking services. Guardian Security will contract with GROW to provide security. Page 35 of 228 Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan INSERT UPLOADED TABLE - 'Table for Community Benefit Question Multiple mobile partner service units will congregate at GROW service sites to provide medical care, food, clothing, hygiene support and resource and referral appointments.

In order to support and maintain attendance and connection with the hard-to-reach living rough community of unhoused people living in Concord, the Mobile Dignity Centers and GROW Concord will provide wrap-around support through:

Mobile Dignity Center Operations and Community Engagement (GROW) To ensure the smooth flow of the Mobile Dignity Center at each site, GROW Concord will:

Ensure adequate provider organization schedule for each MDC event; Organize GROW volunteer staffing, set up and take down; Communicate with MDC and community partners to identify problems that need to be addressed regarding event location, materials, flow, volunteer issues, participant issues, security issues, cleanliness; Maintain postal delivery box and delivers mail from agencies to participants at MDC events; Ensure adequate stocking of all supplies;
Maintain stock of hygiene supplies;
Conducts initial intake for services desired;
Identify and welcome new participants;
Organize volunteers to guide participants through MDC services; Refer participants to MDC partner organizations for follow up care and resources; Work with Caminar Advocacy Worker for follow up
Initial individual assessments, resources and referrals (GROW Concord) Each participant in the GROW daily mealtimes is welcomed and interviewed to determine an initial current living situation and potential eligibility for housing, medical care, and general assistance programs. GROW services are offered to assist the participant in accessing the services required. Connections will be made with partners such as Caminar, EHSD Navigators and CORE.

Prescription and referral appointment services
GROW staff and trained GROW volunteers will help participants pick up prescriptions at local pharmacies and ensure that GROW participants attend their referral appointments to psychiatrists and other care providers.

Substance Abuse/Addiction Evaluations, Resources and Referrals GROW will continue to partner with social workers, case managers, public health nurses to help provide initial substance abuse evaluations and referrals to appropriate rehabilitation programs and medical care. GROW has worked frequently with Ujima Family Recovery Services, Bi-Bett and Lifehouse Recovery.

Additional pro-bono services
GROW will recruit and invite to the Mobile Dignity Center. These will include, but not be limited to, legal assistance, pet care, vehicle care, bicycle care, library assistance.

Mail Services
Mailbox space is provided for GROW participants to use for receiving mail from government and nonprofit agencies to move towards acquiring housing, accessing healthcare, general assistance, disability benefits, addiction rehabilitation, and other services. This Mobile Dignity Center program, starting with the rollout at the

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Concord First Christian Church, will allow a greater number of participants to benefit from mailbox space and stay connected to organizations and departments that require regular updating.

Security Services
The popularity of shower services in locations through the county may draw participants who do not appear on other nights, with lower social tolerance and conflict resolution skills, as well as more frequent psychotic episodes, to the Mobile Dignity Center. Guardian Security personnel are staffed for a six-hour period at the program to protect the participants and the property. Security personnel are unarmed and trained in de- escalation of conflict between individuals and individual psychotic episodes. The team at Guardian will soon be trained in Trauma Informed Care, providing another asset to the program.

The creation of the Mobile Dignity Centers will require weekly security personnel in Year 1 at the Concord First Christian Church , and additional personnel for additional program-designated time slots at sites 2 and 3 (TBD but most likely near East Concord and the Monument area).

Hiring security services helps prevent the need for Concord PD services, thus freeing up Concord PD staff time and resources for other needs.

Security is considered an entry-level job and our partner will work to find potential recruitment candidates from the participants at the MDC.

Hygiene, shower, laundry and clothing services
GROW has a volunteer hygiene ambassador, Julia Kitay, who provides over 2,000 hygiene kits per year to the Concord community, including distribution through GROW. The kits are made available at dinners and will be included in the Mobile Dignity Center as well.

GROW currently partners with 2 local businesses to provide laundry and shower services to individuals experiencing homelessness along the Clayton Road corridor. A laundry program, using wristbands in lieu of cash, is in place at Lava Dora Laundromat, where GROW restocks the supplies needed. The Days Inn rents a room for two night to GROW, bi-weekly, for the purpose of showering. GROW volunteers supervise the program, disinfect the bathroom between showers, provide food, hydration and snacks to participants and ensure that clean underwear and clothes are available after the shower. The towels and supplies are provided by GROW and the hotel launders them.

Personal grooming services: Haircuts, shampoo, nail cleaning and trimming. Currently, GROW volunteer stylists and caregivers offer personal grooming services at GROW meal sites sporadically. With the creation of the Mobile Dignity Centers permanently scheduled at First Christian Church of Concord and then two additional sites within 18 months, GROW will offer haircuts pro bono, on a regular basis next to the shower site in the Mobile Dignity Center.

Pleasant Hill Seventh Day Adventist will bring their new shower trailer to the First Christian Church as a marquee piece of the center. The trailer has an on-board 500 gallon fresh water tank as well as gray water and black water tanks, that will be emptied off-site. The trailer has four (4) complete restrooms that will be stocked with hygiene supplies. Volunteers clean and disinfect the restrooms after each shower. A towel service will be provided through GROW for showers.

In partnership with Lava Dora Laundromat, GROW has created a wristband laundry pass system that cannot be exchanged for drugs or other merchandise. This program helps the community to continue utilizing their possessions for a longer period of time while helping each to feel clean and more dignified. The laundromat also serves as a cooling center during the summer and a warm center during winter as homeless participants are able to utilize the services at the store.

GROW will work with local clothing providers to ensure that clean clothes and underwear are available and organized for the MDC. Shoes, accessories, and other supply items will also be made available as needed.

Nutritional Services (Loaves and Fishes)

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Food is one of the key components to a Mobile Dignity Center. It will draw participants to the center and help to build the connections between people.

Hot nutritious meals prepared and distributed by Loaves and Fishes at the MDC Shelf-stable food and hydration that can be prepped and bagged for to-go options, currently provided to GROW by White Pony Express and private donors along with regular access to local food rescue. Currently 200 sandwich and snack bags are prepared and distributed weekly, each additional MDC site would require an increase of 50-75 bags at rollout.

Short-Term Objective for LFCC:

In collaboration with GROW, LFCC will deploy the truck to service three key locations within the Concord community. This partnership will allow us to provide immediate relief to those experiencing food insecurity by delivering nutritious meals directly to vulnerable populations.

Note: LFCC anticipates an interim period of 6-8 months (from project approval) for the build of the mobile unit/food truck. During this time, LFCC has a contingency plan to ensure uninterrupted service. In the absence of refrigeration and preparation facilities for the mobile unt, we will provide nutritious box meals to the mobile resource center. These meals will meet the same high nutritional standards as the hot meals we plan to serve from the truck, ensuring that the community continues to receive essential food support throughout the transition period.

Long-Term Objective:

LFCC aims to expand the truck’s use to 5-7 days per week by building additional partnerships to serve the Concord community exclusively. This initiative will focus on feeding low-income individuals and families, with a primary goal of preventing homelessness. By providing healthy meals, LFCC enables individuals to divert their limited resources toward housing, healthcare, utilities, and transportation, thereby reducing the risk of homelessness. Our goal is to operate the truck continuously, increasing our service capacity while minimizing reliance on city funds.

MDC Case Management
Three organizations will provide case management services for MDC participants. Case managers will refer and guide participants through the application process for healthcare, income assistance, employment, and housing programs*
Caminar Navigators
CORE
EHSD Navigator Program
EHSD will provide a benefits Navigator that will be able to provide referral information to the participants who are interested. The connections will be made at the MDC and possibly at GROW meals.

Caminar Navigator will provide case management for mental and behavioral health referrals and work with participants to stabilize each and prepare them ultimately for housing.

The Caminar Advocacy Worker and the EHSD Navigator will communicate with participants in ongoing way via text to identify challenges in obtaining services and track their progress in terms of addressing immediate physical and mental health needs; next steps with MDC partners; next steps with government and non-profit agency applications for housing, healthcare, aid benefits; works with GROW Outreach Coordinator for follow- up.

Per the City of Concord Homeless Strategic Plan (p. 12), case management will include:

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)

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Enrollment help for health insurance (Medi-Cal)
Outreach and community advocacy
Guide participants through application process for General Assistance, CalFresh and other benefits Medical Services
Roto-Care of Concord will provide primary care medical care staff and a specialized trailer at the Mobile Dignity Centers to conduct medical evaluations, Narcan overdose prevention counseling, prescriptions for appropriate mental health medications (Paxil, Prozac, Zoloft) that are preferable to street drugs used for self- medication of anxiety, depression, and PTSD. Roto-care staff will also provide referrals to psychiatrists and rehab specialist providers as needed for supervised medical treatment of mental illness, addiction replacement medicines for street drugs. Wound care, foot care, as well as screening for diabetes and other illnesses will be available as well. A priority will be to stabilize participants on medications needed.

Per the City of Concord Homeless Strategic Plan (p. 12) , medical care will include:

Basic medical care
Tuberculosis testing and treatment
Free, confidential on-site infectious disease testing, including STDS Health screenings such as for diabetes
Immunizations
Assistance with wound and medication management
Referral to mental health and substance abuse treatment One-on-one behavioral health therapeutic case management and referrals as needed Referrals to dental clinics as needed
Health education
Connection to doctors and providers for ongoing primary care Referrals to vision service

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program Goals:

The primary goal of the Mobile Resource Center is to provide comprehensive, accessible services to the homeless population in Concord by providing nutritious food, medical care, clothing, hygiene support, and navigation services.
.Objectives:

Schedule a Mobile Dignity Center to operate at three locations weekly Provide at least 300 individuals access to daily meals, weekly showers, medical and navigation services Conduct basic medical screenings for at least 300 people A second goal of this program is to strengthen the connections and communication between the homeless population and long-term services. Volunteer teams will be providing check-in services at the Mobile Dignity Center and begin the data collection process using forms created for specific data needs. This information will be input into a master database for reporting and evaluation by the Program Evaluation Coordinator, GROW leadership and the Advis
Objective:

Provide referrals and follow-up support for at least 300 people to access shelter, housing programs, employment services, or healthcare programs
And finally the third goal is to develop more efficient and effective strategies and practices for organizations and agencies to deliver these services to populations that are challenging to access. Page 39 of 228 Objective:

Develop a model that is efficient, scalable, replicable and easily implemented at additional sites with measurable improvement in outcomes
Description of the process for tracking and gathering outcome data for reporting purposes Volunteer teams will be providing check-in services at the Mobile Dignity Center and begin the data collection process using forms created for specific data needs. This information will be input into a master database for reporting and evaluation by the Program Evaluation Coordinator, GROW leadership and the Advisory Group.

The data captured will include all of the reporting requirements documented in the RFP Additional data will be collected from partners, if required, to complete the reporting requirements of the RFP.

As operations stabilize at the MDC, this process will be streamlined through development of an easy-to-use application and tablets.

A request will be submitted to enable our navigation partner to also be a coordinated entry point for HMIS, facilitating the program’s ability to strengthen connections to vital services.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program Mobile Dignity Center Partners
Pleasant Hill Seventh Day Adventist - Showers
Contact: Mitch Williams, Senior Pastor
Provide shower trailer once a week at Mobile Resource Center Loaves and Fishes
Contacts: Janette Kennedy, Joleen Lafayette

CAMINAR
Contact: Lynna Magnuson
Provide housing navigation and case management services and guidance for pathway to housing; proposal to serve a coordinated Entry Point for HMIS
Concord Shelter - providing supplies on regular basis to the shelter; hygiene, feminine hygiene Concord First Christian Church
Contact: Leslie Taylor
Proposed Site of Initial Mobile Resource Center
CORE
Contact: Fadi Elhayek
Concord outreach and referral organization for unhoused people Contra Costa County Connection
Contact: Andy Smith
Make available bus passes for unhoused people
Contra Costa County
Employment and Human Services Department (EHSD) Navigators Contact: Bhupinder Singh
Connections to county and state agencies, workforce development Healthcare for the Homeless (H3)

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Contacts: Mia Fairbanks, Jicara Collins
Provide connections for people to programs from healthcare to housing.

John Muir Health, Jamie Elmasu - Use of JMH Medical Van and Driver Roto-Care of Concord
Rotary Club Clinic
Contact: Jennifer Turner
Outpatient mobile medical clinic sponsored by Rotary Club, John Muir Health and others. Will provide medical services for Mobile Dignity Centers. Will operate twice monthly at first site until capacity can be achieved with staffing; includes all required services from HSP and others known to be needed based on input from GROW White Pony Express
Provider of food to Loaves and Fishes, in-kind shelf-stable food for GROW meals and provides GROW access to WPE daily local food rescues, an ever-expanding opportunity. Also provides clothing, gear, survival supplies, and weather-related supplies.

Mobile Dignity Centers’ Subcontractors
Program Evaluation Coordinator: Sandra Nepacena, MPH
Website designer and tech support: Ariana Faustini
CPA: Eric Grant, CPA
Guardian Security
Bookkeeping Services: Robert Half and Associates
Lava Dora Laundromat - June Crisler, owner
Days Inn - East Concord GROW shower program (40 people/month) Description of how the program would work if the full amount requested is not received A significant amount is required to develop the infrastructure for this program to be implemented in part or in whole to ensure its sustainability. Any reduction in funding would necessitate the elimination of one or more key services provided at the Mobile Dignity Center, depending upon the amount. Each service was specified in the Homeless Strategic Plan as a requirement. A significant reduction in funding would most likely make this program unable to be delivered as described.

The Mobile Dignity Centers will be an ongoing program once the initial assets are purchased and outfitted.

GROW Concord and other MDC partners will leverage its partnership and successful outcomes to continue to seek funding through grants, community sponsorships, and private donations to ensure the sustainability of MDC services.

Several key components of this plan also will contribute to the sustainability of services:
- New LFCC Food Truck for service primarily in the Concord area - Expanding and Evolving Partnerships with common mission bringing vital and focused services to our target population
- Strong Faith-based community collaboration
- Expanding capacity by key organizations through this project Organization: Loaves and Fishes of Contra Costa (LFCC)
Loaves and Fishes of Contra Costa (LFCC) is seeking funds in order to expand its reach and address critical needs in the Concord community. Included is the need to acquire a dedicated mobile delivery unit/food truck to primarily serve the Concord service area, with additional resources such as additional refrigeration and staff.

Short-Term Objective:

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Note: We anticipate an interim period of 6-8 months (from project approval) for the build of the mobile unit/food truck. During this time, LFCC has a contingency plan to ensure uninterrupted service. In the absence of refrigeration and preparation facilities for the mobile unit, we will provide nutritious box meals to the mobile resource center. These meals will meet the same high nutritional standards as the hot meals we plan to serve from the truck, ensuring that the community continues to receive essential food support throughout the transition period.

Long-Term Objective:

Current Program Partnerships:

Martinez, CA
Loaves and Fishes of Contra Costa partners with Passion to the Streets, Martinez, CA. Each Friday, LFCC provides breakfast food to serve those participating in the Martinez. Shower Program in partnership with The Bay Church, White Pony Express and Healthcare of the Homeless. Passion to the Streets’ volunteers utilizes LFCC’s kitchen to prepare the breakfast providing a warm breakfast to those in need.

Pittsburg, CA
Loaves and Fishes of Contra Costa partners with The Bay Church, John Muir Health Van and St. Vincent de Paul weekly (every Saturday). LFCC provides hot and nutritious meals to those in need who are seeking free medical services from the John Muir Mobile Clinic.

Bay Point, CA
Loaves and Fishes of Contra Costa partners with the West Pittsburg Community Church via Bay Point All N One weekly. The LFCC Mobile Unit brings approximately 250-300 hot nutritious meals weekly.

Antioch, CA
LFCC participates in S.H.A.R.E Mobile Shower Program held at the Community Outreach Center weekly by delivering hot and nutritious breakfasts through the LFCC Mobile Unit.

Budget Management and Sustainability
LFCC has a history of responsible fund management, leveraging local partnerships to maximize resources.

We will continue to seek additional funding from county, state, and federal sources, as well as individuals and private foundations, to ensure the long-term sustainability of the meal and mobile unit food truck programs.

LFCC has identified opportunities for additional funding through John Muir Community Health Fund (CHF) (potentially $10k-$30K) and CDBG funding for Concord.

White Pony Express requires an increase in capacity to make sure Concord thrives. This is required to bring on new staff for Concord coverage, food, and supplies. As with LFCC, WPE is a vital part of food service in Contra Costa County.

Pleasant Hill Seventh Day Adventists owns a new shower trailer that currently operates one day each month.

This program provides an opportunity for them to serve their community and they are excited about growing their program.

6. Funding and Payment Schedule
Provide a budget summary, the proposal milestones, and the frequency and amount of funding that is needed to achieve proposal goals and outcomes

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Budget Line Item Concord Other Funding Program Total
Personnel Lines needed: 0
Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0 $0
Consulting $0
Evaluation $0
Other Lines needed: 1
See attached budget for all cost breakdown, $1,704,896 $1,704,896

Page 43 of 228 ends

Subtotal Non-Personnel $1,704,896 $0 $1,704,896
Total Personnel & Non-Personnel $1,704,896 $0 $1,704,896 Indirect Costs $0
TOTAL $1,704,896 $0 $1,704,896

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents Inputs (Resources)
Coordination and RFP Submission: GROW Concord
Mobile Health: Provided by Roto-Care and John Muir Health Shower Trailers: Pleasant Hill 7th Day Adventists
Hot Nutritious Meals: Provided by Loaves & Fishes
Food, Supplies, Clothing and Non-Refrigerated Vehicle for Food: Provided by White Pony Express Housing Navigation and Case Management: Provided by CAMINAR Mobile Unit Location #1: Provided by Concord First Christian Church Outreach and Connections to Services: CORE, EHSD Navigators Security: Provided By Guardian Security
Laundry Services: Provided by GROW, Lava Dora Laundromat, The Bay Church (shower towel program) Transportation Passes: Provided by GROW and County Connection Hygiene and Clothing: Provided by GROW, The Bay Church, White Pony Express Hair Care, Pet Care, Vehicle Care, Bicycle Care: Provided by GROW and partners GROW Concord is a grass-roots organization that has successfully managed programs and growth through private funding, technical expertise in nonprofit management, resource allocation and operational processes that are built to be flexible and adaptable to all situations. Since our beginning, we have been able to create impact, and our work has consistently shown a commitment to addressing structural inequalities for the population we serve. This proposal puts forth a singular strategy that requires coordination between more than a dozen organizations and agencies to provide services to the homeless. Each group has demonstrated ability to implement, measure, and manage its intended results with the given the talent, capabilities, and financial resources at its disposal. GROW has been operating a bi-weekly shower program in East Concord for two years with a partner hotel, community volunteers, and generous donors. This program provides approximately 40 showers to our homeless friends each month, enabling them to take steps they otherwise would not. A private donor sponsored the development and first two years of GROW’s sober program for homeless individuals. This program works with people who have chosen sobriety over drugs and alcohol, yet need housing support to ensure they don’t return to the streets during recovery. Our work focuses on connecting them to resources, case management if not yet available, sponsors, education, employment and housing. Our first participant was reunited with his family this past Spring and is thriving.

GROW's capacity has grown to a large, reliable volunteer base that cooks, serves, and delivers hot meals six days weekly to 40-60 people each day. We also have volunteers who assist with clothing donations, hydration, laundry services, the shower program and the sober program. All volunteers are passionate and committed to our mission and many have lived experience or family with lived experience. We have plans to hire a Program Director for the Mobile Dignity Center Program whose focus will be the implementations and ongoing coordination of the program, from staffing to marketing. With the addition of the Program Director, the GROW leadership team will have the capacity needed to roll out the program, grow it, and manage it weekly.

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As the lead, GROW will need to acquire other human resources including accounting, technology and insurance expertise.

The partnerships that are being formed for this project are the keystones for its success. All organizations are working together to accomplish the same goals and build infrastructure to sustain service delivery.

We have included the start-up requirements for GROW in the budget which will enable the organization to maintain and increase the capacity as needed for a successful Mobile Dignity Center Program in Concord - for as long as there is a need and demand for the services.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs GROW began by serving fruit and sandwiches to four to six very hungry people two days a week. From this, trust, purpose and a vision emerged which allows the organization today to reach far into our communities for emergency support and daily assistance through the services that are provided. In less than two years, the number of individuals reached has exceeded 100 and our experiences and management of our programs have encouraged and enabled eight people to be supported in their strive for sobriety by financially and emotionally supporting them in their journey. In 2023 a private donor generously provided a gift restricted for the development of a sober program that supports people experiencing homelessness. We have graduated four people from this program; a few more are successfully residing in sober homes today and giving back to their community. One has been reunited with his family and one unfortunately returned to detox. One of our outreach teams with substance abuse experience works with each participant regularly to determine what is needed to stay on course and then coordinates with GROW leadership to ensure the participant has the tools and support to be successful in their work. Reporting on practices, activities, outcomes and budget is generated by the team and provided to the donor. GROW has just been notified that this donation will again be presented in September 2024 for another year of the program. We have been proficient in obtaining the resources we need to accommodate people and keep our programs operating and successful.

GROW prepares and serves meals six days each week, with extra food for guests to take with them until we return in two days to that site.

Every other week GROW rents a hotel room for two nights to allow up to 20 homeless friends the opportunity to shower, get clean underwear and clothes, some nutrition and hydration and a brief respite from the streets.

This program has also emerged as a core opportunity for several of the participants to gain confidence and ambition to apply for work and housing.

8. Submitter Information
Name and Title of Person Submitting
Andrea Altman
Phone
707-291-5061
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Andrea Altman
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024 Page 45 of 228

Initially submitted: Sep 16, 2024 - 14:24:18

Page 46 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Hope Solutions
Program Name
Request for capital funding to bring Valley Motel up to code to convert to 12 studio apartments for chronically homeless singles and nominal services funding
Address
399 Taylor Blvd, Suite 115
Primary Contact and Title
Deanne Pearn
Primary Contact Phone
5104595689
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Deanne Pearn Title: CEO
Phone: 510-459-5689 Email: [email protected]
Program Manager
Program Manager: Michele Eklund Title: Properties and Services ManaPage 47 of 228 Phone: 9252068717 Email: [email protected]
Application Contact
Application Contact: Clare Demer Title: Grants and Communications M Phone: 9255422063 Email: [email protected]
Finance Manager
Finance Contact: Christina McCarthy Title: CFO
Phone: 9254482003 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Donald ONeal Title: Board Chair Phone: 4153937158 Email: don.oneal@capitalinternationa
Addresses
Program Address: 399 Taylor Blvd, Suite 115
City, State Zip: Pleasant Hill, CA 94523
Phone: 9255422063 Email:

Website: www.hopesolutions.org
Mailing Address: 399 Taylor Blvd, Suite 115
City, State Zip: Pleasant Hill, CA 94523

Page 48 of 228 ends

2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Permanent Supportive Motel Housing:

Over the last six months, Hope Solutions and the owners of the Valley Motel in Concord have been exploring a partnership to convert the 12-unit motel into 12 studio apartments dedicated to housing chronically homeless singles.

The studio apartments at the Valley Motel will be occupied by single homeless residents, with targeted outreach to City of Concord residents. Hope Solutions has been awarded over $544,000 annually through the Continuum of Care HUD application cycle to support this program. The funding is expansion of our existing permanent supportive housing program for singles, called ACCESS (Assertive Choices Creating Empowerment through Services and Shelter). Since 2015, Hope Solutions has operated ACCESS, providing permanent supportive housing to 48 formerly chronically homeless individuals with disabling mental health, substance use, and/or medical issues in multi-site, master leased, single and double occupancy units located throughout Contra Costa County.

ACCESS Expansion allows us to add housing for an additional 16-18 clients. Six of the units used for ACCESS Expansion are newly constructed “cottages” located on the grounds of Grace Presbyterian Church in Walnut Creek. We are proposing to house the remaining 12 residents in studio apartments through a long-term master lease with the Valley Motel in Concord.

ACCESS is a 100% special needs program so all residents have at least one disability; most disabilities are in the realms of mental health and/or substance addiction. The ACCESS program delivers on-demand supportive services provided by an interdisciplinary team of Case Managers and Property Managers to assist residents to achieve housing stability and to support clients to thrive.

An individualized Action Plan is created for each client at the time of move-in, prioritizing the individual's goals, strengths and concerns. Goals may include accessing medical/mental health/substance abuse treatment, employment or benefits, or enhancing daily living skills. Hope Solutions employs trauma informed, and culturally responsive approaches with our program participants.

All new residents move into a fully furnished unit, with most furnishings provided by volunteers/donors.

Hope Solutions has managed the ACCESS program since 2015 with consistent, positive outcomes in the realm of housing stability, stable income and linkage of residents to needed benefits/resources.

Hope Solutions' operations of its HUD-funded Permanent Supportive Housing (PSH) programs are overseen by licensed clinicians (both services and property management) and all program staff receive ongoing training and support to ensure a consistent trauma informed approach. Finances are overseen by the Chief Executive Officer and Chief Finance Officer, reporting to the organization's Board of Directors, who maintain active oversight to ensure the organization's long-term financial strength. The Board Finance/Audit Committee reviews and approves quarterly financial statements. An annual independent audit is conducted, in addition to an A-133 single audit, which are both reviewed and approved by the full board. 100% of audits have resulted in a 'clean opinion' on the accuracy of the financial statements. Hope Solutions has detailed accounting practices and controls to ensure HUD funds are utilized according to grant requirements.

In our exploratory conversations with the owners of the Valley Motel and the City of Concord, we learned that the hotel would need some physical upgrades to make it eligible to convert to studio apartment permanent housing for singles. The one-time total cost of repairs is estimated to be $468,575245,000. In brief, the repairs include electrical upgrades, new windows, and an expensive fire sprinkler system throughout the buildings.

To provide additional support and security for residents of the Valley Motel, Hope Solutions is seeking nominal ongoing operating support from the City of Concord to hire 24-hour desk clerks for Thursday evenings through Monday morning. The cost of that coverage (48 hours per week at $22/hour) is $54,912 for the first year with a 3% COLA each year after.

Amount Requested
$760,110
Minimum Amount Needed
$760,110

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Estimated Number of Concord Residents to be
Served
30 Estimated Number of All Persons to be Served
80 3. Community Benefits
Description of the specific population the project/program will benefit The project will serve chronically homeless singles with disabilities. ACCESS is a 100% special needs program so all residents have at least one disability; most disabilities are in the realms of mental health and/or substance addiction.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Hope Solutions’ target population is Contra Costa County residents; Hope Solution reaches 3,000 unduplicated people facing housing insecurity and/or homelessness throughout the County. For the ACCESS program, clients must be chronically homeless with a disabling condition. Our residents live within an average median income (AMI) of 0-50% AMI, and more than half of Hope Solutions households (54 percent) earn less than $10,000 annually. The program will be operated in Concord. Because we are leveraging a large portion of federal HUD funding for the project, referrals for the Valley Motel housing will come through the County Coordinated Entry System (CES). Hope Solutions will conduct specific, targeted marketing to Concord residents for this particular housing which is sited in Concord. All Hope Solutions housing programs employ Housing First principles (meaning low barrier access to housing) and trauma informed supportive services.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan Our project objective is to reduce homelessness through community involvement and collaboration with partner agencies (both government and nongovernmental partners) with an ultimate goal of creating a safe place for the unhoused to dwell, in alignment with the city’s Homeless Strategic Plan. The project will provide permanent supportive housing to 48 formerly chronically homeless individuals with disabling mental health, substance use, and/or medical issues.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program This comprehensive program projects the following outcomes: at least 90% of residents will remain permanently housed with the program or will exit to other permanent housing in the community; at least 90% of residents will maintain or increase total income by the end of the year or at exit of program; at least 80% of residents who enroll in the program without health insurance will have acquired it by annual update or program exit; and at least 80% of those who enroll in the program without non-cash mainstream benefits for which they would be eligible will have acquired at least one such non-cash benefit by annual update or program exit.

Description of the process for tracking and gathering outcome data for reporting purposes All data for residents of the Valley Motel will be inputted into the Homeless Management Information System and will track our progress against existing system defined performance measures as outlined in the County’s Permanent Supportive Housing program models guide.1 Hope Solutions’ Director of Evaluation and Learning regularly reviews data for accuracy and timeliness and pulls regular reports to track outcomes and status of

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residents. Additionally, our data is reported to HUD through the Annual Performance Review and will be shared with City staff.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program Our unique partnership with Valley Motel is crucial to this project. The owners of the Valley Motel and Hope Solutions are interested in signing a 5-year master lease to start. Hope Solutions would master lease the whole property (including studio apartments and auxiliary space to use for staff offices and services).

Residents will sign a sublease with Hope Solutions and will be held to all standards of HUD funded housing.

Residents will pay 30% of their income towards rent, will be subject to federal housing rules/regulations, certify their income annually, and receive at least annual housing quality inspections. Residents will also be offered extensive voluntary support services to help them with health, education/employment, benefits advocacy, or whatever else they may need to be successful. If the partnership goes well (which we all assume it will) we will then sign an additional 5-year master lease. In our conversations with the owners, we have also expressed an interest in owning the hotel and have been assured that, if the owners decide to sell, we will be given “first right of refusal” to ensure these units remain available for our most vulnerable neighbors.

Further strengthening our support of the residents of the Valley Motel are the myriad other partnerships Hope Solutions maintains with other CBOs, including Family Justice Center, Healthcare for the Homeless, STAND!, Trinity Center, and White Pony, and Contra Costa County Behavioral Health.

Description of how the program would work if the full amount requested is not received To successfully convert the Valley Motel into 12 studio units of permanent housing, the repairs outlined in the inspection report must be completed. . As we work with the City Planning and Building staff, we may discover other costs (such as increased parking or covered parking) that are required by City Code that must be completed to acquire the requisite permits. If we do not get funding to pay for the capital expenditures, these units will not be converted and the motel will continue to operate as a traditional motel. If we are not awarded the nominal services funding for additional staffing for the project, we will be unable to operate it as a permanent supportive housing site and again, the motel will continue to operate as a traditional motel.

Capital costs associated with general repairs and upgrades ($468,575) are a one-time event. The amount requested for weekend overnight staffing not covered by HUD will cover 5 years of salary and associated costs for 24-hour desk clerks for Thursday evenings through Monday morning, with a total annual cost of $54,912 for the first year with a 3% COLA each year after, totaling $291,535.

With these small investments from the City of Concord, Hope Solutions would leverage an additional $544,000 per year for the property and residents, or an estimated total of $2,721,015 over 5 years, ensuring sustainability for the next 5 years and beyond.

6. Funding and Payment Schedule
Provide a budget summary, the proposal milestones, and the frequency and amount of funding that is needed to achieve proposal goals and outcomes
Budget Line Item Concord Other Funding Program Total
Personnel Lines needed: 1 Page 51 of 228
Weekend overnight staffing (not covered by $291,535 $291,535 Benefits (11%) $0
Taxes $0
Subtotal Personnel $291,535 $0 $291,535
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0
Consulting $0
Evaluation $0
Other Lines needed: 4
One time expenses $90,000 $90,000
Architect fees $23,575 $23,575Page 52 of 228
Sprinkler estimate $155,000 $155,000
Additional physical repairs identified by arch $200,000 $200,000 Subtotal Non-Personnel $468,575 $0 $468,575
Total Personnel & Non-Personnel $760,110 $0 $760,110
Indirect Costs $0
TOTAL $760,110 $0 $760,110

Health Housing and Homelessness (H3), EHSD, Behavioral Health Services/MHSA, and Housing Authority of Contra Costa County (HACCC). This year, HS’s operating budget is over $17M and is comprised of 40 government contracts, 5 partnership agreements with other CBOs, and over $1.7M in private revenue sources.

Hope Solutions has become a trusted housing and services organization annually serving 3,000 unduplicated of our community's most vulnerable members, including people with histories of chronic homelessness and disabilities, mental health and/or substance use challenges, survivors of domestic violence, homeless youth, and people living HIV/AIDS. Hope Solutions plays many roles in our County Continuum of Care, operating Permanent Supportive Housing (PSH), Rapid Rehousing (RRH), Prevention/Diversion, Rapid Exit, and intensive support services.

Since the launch of the City of Concord Rapid ReHousing (September 2022), Hope Solutions has housed and provided services to 33 households comprised of 22 families and 11 individuals totaling 83 clients. As of September 2024, we have had 13 exits from program. Twelve maintained permanent, stable housing on their own and 1 exited to live with family.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs All data for residents of the Valley Motel will be inputted into the Homeless Management Information System and will track our progress against existing system defined performance measures as outlined in the County’s Permanent Supportive Housing program models guide. Hope Solutions’ Data Manager regularly reviews data for accuracy and timeliness and pulls regular reports to track outcomes and status of residents. Additionally, our data is reported to HUD through the Annual Performance Review and will be shared with City staff.

Data from our ACCESS program for the 2023-2024 year shows the following outcomes: 96% maintained housing or transitioned to other permanent housing in the community; 95% maintained or increased income; 100% had health insurance with linkage to needed care; 67% were age 55+; 68% had chronic health conditions. Page 53 of 228
Since 2015, ACCESS and our other PSH projects have successfully met their contracted deliverables without any administrative or fiscal management issues.

8. Submitter Information
Name and Title of Person Submitting
Clare Demer, Grants and Communications Manager
Phone
9255422063
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Clare Demer, Grants and
Communications Manager
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 13, 2024 - 16:20:23

Page 54 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Housing Consortium of the East Bay
Program Name
Rapid Housing & Stability Initiative
Address
1204 Preservation Park Way Oakland CA 94612
Primary Contact and Title
Nyjah Tauheed- Development Coordinator
Primary Contact Phone
5102073255
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Darin Lounds Title: CEO
Phone: Email: [email protected]
Program Manager
Program Manager: Marichelle Title: Director of Programs

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Phone: Email: [email protected]
Application Contact
Application Contact: Nyjah Tauheed Title: Development Coordinator Phone: 5102073255 Email: [email protected]
Finance Manager
Finance Contact: Karma Sherpa Title: Finance Controller Phone: Email: [email protected]
Board President/Chair
Board President/Chair Contact: Kristy Feck Title: Board President Phone: Email: [email protected]
Addresses
Program Address: 1204 Preservation Park way Suite 200
City, State Zip: Oakland, CA 94612
Phone: 5108321382 Email: [email protected]
Website:

Mailing Address: 1204 Preservation Park way Suite 200
City, State Zip: Oakland, CA 94612

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Rapid Rehousing:

The Rapid Rehousing program aims to provide temporary rental assistance and supportive services to households who recently became homeless. Its primary goal is to quickly transition individuals and families into stable, permanent housing, increase their self-sufficiency, and prevent a return to homelessness. The program offers short-term (up to 3 months) and medium-term (4-24 months) rental subsidies, along with assistance for security deposits and utility payments. It also provides housing navigation, case management, and tenancy-sustaining services to help participants overcome barriers to securing permanent housing.

Amount Requested
$0
Minimum Amount Needed
$600,000
Estimated Number of Concord Residents to be
Served
30 Estimated Number of All Persons to be Served
30 3. Community Benefits
Description of the specific population the project/program will benefit The Rapid Rehousing program will benefit Concord residents who have recently become homeless, including individuals and families. The program focuses on vulnerable groups, such as low-income households, individuals with disabilities, seniors, and families with children, who are experiencing homelessness or are at risk of homelessness. These households often face barriers such as lack of income, poor rental history, or mental health and substance use challenges, which this program seeks to address through supportive services and housing assistance.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants The Rapid Rehousing program will target Concord residents who are currently experiencing homelessness or are at risk of becoming homeless. Participants are expected to come from a variety of situations, including:

Homeless encampments within the City of Concord,
Emergency shelters operating in Concord and surrounding areas, Individuals and families who are doubling up or staying in precarious housing situations, such as couch- surfing or temporarily staying with friends or family.

The program will be operated primarily within the City of Concord, leveraging relationships with local landlords to secure rental units for program participants. Housing navigation services and case management will also be provided locally to ensure that participants can easily access the supportive services needed to maintain housing stability.

Page 57 of 228 ends

There are no preconditions imposed on program participants to qualify for this program. The program operates under the principle of Housing First, which prioritizes quickly moving individuals into housing without requiring sobriety, employment, or other conditions. The goal is to stabilize participants through housing and then provide supportive services such as employment assistance, mental health services, and financial literacy training to help participants achieve long-term stability.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan The Rapid Rehousing program directly addresses the need for immediate and stable housing for recently homeless Concord residents by offering temporary rental assistance, supportive services, and ongoing case management. By providing rental subsidies, assistance with housing deposits, and housing navigation, the program helps participants overcome barriers to securing permanent housing. The program aligns with the City's Homeless Strategic Plan by increasing self-sufficiency among the homeless population, reducing homelessness through swift transitions into permanent housing, and promoting long-term housing stability through tenancy support and life skills training. This approach directly supports the City's goal of reducing homelessness and supporting residents with comprehensive, person-centered care.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program The Rapid Rehousing program has several key objectives:

Serve 20-30 households annually by providing short-term (up to 3 months) or medium-term (4-24 months) rental assistance.

Help 80% of program participants transition from homelessness to permanent housing within the rental assistance period.

Ensure 90% of households maintain housing stability for at least 6 months to 1 year after receiving assistance.

Foster 100% improvement in self-sufficiency by measuring participants' increase in income or employment status. The expected measurable outcomes include:

Number of households housed: 20-30 households annually.

Percentage of participants transitioning to permanent housing: 80% of those served will move into permanent housing.

Housing stability: 90% of participants will maintain housing for at least 6 months to 1 year post-assistance.

Self-sufficiency: 100% of participants will show improvements in income or employment status, measured through regular assessments during and after the program.

Description of the process for tracking and gathering outcome data for reporting purposes The program will utilize the Homeless Management Information System (HMIS) to track and gather outcome data. HMIS will be used to monitor client progress, including entry into the program, services received, rental assistance provided, and long-term housing outcomes. Monthly reports will be generated to evaluate key metrics such as the number of households housed, the duration of rental assistance, and post-assistance housing stability. Additionally, case managers will regularly assess participants' employment status and income levels to measure self-sufficiency improvements. These data will be compiled into quarterly reports for internal review and external reporting to funding partners.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program

Page 58 of 228 ends

The program will rely on strong partnerships to implement its housing assistance and supportive services.

Key partners include:

Local landlords: Collaborate with the program to provide housing units for program participants, ensuring access to rental properties.

Contra Costa County Homeless Services: Coordination with county resources will enable clients to access additional services such as health and mental health services.

Substance abuse and mental health providers: These partners will offer referrals and direct services to program participants who need support to maintain housing stability.

Employment agencies and community organizations: These organizations will assist participants in gaining employment and increasing their financial stability.

Description of how the program would work if the full amount requested is not received If the program does not receive the full amount of funding requested, it will prioritize core services such as rental assistance and housing navigation to ensure the primary goal of transitioning participants from homelessness into permanent housing is achieved. The program may reduce the duration of rental subsidies or limit the number of households served, but it will continue to offer critical services. To mitigate the impact, the program will seek additional funding from local donors, foundations, and potential state-level grants.

The Rapid Rehousing program is not a one-time event. It is designed to be an ongoing initiative that aligns with the City's long-term strategy to reduce homelessness. Sustainability will be achieved by leveraging this grant to demonstrate program success, attracting future funding from state, federal, and private sources. The program will also seek additional grants, such as Continuum of Care (CoC) funding, and work with local and regional foundations to secure multi-year commitments. Furthermore, partnerships with local landlords and service providers will be strengthened, ensuring cost-effective service delivery and program sustainability beyond the initial grant period.

Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel Page 59 of 228
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0
Consulting $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $0 $0 $0
Total Personnel & Non-Personnel $0 $0 $0
Indirect Costs $0
TOTAL $0 $0 $0

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents Our organization, Housing Consortium of the East Bay (HCEB), is in stable financial health and has a proven track record of managing substantial housing and homelessness programs. HCEB has consistently maintained positive financial standing, supported by a diverse funding portfolio that includes government grants, private foundations, and individual donations. Recent financial audits have confirmed our fiscal

Page 60 of 228 ends

responsibility, with no major discrepancies identified, and we regularly meet reporting requirements for grants and contracts.

HCEB has the capacity to manage large-scale housing programs, having successfully administered several multi-million-dollar grants for housing and supportive services. We currently provide housing assistance and supportive services to over 500 individuals annually across the Bay Area, including in Concord. Our organization is also experienced in managing HUD programs, county-level contracts, and various state and federal funding streams. We have a history of working closely with local governments and community organizations to deliver tailored services to vulnerable populations.

While HCEB has primarily focused on providing services across Contra Costa and Alameda counties, we have recently expanded our operations to serve Concord residents, particularly through collaborations with local homeless services providers and city agencies. We have provided housing navigation and supportive services in Concord, and we are well-positioned to scale up these services through this Rapid Rehousing initiative.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs HCEB has extensive experience in managing housing programs aimed at reducing homelessness, with particular expertise in Rapid Rehousing, Supportive Housing, and Permanent Housing models. Over the past decade, HCEB has successfully implemented several Rapid Rehousing programs, including in Alameda and Contra Costa counties, which serve similar populations to those targeted in Concord. These programs have helped over 80% of households transition from homelessness into stable, permanent housing.

A notable example is our work with the Alameda County Safe Parking Program, where we provided rapid rehousing services to individuals and families experiencing homelessness. The program offered rental assistance, case management, and supportive services, with 90% of participants maintaining housing stability for at least one year after receiving assistance. HCEB utilized the Homeless Management Information System (HMIS) to track and report on program outcomes, providing detailed data on participant progress, housing transitions, and long-term stability.

We have also implemented similar programs with significant results, including:

Contra Costa County Rapid Rehousing: HCEB provided housing navigation and rental assistance to over 150 households, with 85% successfully transitioning to permanent housing.

Permanent Supportive Housing Projects: We have helped more than 300 individuals maintain permanent housing through case management and supportive services, with strong outcomes in housing stability and self-sufficiency.

Our staff is well-versed in managing program budgets, ensuring compliance with reporting requirements, and achieving measurable outcomes. With dedicated program managers, case managers, and housing navigators on staff, we are fully equipped to implement, monitor, and report on the progress of the Concord Rapid Rehousing program. Our ability to leverage existing resources, collaborate with local landlords, and utilize data-driven decision-making will ensure the program’s success in meeting the housing needs of Concord residents.

8. Submitter Information
Name and Title of Person Submitting
Nyjah Tauheed- Development Coordinator

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Phone
5102073255
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Nyjah Tauheed-
Development Coordinator
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 13:07:24

Returned to Draft 09-16-2024 by Concord
Reason: The City of Concord has received your application in response to the Homeless Strategic Plan Strategy for Rapid Rehousing. I have returned your application back to draft because the field for amount requested need to be completed. Image below for reference. We are requesting that the fields be completed and resubmitted by close of business today 9/16/24 at 5pm.

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
NAMI Contra Costa
Program Name
NAMI Cares, Leave No One Behind – Concord
Address
2151 Salvio St Ste v, Concord, CA 94520
Primary Contact and Title
Gigi R. Crowder, CEO
Primary Contact Phone
510-990-2670
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Gigi R. Crowder Title: CEO
Phone: 5109902670 Email: [email protected]
Program Manager
Program Manager: Naomi Gashaw Title: Program Coordinator

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Phone: 9258188620 Email: naomi.gashaw@namicontraco
Application Contact
Application Contact: Naomi Gashaw Title: Program Coordinator Phone: 9258188620 Email: naomi.gashaw@namicontraco
Finance Manager
Finance Contact: Antonia Guzman Title: Admin. Assistant Phone: (925) 942-0767 Email: antonia.guzman@namicontrac Board President/Chair
Board President/Chair Contact: La Tanyua Brown-Thompson Title: President Phone: (510) 932-3840 Email: ltanyua.thompson@namicontr Addresses
Program Address: 2151 Salvio St, Ste V
City, State Zip: Concord, CA 94520
Phone: (925) 942-0767 Email: [email protected]
Website: https://namicontracosta.org/
Mailing Address: 2151 Salvio St, Ste V
City, State Zip: Concord, CA 94520

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Mobile Resource Unit:

We hope to utilize this funding opportunity to enhance our three-year-old “Leave No One Behind” (LNOB) program, which serves individuals who struggle with behavioral health challenges and are chronically homeless. We have identified this population as being the most neglected and harmed in Contra Costa County. With funding from the Contra Costa County Regional Fund, first round of COVID-19 funding we launched our NAMI CC LNOB program. We recognize through that difficult time, many of the established agencies that regularly fed the unsheltered sheltered in place and could not serve those who were most in need which were typically individuals who lived with untreated behavioral problems. Often substance use presents first, yet through our experience we learned there was a preexisting mental health challenge that was the root cause of loss of housing. We at NAMI CC implemented Leave No One Behind to ensure those with the greatest need, who may not qualify for or were unable to comply with regulations to gain access to resources. We wanted to identify and support individuals still sleeping under the stars to first get a warm meal, then connect to behavioral health support, and when appropriate, reconnection to family and loved ones, which better positioned them to have access to newly funded housing programs such as the Hotel Key Program. We will mobilize funded staff and volunteers to reach those who are unsheltered in a 2-mile radius of our Downtown Concord offices. Our strategy is to build trust with those we encounter and position them for a whole-person Care Court Coordination Program. We will facilitate a connection to the Behavioral Health Care Services and other community resources to improve health outcomes and decrease inappropriate utilization. This includes finding doctors and scheduling appointments as we support them to connect with other appropriate services such as Case Management, Shower/bathroom trailers, Hygiene/food distribution, income assistance, employment, and housing programs, 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 and Referrals to vision service. Ultimately this program is designed to improve participants' quality of life, and in many cases, literally safe lives.

Amount Requested
$468,076
Minimum Amount Needed
$428,000
Estimated Number of Concord Residents to be
Served
120
Estimated Number of All Persons to be Served
200

3. Community Benefits
Description of the specific population the project/program will benefit We aim to meet the needs of those who are unsheltered and living with behavioral health challenges, primarily those with an untreated severe mental health diagnosis. We use a 'No Wrong Door' approach and will focus our attention on supporting family reunification. We will work with family members who are aware their loved one who lives with mental illness can typically be found in various encampments and other places

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in Concord, California. We will utilize a holistic harm-reduction approach to engage this population and work with the Concord Police Department and other like-minded agencies that offer services to those who meet this criteria. Though we will serve all who are untreated and would benefit from targeted mental health support and resources, we will give special attention to those offered through the Community Assistance, Recovery, and Empowerment (CARE) Act. The CARE Act provides community-based behavioral health services and supports to Californians living with untreated schizophrenia spectrum or other psychotic disorders through a new civil court process. We will work with the families and other concerned stakeholders to support them in petitioning for their loved ones to be included in the Care Act.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Our NAMI CC main office is centrally located in downtown Concord in the Salvio Pacheco Plaza across from Todos Santos Park. By foot and in cars, we will identify areas within a 2-3 mile radius of our office at 2151 Salvio Street Ste V to administer decentralized life-saving services. We have daily contact with individuals who are unsheltered and living with behavioral health challenges. Our location affords us the opportunity to build trusting relationships with many of the frequent users of the park who identify the park as their primary residence. Although we do not operate a drop-in center, our 'Leave No One Behind' outreach staff have identified many areas of Concord in the downtown area where the target population can be found. We regularly utilize staff and volunteers to distribute personal protective equipment, water, backpacks, socks, hygiene products, and offer resources to support these individuals to shelter. We utilize a harm-reduction model and are familiar with de-escalation tools that may be needed when working with those who have active psychosis and are likely not taking their psychotropic medications but maybe using street drugs.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan We have a culturally, ethnically, and linguistically diverse staff and volunteer pool that reflects the needs of those we hope to serve as we provide equitable support for populations we hope to target. We will utilize a multi-generational approach that will meet individuals and their families where they are and will be delivered in the languages most comfortable for participants. We can support individuals who speak Mandarin, Cantonese, Spanish, Tagalog, Amharic, Malay, and English in a manner comfortable to them. NAMI CC has strong connections with the Healthcare Services Agency, Behavioral Healthcare Agency, Concord Police Department, Mental Health and Substance Use Providers, The Court System, Crisis Center, and other Housing Programs, in line with this project's goal of strengthening system support with government and non- government agencies. We regularly use a warm-hand approach and support those who are in need of the above-mentioned services to connect with the appropriate organizations. We do regular followup and when agreeable to the individuals served, we mediate a connection with the family and loved ones to support their journey towards having suitable shelter. We will create a community functioning assessment for all those we engage and make referrals or connect them to all the appropriate resources identified in the strategic plan ourselves, also identifying NAMI CC-specific resources they could benefit from. Because our staff and the majority of our volunteers have behavioral health lived experience and several have been unsheltered, we will use proven community-defined strategies to build trust and accountability. We have requested $75,000 toward move-in housing assistance to accommodate individuals who can live independently with wrap-around support from our staff. We envision many of these individuals will receive additional entitlements through the Care Act Program to remove housing and sustainability barriers.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program NAMI CC prides itself on improving outcomes for those we serve. This program carries an ultimate goal that aligns with the Concord Homeless Strategic Plan vision of a community where every person has a safe, affirming, stable place to live. We, at NAMI CC, recognize that 'Housing that Heals' is the most successfully used housing resource for those that live with mental illness. With this program, we would work with Hope Solutions, Bay Area Community Services, and other housing agencies that carry familiarity with working with

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individuals living with a mental illness to reduce homelessness for this at-risk population. Our goal is to serve 100+ individuals and families in this “NAMI CC Cares, Leave No One Behind - Concord” Program with 100% of the participants having improved housing outcomes through a better understanding of their mental health and substance use challenges that have created barriers to housing and getting connected to appropriate services that enhance their overall wellness. We aim to reduce financial barriers, increasing their ability to sustain any housing opportunities they receive. Ultimately, the city of Concord would benefit from more of its residents living in appropriate shelter and many more on the road to recovery, in addition to reduced recidivism in jails and hospital usage.

Description of the process for tracking and gathering outcome data for reporting purposes Regarding data collection, we have invested in a database and keep information on all we serve, tracking their progress. We will create and distribute additional pre-surveys that request demographic information, such as the individual's preferred/main area to sleep and frequent so that we may be able to find them more easily. It will also include optional questions asking about any disabilities or physical/behavioral health conditions. We will ask if they have any nutritional needs such as diabetes, allergies, or other food intolerances. We will create a separate question for youth under 18 that specifically asks about any unsheltered-related barriers to their education and another for older adults over 55 that assesses any additional concerns they may have. To supplement findings from the surveys we collect, our outreach coordinators will go to areas where we normally see high populations of unhoused individuals during times to make our own counts. For individuals who have already completed the pre-survey upon our first meeting, we will provide a follow-up survey that asks questions about any additional concerns, resources required, or progress (housing, employment, etc.) that has been made. These surveys will not require individuals to provide their name or any other identifying information, they can give initials, use a set pin, etc. instead.

To monitor additional data points measuring our organization’s contract performance and efforts, we will utilize pre-existing data collection tracking documentation. This sheet will list any program activities provided, partnerships made, and specifically list any major changes program participants may have such as housing or employment opportunities.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program NAMI CC has long-term partnerships with many organizations across the county that support those who are unsheltered. We are located in Concord and participate as Chamber of Commerce Members with strong ties and a commitment to support Concord initiatives, as well as County efforts. Although we do not have a specific partner, we are uniquely qualified to engage with the hardest-to-reach participants and will utilize all of our networks to produce the best outcome possible for the program participants. We will do the needed outreach and engagement preparing the participants for what is needed prior to referring out to the services needed to produce the best long-term outcome. As the Care Act rolls out in December 2024, our work will be essential for ensuring the city of Concord's unsheltered residents are beneficiaries of this important state-wide mandated program. We will establish MOUs with all agencies we work with and will offer support for them to better understand the importance of using non-judgemental welcoming strategies that improve the likelihood of successful outcomes building on the relationship we currently have with the county's CORE teams.

Description of how the program would work if the full amount requested is not received NAMI CC has a long history of maximizing funding opportunities and finding matches when necessary. If we are not fully funded, we will reexamine our paid staffing plan and rely more heavily on volunteers. We may need to reduce the number of individuals we propose to work with and narrow our outreach territory.

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Without additional funding, we have continued our 'Leave No One Behind' Program in Antioch relying on donations and volunteerism to supplement what remained available after the grant ended. Because housing is the number one challenge faced by those impacted by mental health, we expect additional funding opportunities through donations as well as expected local, state, and federal mandates. Our annual end-of- the-year letter-writing campaign will be specific to raising funds to address housing solutions for our target population. NAMI CC's core foundation is built on volunteerism so we are equipped and committed to sustaining any project we begin and will target our fundraising efforts to continue the work.

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Communications $3,600 $3,600
Meetings & Convenings $3,200 $3,200
Travel & Transportation $5,000 $5,000
Training $4,000 $2,000 $6,000
Consulting $8,000 $8,000
Evaluation $1,600 $7,400 $9,000
Other Lines needed: 1
Food Costs & Other Engagement Tools $15,000 $15,000
Subtotal Non-Personnel $137,400 $9,400 $146,800
Total Personnel & Non-Personnel $417,925 $9,400 $427,325 Indirect Costs $50,151 $50,151
TOTAL $468,076 $9,400 $477,476

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents NAMI CC is financially stable with an annual budget of over 2.5 million dollars funded primarily from ongoing county contracts and state grants. We typically raise over $250,000 in unrestricted donations and are in good standing with state and federal regulatory agencies. Our mission is to provide outreach, education, support, and advocacy to families and individuals in need of help living with mental illness. We have been assisting people and families impacted by mental illness in Contra Costa for over 30 years. All our programs are free and have served residents of Concord since our inception in 1990.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs

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NAMI CC has been serving individuals who live with severe mental illness for over 30 years, providing hope and solutions for individuals and families through educational courses and emotional support. We have a long-respected history of collaborating to ensure that all who are served have a sense of belonging and are honored no matter their cultural, linguistic, or ethnic background. We stay current with what is trending and the needs and have been strong advocates for championing Because we have several county and state grants, we have remained compliant with all reporting requirements and have structures in place to ensure we have the infrastructure to implement, measure, and excel in the stated deliverables for all our projects and programs. We regularly exceed what is expected from us in our Contra Costa County Behavioral Health Contracts. We have had several acknowledgments from a variety of sources including being recognized as a 2023 Non-Profit of the Year by state legislators.

8. Submitter Information
Name and Title of Person Submitting
Naomi Gashaw, Program Coordinator
Phone
9258188620
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Naomi Gashaw,
Program Coordinator
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 13, 2024 - 11:24:44

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Northern California Family Center
Program Name
NCFC Concord Runaway Project
Address
2244 Pacheco Blvd. Martinez, CA 94553
Primary Contact and Title
Lea Youngkamp ASW, Foster Family Administrator
Primary Contact Phone
5107661043
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Thomas Fulton Title: Executive Director Phone: 9253701990 Email: [email protected]
Program Manager
Program Manager: Jazmin Caliman Title: Runaway Program Manager

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Phone: 7073153319 Email: [email protected]
Application Contact
Application Contact: Lea Youngkamp ASW Title: Foster Family Administrator Phone: 5107661043 Email: [email protected]
Finance Manager
Finance Contact: Thomas Fulton Title: Executive Director Phone: 9259701330 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Sherlin Kelley Title: Board President Phone: Email: sherlinkelley@gmailcom
Addresses
Program Address: 2244 Pacheco Blvd
City, State Zip: Martinez, CA 94553
Phone: 9253701990 Email: [email protected]
Website: www.ncfc.us
Mailing Address: 2244 Pacheco Blvd
City, State Zip: Martinez, CA 94553

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Scattered Site Interim Housing:

Northern California Family Center has been serving runaway and homeless youth and their families in Contra County for over 40 years. Through this project within our program, we can continue case management/mediation and shelter for runaway and homeless youth and increase our capacity to manage such cases. Our proposed project will enable us to host quarterly Certification Workshops to recruit, train and certify viable shelters specifically targeted in Concord, CA to meet increasing demands within this community. Through this task, we can provide skill development and strategies for shelters and applicants to meet the specialized needs of runaway and homeless youth. Furthermore, by acquiring Binti software, we will be able to fast track the laborious certification process for shelters and staff to be able to make fast acting change and reduce risk for vulnerable youth experiencing homelessness of housing insecurity.

Amount Requested
$22,000
Minimum Amount Needed
$15,000
Estimated Number of Concord Residents to be
Served
15 Estimated Number of All Persons to be Served
48 3. Community Benefits
Description of the specific population the project/program will benefit NEED: With a few exceptions, the distribution of runaways tends to reflect the distribution of the general population throughout Contra Costa and Solano Counties. Over 85% of the population we serve range from extremely low to low income, with the remainder of the population lying primarily in the moderate income bracket. We serve more African-American youth (36.5%) and less Asia/Pacific Islander youth than would be expected by the census data. We tend to see approximately (26.3%) Hispanic youth in proportion to the population. 45% of these youth have been abused or neglected, requiring coordination with Child Protective Services. About 40% of runaways are experiencing clinical Depression, ADHD, Bi-polar Disorder, Post- Traumatic Stress Disorder or some other diagnostic mental health disorder which is often not being adequately treated.

Over the last several years, there has been both an increase in the need, as the county populations have increased and a decline in the number and capacity of facilities and services for runaway youth as well as foster youth. The Contra Costa Health Department has noted that there are 13,506 youth and young adults (Age 12 to 24) experiencing homelessness in Contra Costa County (p6). The “Prior living situation for youth under 18 is 80% with family and 6% with a friend.” (p9) The exit destination for unaccompanied minors is 74% with family and 10% with a friend (p10) This matches our recorded cases. In 2016, Contra Costa County closed its Calli House services for runaways under 18 years. We are the only licensed shelter for runaways.

Contra Costa and Solano Counties have a combined population of 1,659,789 with 110,330 youth between the

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ages of 13 through 17 . A study at the University of Chicago concluded that 1 in 30 youth between 13 and 17 endure some form of homelessness in the United States each year . Studies of police reports suggests even more runaways projected from their contacts in 2022 . We estimate there are 3,300 to 5,493 runaways under 18 each year in this area. In the last year we sheltered 36 runaways. Runaways under 18 are the most under- served population of homeless. They are all children.

The Employment and Human Services Department (Social Services) tends to accept children for placement only if they have observable bruising or broken bones. Placement by CPS for youth between 11-17 years is less likely because of a lack of resources. According to The California Child Welfare Indicators Project , of the 6,061 reported abuse and neglect cases in Contra Costa and Solano counties, in the 11 to 18 years age group in 2020, only 178 or 2.9% were placed. 97.1% of reported abuse or neglect cases between 11 and 17 were not placed. From 1998 to the present, this comprises a 75% reduction in response rate for abused and neglected youth while the average number of reports did not decline. This is the lowest response rate in 18 years. 11 to 18 year olds are one of the main groups which we encounter and serve. When they don’t get shielded by CPS, many of these children run away. CPS has comprised 26% of our referrals which is 3.75 times more than the national average for runaway shelters.14.2% of our referrals are referred from psychiatric hospitals: this is 9.5 higher than other runaway shelters. It is illegal for minors who are not in the company of a guardian to be received at traditional homeless shelters, so unaccompanied runaways are turned away from shelters available to adults, leaving them on the streets and vulnerable. Of the 9,000+ children between 12 and 17 in Concord we estimate that 310 will leave home in the coming year. We intend to offer our services through the schools and public media. We anticipate that we will provide prevention for 10 to 15 youth. We will provide shelter for 3 to 5 youth.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Most runaways leave their home and go to friends or other family members. When this happens, the youth is then at high risk of truancy, exploitation, abuse and increased mental health problems. When we certify Host Homes in Concord we will be able to shelter them closer to their registered school. They tend to go to school even though they are homeless. They must agree to abide by the Crisis Home Rules which includes taking their prescribed medications, be accountable to the Host Home parent and negotiate to find stable housing.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan Our proposed project will assist in our efforts to provide a full suite of supportive services aimed at moving individuals into permanent housing. This project will allow us to increase our capacity to manage crisis home applicants and will focus on hosting certification training events to recruit viable Resource Parents in the community of Concord, CA. This will enable us to increase crisis homes for homeless, runaway and foster youth (ages 8-17). Trained and certified staff and volunteers will facilitate quarterly Crisis Home Certification Training events to fast-track recruitment process to meet referral demands while enhancing support strategies and promoting overall safety and well-being for youth served. By receiving grant funds, we will be able to reduce the number of runaway and homeless youth in Concord, CA and increase the ability to recruit and provide crisis placements locally. We hope to serve at least 24 homeless and runaway youth in 2024-2025.

The project aligns with the City's Homeless Strategic Plan as we will utilize a Host Home model to serve this population by providing safe and supportive shelter, case management, mediation/counseling services and reduce the time to certify recruited homes to meet community needs.

GOALS: The goals of this project are to: (1) Alleviate the problems of runaway and homeless youth and thus help youth to live in a safe and healthy community that provides the support and opportunities necessary for successful transition from adolescence to adulthood; (2) When possible, reunite youth with their families and encourage the resolution of intra-family problems through counseling and other services to achieve optimum physical and mental health; (3) Strengthen family relationships and encourage stable living conditions for youth, while reducing unnecessary institutionalization; (4) Help the youth to decide upon constructive courses of action by setting personal goals and actively participating in defining the policies of the services provided by our staff and volunteers.

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4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program OBJECTIVES: Our intention is to expand services in 2024-25. The specific objectives and tasks of this request are to:
1) Continue case management/mediation and shelter for runaway and homeless youth. The following tasks will be accomplished:
a) Interview 30 - 150 youth or their families.
b) Provide face-to-face counseling with 30 -50 families and/or youth. c) Provide shelter for 36 - 48 youth in 2024-25. This will increase next year.

In 2024-25 we will provide between: 90 and 300 hours of case management, up to 60 hours of family mediation and 15-20 hours of counseling for 30 - 48 runaways and their families. We will provide up to 60 - 150 bed nights for 36 - 48 runaways in Contra Costa and Solano Counties. 2) We will maintain our crisis/foster family support network by recruiting, training and certifying new volunteer crisis families. We will maintain our capacity for short-term shelter and provide longer-term foster care for children. We will circulate crisis home recruitment information to all libraries in Contra Costa and Solano Counties, to invite the public to become crisis shelter homes for at-risk children. 3) We will maintain community contact with Safe Place sites. We will continue contact with 57 Middle Schools and High Schools in Contra Costa and Solano counties. We will train the staff in these locations initially by Zoom. This year, we will continue to offer volunteer students in the All-For-One game in an effort to help facilitate the referral or runaways to our hotline for immediate care. We believe they may be able to assist us to help find additional Host Homes for shelter in the local areas of each county. 4) We will increase our capacity to manage the influx of crisis home applicants by acquiring a database (Binti) to organize application documentation, training hours, and communications. This task is an operational strain, and through use of Binti, will be able to reduce our certification time to meet needs of youth in the community in a timely manner.

OUTCOMES The Northern California Family Center has been effectively diverting children away from institutional placement since we began sheltering runaways. We have accomplished successful after- care placement with family or extended family 86% of the time and when we include 9% of our placements to Child Protective Services, we achieve off-the-street placement 95% of the time. Our disposition of youth back onto the street is less than 1%. This is significantly lower than the national average of 7%.

The average minimum expense for a child to be in Foster Care is $30,940 per year. Since our average expense to divert each child will be $4,600, the average cost-benefit for each child diverted from institutional care will be $26,340. When we divert 30 children, we realize a cost benefit of approximately $790,200. If we divert 60 youth away from institutional placement we save the community approximately $1,580,400. For every $1 spent on this program, the community realizes a $3.59 benefit in reduced expenses for other kinds of institutional placement. Then there are the other benefits of keeping many youth connected with their families or extended families and preventing adult homelessness.

Description of the process for tracking and gathering outcome data for reporting purposes RHY-HMIS data tracking is part of our existing reporting for HUD and the Federal RHY program for both Placement (2-5 in Concord) as well as Prevention (likely 15 to 15 from Concord).

EVALUATION: These outcomes meet our primary goals of alleviating the needs of runaways by providing less restrictive alternatives to incarceration or institutional placement. We assess the performance of our program in three general ways: (1) We monitor the number of placements of children into shelter through our receiving office and with our foster families. (2) We monitor the disposition of the number of children to stable housing after shelter is concluded. (3) We monitor the per capita cost per year of placing children into shelter.

With this proposal we would initially provide shelter at a per capita cost of $4,600. This program is effective,

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because 95%+ of these kids will go to stable housing. The program is efficient, because for every $100,000 that we spend, we will shelter 22 youth and move 21 into stable housing. Currently, we utilize HMIS data reporting to capture monthly runaway and homeless youth data that reflects our supportive services provided to each youth and family.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program The Safe Place Program is a national program, begun in 1983. In 1999, we began the Safe Place Program in Contra Costa County in order to increase access to shelter services for youth. Safe Place is a distinct community outreach project that relies upon community agencies including the YMCA, The Contra Costa Fire Protection District, and the County Connection bus line. Safe Place increases a youth’s access to help. Any child can walk into a Safe Place location and request assistance throughout the county. The location notifies the Northern California Family Center that a youth needs help. Crisis Services can then be offered.

Description of how the program would work if the full amount requested is not received If the full amount requested is not received, the amount of time to recruit, train, and certify viable crisis homes would increase significantly without the use and support of Binti software. Furthermore, we would not be able to host quarterly events in Concord, CA to meet the increasing needs of homeless and runaway youth in our community. However, the program would still continue on a limited basis, with the ability to serve 2-4 homeless and runaway youth a month.

The project include acquiring Binti software to increase capacity to manage homeless and runaway youth cases and crisis home applicants. The project will also include 4 quarterly events, to recruit, train and certify viable crisis homes in Concord, CA using the host home model. As the quarterly events themselves will not occur one time, this project will remain sustainable as the annual cost to continue using Binti for future years will be absorbed by funds received from placing counties, based on increased capacity of youth placed in crisis homes. The funds received due to increased youth placement in shelters will offset annual costs for Binti software.

Benefits (11%) $0
Taxes $0

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Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0
Supplies & Materials $4,000 $4,000
Equipment $8,000 $8,000
Communications $4,500 $4,500
Meetings & Convenings $5,500 $5,500
Travel & Transportation $0
Training $0
Consulting $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $22,000 $0 $22,000
Total Personnel & Non-Personnel $22,000 $0 $22,000
Indirect Costs $0
TOTAL $22,000 $0 $22,000

7. Organizational Capacity Page 77 of 228
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents The Northern California Family Center has been providing emergency counseling for runaway Concord residents since 1978, for 46 years and shelter for runaways since 1996 for 28 years. We conduct a Financial Audits each year. Our 2022-23 audit is attached. We are in good status with the Registry of Charitable Trusts.

We are licensed by the Sate of California Department of Social Services. We are accredited by the Joint Commission.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs In addition to the detailed RHY-HMIS reports (Monthly) which documents the number of Prevention as well as the number of Placements or runaways. We presently a number of managing documents with placed runaways: the Parental Consent Form; the Crisis Home Rules form; usually a Telephone Intake form as well as a more complete INTAKE form and the Development Asset Profile (DAP) and usually a Mediation Form.

On the RHY-MIS Exit form we record their agreed Living Situation at Exit. We also note whether the youth goes AWOL from the program. Our data shows a significantly higher rate of children coming from Child Protective Services (27%) and from Psych Emergency (10%) than the national average. We have a lower rate of children going AWOL (2%) than the national average (7%).

8. Submitter Information
Name and Title of Person Submitting
Lea Youngkamp, ASW
Phone
5107661043
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Lea Youngkamp, ASW
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 13, 2024 - 11:56:11

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Rebuilding Together East Bay Network
Program Name
Housing and Opportunities for Professional Equity (HOPE) Address
732 Gilman St.

Primary Contact and Title
J.W. Frye Executive Director
Primary Contact Phone
5106448979
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: J.W. Frye Title: Executive Director Phone: 5106448979 Email: [email protected]
Program Manager
Program Manager: Danielle Faulkner Title: Sr. Program Manager

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Phone: 5106448979 Email: [email protected]
Application Contact
Application Contact: Bethany Kaufman Title: Deputy Director Phone: 5106448979 Email: [email protected]
Finance Manager
Finance Contact: Bethany Kaufman Title: Deputy Director Phone: 5106448979 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Margo Schueler Title: Board President Phone: 5106448979 Email: [email protected]
Addresses
Program Address: 732 Gilman St. Berkeley, CA 94710
City, State Zip: Berkeley, CA 94710
Phone: 5106448979 Email:

Website: rtebn.org
Mailing Address: 732 Gilman St. Berkeley, CA 94710
City, State Zip: Berkeley, CA 94710

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Scattered Site Tiny Homes:

Rebuilding Together East Bay Network (RTEBN) proposes the Big Skills Program to address Concord’s housing crisis and promote equitable workforce development. This innovative initiative constructs affordable Accessory Dwelling Units (ADUs) and creates job pathways for underserved populations, including individuals at risk of or currently experiencing homelessness.

The program offers hands-on construction training to high school students and high- barrier/nontraditional candidates through the start-to-finish building of ADUs. Experienced builders guide participants, providing essential skills for careers in the trades. Each ADU is placed with low- income homeowners and faith-based centers in historically marginalized neighborhoods, offering rental income and housing stability while combating displacement.

The program operates by pairing 4 high school factory sites with 1 central logistics hub, producing/placing 15 ADUs, training more more than 20 non-traditional candidates for good paying carreers, educating more than 150 highschool students, and providing an additional 15-20 households with supplimentary income per year. After a one-time investment, it becomes fully self-sustaining, delivering ongoing solutions for both housing and career development. High school students receive 150 hours of Career Technical Education (CTE) and OSHA10 certification, while Learning Leaders (18+ low- income or high-barrier candidates) complete 900 hours of training, with job placement support. An Emerging Developers track further trains these adult participants in community development and real estate.

By integrating workforce development with affordable housing creation, the Big Skills Program aligns with Concord’s Homeless Strategic Plan, providing scalable, high-impact solutions to address homelessness, economic mobility, and vocational training. This approach ensures that Today's investments pay dividends for years and decades to come for the city.

Amount Requested
$1,780,700
Minimum Amount Needed
$1,200,000
Estimated Number of Concord Residents to be
Served
650
Estimated Number of All Persons to be Served
11000

3. Community Benefits
Description of the specific population the project/program will benefit The Big Skills Program is designed to benefit underserved populations in Concord, including individuals at risk of or currently experiencing homelessness, low-income homeowners, and nontraditional job seekers facing economic barriers. The program strategically partners housing, education, and homelessness services to develop a holistic approach, strengthening the capacity of local agencies to maximize their impact through shared resources and collaboration.

The specific populations served include:

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Individuals at Risk of or Experiencing Homelessness: By constructing affordable Accessory Dwelling Units (ADUs), the program provides housing solutions for individuals and families in urgent need of stable housing.

These ADUs are placed in low-income households, offering additional support for the community.

Low-Income Homeowners: ADUs are placed with low-income homeowners in Concord’s historically marginalized neighborhoods. These homeowners gain a reliable source of rental income, which helps them avoid displacement and maintain housing stability, creating generational wealth.

High School Students and Nontraditional Construction Candidates: Over 150 high school students and 20 nontraditional job seekers benefit from hands-on construction training and career pathways in the trades.

These participants, many of whom face significant barriers to employment, gain essential skills and certifications (e.g., OSHA10) that open doors to well-paying careers.

Historically Marginalized Communities: By integrating housing and workforce development with local service providers, the Big Skills Program ensures equitable access to housing and career opportunities for Concord’s most vulnerable residents.

By bringing together housing, education, and homelessness services, the Big Skills Program not only serves these populations but also enhances the capacity of local agencies to collaborate and amplify their impact.

This approach aligns with Concord’s Homeless Strategic Plan by addressing both immediate housing needs and long-term economic mobility.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Where Targeted Program Participants Reside and Program Operations The Big Skills Program targets participants who reside primarily in historically marginalized and economically disadvantaged neighborhoods in Concord. This includes low-income homeowners who are at risk of displacement due to rising housing costs, as well as individuals currently experiencing homelessness or housing insecurity, many of whom reside in temporary shelters, transitional housing, or are unsheltered within Concord.

The program will operate through a strategic, localized model involving multiple sites:

Construction Sites: ADUs will be built at four high school factory sites across Concord, where students and nontraditional job seekers will receive hands-on training. Each of these school sites is designed to serve as a 'factory' that builds ADUs, providing an educational setting integrated with the surrounding community.

ADU Placement Sites: Once constructed, ADUs will be placed with low-income homeowners and faith-based organizations in historically marginalized areas of Concord. These neighborhoods are specifically chosen to ensure the program addresses the greatest housing needs, providing stability to at-risk populations while offering homeowners supplemental income.

Central Hub: A central logistics hub will coordinate operations, quality control, and training. This hub will also serve as the main site for final ADU assembly and workforce instruction.

Preconditions for Program Participation:

Low-Income Homeowners: Homeowners must meet specific income thresholds and demonstrate the need for additional housing income. They must also agree to maintain the ADU for affordable housing or rental purposes to support the broader goal of housing equity.

High-School Students and Nontraditional Candidates: Participants in the workforce development portion of the program do not face significant barriers to entry. High school students and nontraditional candidates are selected based on their interest in pursuing careers in construction and the trades. There are no restrictive preconditions for job seekers, as the program is specifically designed to serve individuals who face barriers to employment, including those with limited experience, criminal backgrounds, or long-term unemployment.

By focusing on these neighborhoods and participants, the Big Skills Program delivers housing and economic opportunities to those most in need, while ensuring the program operates in locations with the highest potential for impact.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan

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The Big Skills Program directly addresses the housing crisis and workforce development needs in Concord, aligning with the goals outlined in the City’s Homeless Strategic Plan. The program’s approach focuses on constructing affordable Accessory Dwelling Units (ADUs) while simultaneously training and employing high- barrier individuals, including those at risk of or currently experiencing homelessness.

By building and placing 15 ADUs annually with low-income homeowners and faith-based organizations, the program offers immediate solutions to housing instability. These ADUs provide affordable housing for vulnerable populations, including unhoused individuals, while creating rental income for homeowners, helping them avoid displacement. This model is particularly cost-effective, as placing ADUs with existing homeowners minimizes permitting challenges and development costs, concentrating resources where they are most needed.

In addition to solving immediate housing needs, the Big Skills Program helps break the cycle of homelessness by providing career pathways for underserved populations. Through hands-on construction training, high school students and nontraditional candidates (Learning Leaders) gain valuable skills and certifications (such as OSHA10) that prepare them for stable, well-paying careers in the trades. This focus on workforce development not only addresses Concord’s need for skilled labor but also provides long-term economic mobility for participants, helping prevent future homelessness.

The program’s holistic approach—integrating housing development with education, workforce training, and partnerships with local agencies—enhances the capacity of Concord’s homelessness response system. By pairing housing solutions with economic opportunities, the Big Skills Program directly aligns with the City’s Homeless Strategic Plan, providing sustainable, scalable solutions to combat both homelessness and displacement while promoting equity and community resilience.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program The Big Skills Program will deliver both immediate and long-term measurable outcomes, addressing Concord’s housing and workforce development needs. This funding will support the creation of a pod structure that includes four operating schools, one central logistics hub, and integration with more than a dozen social service organizations for the first three years of operation. After this initial start-up phase, the program’s annual outcomes will continue to be sustained through its self-sustaining model.

Housing Production:

Construction of 15 ADUs annually placed with low-income homeowners and faith-based organizations in Concord’s historically marginalized neighborhoods.

Provision of stable, affordable housing for at least 15-20 households per year, including individuals at risk of or currently experiencing homelessness.

Increased affordable housing stock through the strategic placement of ADUs, supporting Concord’s goal of reducing homelessness.

Economic Mobility for Homeowners:

Provide 15-20 low-income homeowners annually with supplemental rental income, enabling them to avoid displacement, maintain their homes, and build generational wealth.

Workforce Development:
150 high school students will receive 150 hours of Career Technical Education (CTE) and OSHA10 certification each year, forming a comprehensive two-year pathway of 300 total hours. 20+ high-barrier/nontraditional candidates (Learning Leaders) will receive 900 hours of hands-on construction training annually, preparing them for well-paying careers in the skilled trades.

At least 80% of Learning Leaders will secure employment within six months of completing the program.

Emerging Developers Track:

Train early-career professionals through the Emerging Developers Track, equipping participants with community development and real estate skills, with the goal of placing all participants in internships or job

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opportunities.

Sustainability and Scalability:

After the initial three-year start-up phase, the program will be fully self-sustaining and continue delivering affordable housing and workforce development opportunities each year.

Establish a replicable model that can be expanded to other regions facing similar housing and workforce challenges.

By supporting this three-year pilot phase, the program ensures sustainable, ongoing solutions to Concord’s homelessness and workforce needs, with lasting annual outcomes that extend well beyond the start-up phase.

Description of the process for tracking and gathering outcome data for reporting purposes Rebuilding Together East Bay Network (RTEBN) uses a robust and integrated system to track and gather outcome data for the Big Skills Program. The agency employs Monday.com and Salesforce, both of which are fully integrated into the Google Suite, to manage internal and external processes. This system ensures seamless onboarding of participants, coordination with partner agencies, and efficient data collection.

The process for tracking outcomes includes:

Onboarding and Participant Tracking: Each participant in the program—whether a Learning Leader, high school student, or homeowner—is onboarded through Salesforce, where their progress is tracked from initial enrollment through completion. This includes capturing key metrics such as hours of training completed, certifications earned (e.g., OSHA10), job placements, and housing status.

ADU Construction and Placement Monitoring: Monday.com is used to manage the workflow for ADU construction, tracking each project’s timeline, materials, and progress. Data on the number of ADUs built, placed, and the income generated for homeowners is updated in real time, ensuring accurate and timely reporting.

Collaboration with Partner Agencies: The integrated system allows RTEBN to collaborate with more than a dozen social service organizations involved in the program. Shared access to tracking tools ensures that data is consistently recorded and accessible across all partner agencies, enhancing coordination and service delivery.

Reporting and Outcome Analysis: RTEBN generates detailed progress reports using Google Sheets and Salesforce dashboards. These reports track program milestones such as the number of ADUs built, the number of households served, job placements, and participant certifications. The system also allows for customized reports to meet specific reporting requirements for funders, ensuring that all measurable outcomes align with the goals of the City of Concord’s Homeless Strategic Plan.

This integrated system of Monday.com, Salesforce, and the Google Suite provides RTEBN with the flexibility to scale data collection, adapt to new needs, and ensure real-time reporting, which is critical to assessing the impact and success of the Big Skills Program.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program For the Big Skills Program to be successful in Concord and other jurisdictions, it was essential to build value- based partnerships with community-based organizations (CBOs), high schools, the county office of education, elected officials at both the city and county levels, as well as private contractors and suppliers.

These relationships ensure that the program can effectively integrate housing solutions with workforce development, leveraging local expertise, resources, and community trust.

While it’s beyond the scope of this response to list every single partner involved, we provide an overview of

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how the network operates and highlight some of the key committed partners.

The program operates through a collaborative network across the following groups:

Educational Institutions: Local high schools and the county office of education provide facilities and students for the construction of ADUs. These schools, serving as “factory sites,” allow students to gain hands-on experience through Career Technical Education (CTE) programs while contributing to affordable housing efforts.

Community-Based Organizations (CBOs): Partners like Grow, Firm Foundation, Richmond Neighborhood Housing, Trinity Center, Youth Homes, and Habitat for Humanity play pivotal roles in recruiting participants and offering supportive services. These organizations are key to identifying Learning Leaders and ensuring that the program’s impact extends to those most in need.

Elected Officials: Support from local leaders, including Supervisor John Gioia and other city officials, ensures that the program is aligned with community priorities. Their involvement facilitates smoother permitting processes and helps integrate the program into broader city initiatives.

Private Contractors and Suppliers: Licensed subcontractors provide critical expertise for the construction of ADUs, ensuring quality and compliance with local regulations. Suppliers help manage material costs, supporting the program’s sustainability by keeping construction expenses low.

Private Funders: The Big Skills Program also benefits from generous funding through key private supporters such as the Wells Fargo Foundation, the San Francisco Foundation, and alumni giving facilitated by a strategic partnership with The Branson School. These funders are instrumental in scaling the program and supporting its long-term sustainability.

Through this network of educational, community, governmental, and private sector partners, the Big Skills Program is able to create a lasting impact on housing and workforce development. The collaborative structure ensures that the program addresses both immediate housing needs and long-term economic opportunities, providing a replicable model for Concord and beyond.

Description of how the program would work if the full amount requested is not received While full funding is critical to the success of the Big Skills Program in Concord, the program’s design is flexible and scalable, allowing it to continue delivering impactful results even if the full amount requested is not secured. In such a scenario, the program would prioritize the following actions to ensure key outcomes are still met:

Scaled Operations:

If the full funding is not received, the program would scale its operations to focus on a reduced number of high-impact ADU placements. Instead of building 15 ADUs annually, the program could adjust to build fewer units—such as 10 or 12 ADUs—while still ensuring each unit is placed with low-income homeowners or faith- based centers in Concord’s marginalized neighborhoods. This reduction would not compromise the program's core mission but would focus resources on maintaining quality over quantity.

Phased Implementation:

The program could implement a phased approach to scaling its infrastructure. For example, instead of launching all four high school factory sites immediately, the program could start with two high schools and expand as additional funding is secured. This phased rollout would still deliver hands-on training to students and nontraditional candidates while gradually building capacity to meet the full program goals over time.

Strategic Partnerships:

In the event of reduced funding, RTEBN would further leverage its strategic partnerships with local organizations, schools, and private contractors to maximize available resources. Collaborating with partners like Grow, Richmond Neighborhood Housing, and the Wells Fargo Foundation would help offset some costs

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by tapping into in-kind contributions, materials donations, or shared services.

Prioritizing Workforce Development:

Workforce development remains a key priority, even with reduced funding. The program would ensure that the core hands-on training for high school students and Learning Leaders continues at a meaningful scale.

This includes maintaining Career Technical Education (CTE) programs and OSHA10 certification for high school students, along with 900 hours of practical construction training for nontraditional candidates. By focusing on workforce development, the program can continue to generate long-term economic benefits for participants, even if housing production is scaled down.

Continued Private Fundraising:

RTEBN would ramp up efforts to secure additional private funding from sources such as the Wells Fargo Foundation, San Francisco Foundation, and Branson School alumni to bridge any financial gaps. The program’s track record of success and its alignment with community and homelessness goals make it attractive to funders, allowing continued efforts to raise the necessary capital.

By scaling operations, implementing a phased approach, and leveraging existing partnerships and additional fundraising, the Big Skills Program can still deliver meaningful outcomes even without full funding. The program would continue to provide affordable housing, workforce training, and economic opportunities for the underserved populations in Concord, though on a more modest scale.

The Big Skills Program is not a one-time event; it is designed to be a sustainable, ongoing initiative that continues to produce affordable housing and provide workforce development opportunities long after the initial grant period. The program’s structure, once fully established, is self-sustaining and generates long-term benefits for the community.

Sustainability After Initial Funding: After the initial one-time investment to set up the 4-school factory infrastructure and central logistics hub, the program will be able to operate without the need for continuous external funding. The self-sustaining nature of the program is achieved through the following mechanisms:

Revenue from ADU Sales and Placement:

The ADUs built through the program will be placed with low-income homeowners and faith-based organizations, generating rental income for these entities. The sales and placement of ADUs also create a revenue stream for the program. This income helps support operational costs such as materials, instructors, and ongoing program management.

Private Funders and Ongoing Partnerships:

The program has secured key private funding from organizations such as the Wells Fargo Foundation, San Francisco Foundation, and alumni giving through a strategic partnership with the Branson School. These partnerships will continue to provide financial support, allowing the program to expand and sustain its operations.

In-Kind Contributions and Partnerships:

By leveraging partnerships with local schools, community-based organizations (CBOs), and private contractors, the program benefits from in-kind contributions such as donated materials, volunteer labor, and access to facilities. These partnerships significantly reduce the ongoing operational costs, ensuring the program can run efficiently with minimal financial input.

Workforce Development Grants and Contracts:

RTEBN will continue to pursue workforce development grants from local, state, and federal sources, which can be used to fund the training aspects of the program. Additionally, the program’s graduates will be in high demand in the local construction industry, further securing the program’s reputation and access to additional funding through partnerships with trade unions and construction firms.

Scalability and Regional Expansion:

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The program’s model is highly scalable, allowing for potential regional expansion. By replicating the 4-school factory model in neighboring cities and counties, the program can increase the number of ADUs produced and workforce participants trained. This expansion would open up new sources of revenue and funding opportunities, ensuring the program’s long-term sustainability.

By combining revenue from ADU placements, ongoing private funding, workforce development grants, and strategic partnerships, the Big Skills Program is built to remain sustainable well beyond the initial grant period. Its scalable model ensures that Concord continues to benefit from affordable housing solutions and career pathways for years to come.

6. Funding and Payment Schedule
Provide a budget summary, the proposal milestones, and the frequency and amount of funding that is needed to achieve proposal goals and outcomes
Budget Line Item Concord Other Funding Program Total
Personnel Lines needed: 4
Construction Teaches (High-School/College) $185,000 $595,000 $780,000 Teacher's Assistants (Learning Leaders) $315,000 $50,000 $365,000 Community Outreach $120,000 $75,000 $195,000
Executive Developer $90,000 $345,000 $435,000
Benefits (11%) $0
Taxes $254,400 $255,600 $510,000
Subtotal Personnel $964,400 $1,320,600 $2,285,000
Non-Personnel
Move-In Assistance $0
Supplies & Materials $439,000 $625,000 $1,064,000
Equipment $0

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Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $105,700 $6,500 $112,200
Consulting $0
Evaluation $0
Other Lines needed: 7
ADU Site Development $147,000 $125,000 $272,000
Tools and Equipment $100,000 $100,000
Architecture/Engineering $2,000 $118,000 $120,000
Volunteer Support $2,500 $40,000 $42,500
Program Sub-Contractors $21,000 $31,500 $52,500
Education Curriculumn/School Support $57,100 $2,100 $59,200 Software and Subscriptions $42,000 $42,000
Subtotal Non-Personnel $816,300 $1,048,100 $1,864,400
Total Personnel & Non-Personnel $1,780,700 $2,368,700 $4,149,400 Indirect Costs $0

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TOTAL $1,780,700 $2,368,700 $4,149,400

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents Rebuilding Together East Bay Network (RTEBN) is in strong financial health, with an annual budget of $3,100,000 for 2024. This budget is diversified across several key programs, including electrification implementation, home repair, community agency support, and workforce development. The agency's stable funding structure and strategic focus on both housing and workforce development ensure its continued ability to serve the Concord community effectively.

RTEBN is the county provider of home preservation funding through CalHomes, receiving approximately $500,000 per year to support mobile home repairs and replacements. In addition, the agency holds the contract for the Older Adults Home Modification Program, which brings in an additional $250,000 per year to support aging adults by making their homes safer and more accessible. These ongoing, multi-year funding streams provide a reliable financial base, supplementing project-specific funding that fluctuates annually but is consistently directed toward Concord and surrounding communities.

The agency has demonstrated its capacity to deliver a wide range of services to Concord residents, focusing on critical areas such as home repairs, energy-efficient upgrades, and workforce development. By managing large-scale, multi-year programs and simultaneously securing project-specific grants, RTEBN has become a trusted partner in delivering affordable housing solutions and job training initiatives. The breadth of its services, coupled with its partnerships with local schools, contractors, and community-based organizations, allows RTEBN to deliver a meaningful impact, improving the housing stability and economic mobility of Concord’s most vulnerable residents.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs Rebuilding Together East Bay Network (RTEBN) has a strong track record of managing, implementing, measuring, and reporting on large-scale housing and workforce development programs. With an annual budget of $3.1 million, RTEBN runs multiple ongoing programs, including CalHomes, which provides $500,000 annually for mobile home repairs, and the Older Adults Home Modification Program, with an additional $250,000 annually. These programs demonstrate RTEBN’s ability to manage significant funding while delivering critical services.

RTEBN has successfully managed HUD-funded projects for over 15 years, including housing preservation efforts funded through CDBG and Measure X in Contra Costa County. Through these programs, RTEBN has delivered vital housing services, such as creating a tiny village and supporting housing stability for vulnerable populations. The organization consistently meets reporting requirements through the CDS system.

In terms of project management and reporting, RTEBN uses integrated tools like Monday.com and Salesforce, allowing the organization to track progress in real time, measure outcomes such as ADUs constructed and workforce certifications achieved, and ensure compliance with reporting standards. For instance, the Horizon Transitional Village project, completed in collaboration with Dorothy Day House, combined housing construction with workforce training, mirroring the goals of the Big Skills Program.

RTEBN’s extensive experience, proven financial management, and established reporting systems make the organization well-equipped to manage and successfully deliver the Big Skills Program.

8. Submitter Information

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Name and Title of Person Submitting
J.W. Frye, Executive Director
Phone
5106448979
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: J.W. Frye, Executive
Director
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 15:56:03

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Richmond Community Foundation (RCF Connects)
Program Name
Restoring Neighborhoods-Interim Motel Housing
Address
3260 Blume Dr.

Primary Contact and Title
Armond Lee, Sr. Director of Restoring Neighborhoods
Primary Contact Phone
5102341200
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Jim Becker Title: President & CEO
Phone: 5102341200 Email: [email protected]
Program Manager
Program Manager: Johanna Garcia Title: Grants Manager

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Phone: 5102341200 Email: [email protected]
Application Contact
Application Contact: Armond Lee Title: Sr. Director
Phone: 510 2345100 Email: [email protected]
Finance Manager
Finance Contact: Title:

Phone: Email:

Board President/Chair
Board President/Chair Contact: Jim Becker Title: President & CEO Phone: 5102341200 Email: [email protected]
Addresses
Program Address: 3260 Blume Dr. Suite 110
City, State Zip: Richmond, CA 94806
Phone: 5102341200 Email:

Website: https://rcfconnects.org/
Mailing Address: 3260 Blume Dr. Suite 110
City, State Zip: Richmond, CA 94806

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Interim Motel Housing:

The proposed motel housing program will establish an interim housing strategy utilizing motels as a temporary solution for individuals experiencing homelessness in Concord. This program will offer a stable and safe environment while individuals work towards securing permanent housing. The strategy includes securing a motel partnership, providing essential support services such as case management, job support, and connecting residents with housing navigation resources for long-term housing stability. The goal is to create a dignified and supportive interim solution that bridges the gap between homelessness and permanent housing. RCF will work to ensure Concord participants will have access to the resources needed to become self-sufficient. Amount Requested: $753,528 Amount Requested
$0
Minimum Amount Needed
$753,528
Estimated Number of Concord Residents to be
Served
80 Estimated Number of All Persons to be Served
80 3. Community Benefits
Description of the specific population the project/program will benefit RCF Connects (Richmond Community Foundation) is committed to enhancing the lives of the most vulnerable communities through the implementation of evidence-based housing solutions. While we will provide services for those in need of emergency housing services from all walks of life we have identified a few key populations. Our focus population includes but is not limited to elderly individuals aged 55 and over, families with young children, and veterans. These groups often face unique challenges and barriers to securing stable housing and achieving self-sufficiency. By focusing on these communities, we will provide the holistic support and resources necessary to help them overcome obstacles and build a more stable and secure future.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Between January 1st and March 31st, 2024, the Contra Costa Continuum of Care homelessness response system estimates 11,327 people experienced homelessness and accessed care (Homeless Data Integration System, 2024). Varying from sleeping on the streets, cars, encampments, and inhabitable spaces, our future participants reside in many locations. People experiencing homelessness in Contra Costa County deal with co-occurring mental health disorders, problematic substance use, and systemic barriers to economic stability (SAHMSA, 2024). The Motel Interim Housing will operate in Contra Costa County in Concord.Page 93 of 228 Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan Motel interim housing is an adaptive approach to quickly address housing needs for community members facing emergency situations such as domestic violence, sexual assault, substance use-related housing loss, etc. Studies show that using motels for interim housing can be more cost-effective compared to other forms of temporary housing. For example, the National Alliance to End Homelessness found that motel placements can be less expensive than shelters and provide more privacy and stability (National Alliance to End Homelessness, 2024).

Aligning with the Concord Strategic Plan, RCF seeks to develop a motel interim housing program structure that reflects the expressed interests of both the community and the city. Currently, RCF operates a similar emergency response program with the city of Richmond, navigating the complexities of the program with integrity, compassion, and expertise.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program

1. 60% of participants remain housed for 12 months after the program participan.

2. 60% of participants increased their income by 10% at the end of their program tenure.

3. 60% of participants interested in furthering education enrolled in part-time or full-time education by the end of their program tenure.

4. 60% of participants enroll in job training by the end of their program tenure.

5. 100% of participants receive care management services.

6. 60% of participants will utilize mental/behavioral health services available.

Description of the process for tracking and gathering outcome data for reporting purposes RCF will establish clear performance metrics by utilizing HMIS (Homeless Management Information System) to track outcomes. RCF will also engage in quarterly reporting and data share-out to evaluate findings and discuss process and objective adjustments. We will also engage in semiannual participant surveying, demographics reporting and analysis to create a participant demographics report and understand our impact.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program Community Health Workers (CHWs) are key players in improving public health outcomes, reducing health disparities, and enhancing the overall quality of life within their communities through their dedicated, informed, and compassionate efforts (DHCS, 2024). Based on this knowledge, we will partner with community-based organizations and healthcare services to provide services and work directly with participants at our interim motel site.

We will leverage existing partnerships including Safe Organized Spaces (homeless outreach and care management), CORE (access point and transportation services), Everytable (meal providers), Contra Costa Continuum of Care (CoC), Sparkpoint Contra Costa (financial literacy and budgeting, job support), and Life Long Mobile Services (healthcare access).

Description of how the program would work if the full amount requested is not received

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If the requested full funding is not received, RCF would need to find and acquire additional funds to provide and sustain a stellar Motel Interim Housing program.

The Motel Interim Housing program is a two-year pilot project to monitor and measure the effectiveness of such a program in the City of Concord. After evaluating year one, should the program be successful and sustainable, RCF will seek to acquire additional funding to implement programming for consecutive years thereafter.

Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0

Page 95 of 228 ends

Training $0
Consulting $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $0 $0 $0
Total Personnel & Non-Personnel $0 $0 $0
Indirect Costs $0
TOTAL $0 $0 $0

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents RCF Connects has been around for several decades (1990) making a difference in the community. There are 683 community partners across all RCF programs and initiatives who collectively push towards a vision of equity within and for the most vulnerable communities. RCF has invested over 19 million dollars in the community to advance affordable home ownership, rental assistance, and emergency housing support through Restoring Neighborhoods and Spark Point Contra Costa. Spark Point Contra Costa is a spectacular program which empowers and enables individuals and families to become financially sustainable. Services include credit improvement and income increase opportunities. Since 2011, Approximately, 8,000 individuals, which includes Concord residents have been served through Spark Point since its founding.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs RCF Connects has administered the City of Richmond rental assistance program, Housing First Program and Short-Term Emergency Housing Assistance Program. In total, RCF has managed a budget of over 4.6 million dollars to successfully implement programming for housing aid services spanning from 2020 to current.

8. Submitter Information
Name and Title of Person Submitting
Johanna Garcia, Grants Manager
Phone Email

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5102341200 [email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Johanna Garcia, Grants
Manager
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 14:15:00

Returned to Draft 09-16-2024 by Concord
Reason: The City of Concord has received your application in response to the Homeless Strategic Plan Strategy for Interim Motel Housing. I have returned your application back to draft for the agency to address the field in area 1 requesting confirmation that the organization is a registered nonprofit. The field for amount requested in section 2 will also need to be completed. We are requesting that the fields be completed and resubmitted by close of business today 9/16/24 at 5pm.

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Richmond Community Foundation (RCF Connects)
Program Name
Mobility Labs
Address
3260 Blume Dr.

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Phone: 5102341200 Email: [email protected]
Application Contact
Application Contact: Armond Lee Title: Sr. Director
Phone: 510 2345100 Email: [email protected]
Finance Manager
Finance Contact: Title:

Phone: Email:

Website: https://rcfconnects.org/
Mailing Address: 3260 Blume Dr. Suite 110
City, State Zip: Richmond, CA 94806

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Rapid Rehousing:

Rapid Rehousing Research indicates that Rapid Re-Housing is an effective solution for supporting individuals experiencing homelessness on their path to self-sufficiency. Program services include rental assistance, housing navigation and care management. Amount Requested: $935,128 Amount Requested
$0
Minimum Amount Needed
$935,128
Estimated Number of Concord Residents to be
Served
30 Estimated Number of All Persons to be Served
30 3. Community Benefits
Description of the specific population the project/program will benefit RCF Connects (Richmond Community Foundation) is committed to enhancing the lives of the most vulnerable communities through the implementation of evidence-based housing solutions. Our focus population includes elderly individuals aged 55 and over, families with young children, and veterans. These groups often face unique challenges and barriers to securing stable housing and achieving self-sufficiency. By focusing our efforts on these communities, we aim to provide the holistic support and resources necessary to help them overcome obstacles and build a more stable and secure future.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants Between January 1st and March 31st, 2024, the Contra Costa Continuum of Care homelessness response system estimates 11,327 people experienced homelessness and accessed care (Homeless Data Integration System, 2024). Varying from sleeping on the streets, cars, encampments, and inhabitable spaces, our future participants reside in many locations. People experiencing homelessness in Contra Costa County deal with co-occurring mental health disorders, problematic substance use, and systemic barriers to economic stability (SAHMSA, 2024). The Rapid Re-Housing Program will operate in Contra Costa County in Concord.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan Research indicates that Rapid Re-Housing is an effective solution for supporting individuals experiencing homelessness on their path to self-sufficiency (Homeless Data Integration System, 2024). RCF will meet this population's needs through comprehensive wrap-around services, including care management, housing navigation, employment opportunities, budgeting support, and individual and/or group coaching.

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Our program initiative aligns seamlessly with the Concord Strategic Plan, reflecting the city’s commitment to expanding Rapid Re-Housing efforts and leveraging existing partnerships. RCF collaborates with Coordinated Outreach Referral Engagement (CORE) in Richmond for housing problem-solving within our emergency response program.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program

SMART GOALS

1. 70% of participants remain housed for 12 months after the program tenure.

2. 60% of participants increased their income by 10% at the end of their program tenure.

3. 60% of participants save 10% of their income monthly throughout the tenure of the program.

4. 60% of participants interested in furthering education enrolled in part-time or full-time education by the end of their program tenure.

5. 60% of participants complete job training by the end of their program tenure.

6.100% of households receive care management services.

7. 60% of participants will utilize mental/behavioral health services available.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program We will leverage existing partnerships for this project including Safe Organized Spaces (homeless outreach and care management), CORE, Everytable (meal providers), Contra Costa Continuum of Care (CoC), Sparkpoint Contra Costa, and Life Long Mobile Services. Hope Solutions facilitates outreach 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 confirming eligibility for program services. The Rapid Re-Housing point of entry in Concord is CORE, and the program will serve 30 families a year.

Description of how the program would work if the full amount requested is not received If the requested full funding is not received, RCF would need to find and acquire additional funds to provide a stellar Rapid Rehousing program.

Explain if the project/program is a one-time event; if not, how it will remain sustainable after receipt of the grant funds including a description of expected future revenue and sources of revenue, etc.Page 101 of 228 The Rapid Rehousing program is a two-year pilot project to monitor and measure the effectiveness of such a program in the City of Concord. After evaluating year one, should the program be successful and sustainable, RCF will seek to acquire additional funding to implement programming for consecutive years thereafter.

Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $0
Training $0
Consulting $0

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Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $0 $0 $0
Total Personnel & Non-Personnel $0 $0 $0
Indirect Costs $0
TOTAL $0 $0 $0

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents RCF Connects has been around for several decades (1990) making a difference in the community. There are 683 community partners across all RCF programs and initiatives who collectively push towards a vision of equity within and for the most vulnerable communities. RCF has invested over 19 million dollars in the community to advance affordable home ownership, rental assistance, and emergency housing support through Restoring Neighborhoods and Spark Point Contra Costa. Spark Point Contra Costa is a spectacular program which empowers and enables individuals and families to become financially sustainable. Services include credit improvement and income increase opportunities. Since 2011, Approximately, 8,000 individuals, which includes Concord residents have been served through Spark Point since its founding.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs RCF Connects has administered the City of Richmond rental assistance program, Housing First Program and Short-Term Emergency Housing Assistance Program. In total, RCF has managed a budget of over 4.6 million dollars to successfully implement programming for housing aid services spanning from 2020 to current.

8. Submitter Information
Name and Title of Person Submitting
Johanna Garcia, Grants Manager
Phone
5102341200
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Page 103 of 228 Application Submitted by: Johanna Garcia, Grants
Manager
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 14:13:51

Returned to Draft 09-16-2024 by Concord
Reason: The City of Concord has received your application in response to the Homeless Strategic Plan Strategy for Rapid Rehousing. I have returned your application back to draft because the field in response to area 2 requesting a brief description of the project or program being proposed for strategy is not complete. The field for amount requested also need to be completed. Image below for reference. We are requesting that the fields be completed and resubmitted by close of business today 9/16/24 at 5pm.

Page 104 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Shelter, Inc.

Program Name
Concord Rapid Rehousing Program
Address
P.O. Box 5368
Primary Contact and Title
James Randolph
Primary Contact Phone
9259577567
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: John Eckstrom Title: Chief Executive Officer Phone: 9353350698 Email: [email protected]
Program Manager
Program Manager: Andrea Foti Title: Senior Program Manager

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Phone: 925-349-0525 Email: [email protected]
Application Contact
Application Contact: James Randolph Title: Grants Manager Phone: 9259577567 Email: [email protected]
Finance Manager
Finance Contact: Sarah Spector Title: Chief Financial Officer Phone: 925-335-0698 Email: [email protected]
Board President/Chair
Board President/Chair Contact: Joe Cannizzo Title: Board Chair Phone: 925-335-0698 Email: [email protected]
Addresses
Program Address: 1333 Willow Pass Road, Suite 206
City, State Zip: Concord
Phone: 9259577567 Email: [email protected]
Website: www.shelterinc.org
Mailing Address: P.O. Box 5368
City, State Zip: Concord, California 94524

Page 106 of 228 ends

2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Rapid Rehousing:

SHELTER, Inc, proposes to operate a Rapid Rehousing (RRH) program for those experiencing homelessness in the City of Concord. RRH is a solution to homelessness designed to help individuals and families to quickly exit homelessness and return to permanent housing. It is offered without preconditions (such as employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the unique needs of the household. Components of the RRH typically include Unit Identification/Selection, Rental Assistance (including move-in costs), and appropriate and time-limited Supportive Services to stabilize lives. This RRH Program will operate for one year and provide assistance to approximately 40 households (or approximately 100 individuals) experiencing homelessness within the City of Concord. RRH is a high need in the Concord community with consistently a high percentage of both singles and families experiencing homelessness with VI-SPDAT scores in the range indicating RRH as the most effective resource to quickly return to permanent housing. This RRH Project will employ evidence-based practices of case management coupled with a progressive approach to financial assistance to help homeless families and individuals to find (locate), pay for (move-in and rental assistance as needed) and stay in permanent housing, thereby reducing the duration of homelessness for the household and across the city and county.

Amount Requested
$881,261
Minimum Amount Needed
$881,261
Estimated Number of Concord Residents to be
Served
40 Estimated Number of All Persons to be Served
40 3. Community Benefits
Description of the specific population the project/program will benefit This RRH Program will specifically benefit those experiencing homelessness in the City of Concord. In the 2024 Point-In-Time count, Concord recorded 173 individuals experiencing homelessness on any given night; although it is suspected that this number does not truly reflect those experiencing homelessness and could run to more than 200. These individuals receive housing assistance by reaching out to the County's Hotline number (#211), and can also be contacted by the local Coordinated Outreach, Referral and Engagement (CORE) team, who also refer individuals to #211. Our RRH program would coordinated with #211, the CORE team, and the local shelter to identify potential participants for the program.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants The current population resides directly on the street, in the local shelter (has approximately 60 beds), or in the numerous small homeless encampments found throughout the city. This RRH program is a housing first program, imposing no barriers to entry, and helping homeless families and individuals in the City of Concord

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who have moderate barriers (such as substance abuse, mental health issues, low income, unemployed, chronically homeless, etc.) to housing location and retention. The RRH Program will be operated from the main SHELTER office located on Willow Pass Road in Concord. Existing RRH staff will be utilized where possible, and new staff added as the program demands.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan This HPSP Rehousing program offers a comprehensive set of services to help each homeless household achieve housing stability and an improved financial situation sufficient to retain housing. Case Managers use the Critical Time Intervention approach to work closely with clients to develop housing stabilization plans that prioritize housing goals and support to ensure community integration which builds enduring ties to the community and results in successful tenancies and increased incomes. Services include connection to community health, education, and financial resources. Housing Resource Specialists assist households to locate and lease-up rental homes that will meet their needs, with an eye toward long-term stability and affordability. Funds are available for security deposits and short-term, partial rental assistance as needed.

Participants who are unemployed or underemployed work with a SHELTER Employment Specialist and external providers to obtain or increase employment income through vocational assessment, job preparedness, resume and interviewing skills, job placement, retention, and career development support. In summary, this Concord RRH program will help to reduce the number of individuals/families that are currently experiencing homelessness. The program aligns with the City's Homeless Strategic Plan by reducing the number of homeless by finding appropriate housing, providing target and time-limited rental assistance and supportive services designed to increase self-sufficiency, stabilize lives and remain housed. Typically, a Housing Navigator/Specialist will help residents locate potential landlords once they are ready to rent.

Tenants will receive rental assistance and on-going case management based on the family's need, where financial and housing concerns will be managed before they become issues. The Housing Specialist will also act as a liaison between the tenant and landlord. Once suitable housing is secured, time-limited financial assistance is generally provided for up to 90 days (short-term) or even up to 24 months, as needed.

Supportive services are also provided, as needed, and take the form of Case Management where Case managers monitor participants’ housing stability and are available to resolve crises. Services are focused on providing or assisting the household with connections to resources that help them improve their safety and well-being and achieve their long-term goals. Services are client-directed, respectful of individuals’ right to self-determination, and are voluntary.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program SHELTER expects that as many as 40 families will be assisted during the term of this program (equates to approximately 100 persons, if you estimate 2.5 persons per family unit). This service number reflects financial assistance and supportive services for approximately 3 months (90 days), at an average cost of $15,220.00 per participant (approximately $2,537.00 per month for 6 months). If less than 90 days is required for some participants during the term, then more funding is available to assist more individuals/families. If the time- limited assistance extends to 4 - 24 months, then a lesser amount of individuals/families can be supported with the available funding. SHELTER has a long history of housing placement success in it's RRH programs, and we fully expect to experience a 90% success rate for establishing permanent housing during the term of this program.

Description of the process for tracking and gathering outcome data for reporting purposes SHELTER uses HMIS, a HUD-mandated database to track program and participant data and measure outcomes for our programs in all counties served. The in-house Data Team analyzes information to track, measure, and report the exact number of clients served, progress, and exit data on a monthly basis. This data is reviewed and evaluated by the SHELTER Leadership Team and the RRH program management team to facilitate implementing necessary improvements and changes to the RRH program as needed. The Data Team is solely responsible for all data quality, reporting, and program impact analysis.

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5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program SHELTER does not plan to use any partnerships or subcontractors during the term of this program. All program operations and services will be run and coordinated through our existing RRH Team located in our main offices in Concord.

Description of how the program would work if the full amount requested is not received SHELTER expects this RRH program to be fully funded per our request, however if the full amount requested is not received, the RRH program will continue as planned, with the reduced awarded funding amount, and would serve fewer individuals/families than that initially proposed (40 individuals/families). RRH program services would continue during the term until all available funding has expired.

SHELTER has a number of RRH programs within Contra Costa County, and utilizes the resources of a centralized RRH team to operate those programs. SHELTER continues to seek additional funding sources throughout the year to continue these successful RRH programs. If the City of Concord HSP funding is truly a one-time event, SHELTER commits to pursue additional funding sources (private and philanthropic) to fund and continue this RRH program for the City of Concord. However, at this time, SHELTER cannot guarantee the success of those funding research efforts.

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Housing Navigator $60,261 $0 $60,261
Benefits (11%) $57,197 $0 $57,197
Taxes $0 $0 $0
Subtotal Personnel $233,188 $0 $233,188
Non-Personnel
Move-In Assistance $608,554 $0 $608,554
Supplies & Materials $0
Equipment $0
Communications $0
Meetings & Convenings $0
Travel & Transportation $2,514 $0 $2,514
Training $0
Consulting $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $611,068 $0 $611,068
Total Personnel & Non-Personnel $844,256 $0 $844,256Page 110 of 228 Indirect Costs $37,005 $0 $37,005
TOTAL $881,261 $0 $881,261

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents SHELTER has a solid history of effectiveness in serving the unhoused and those at risk of homelessness. We have successfully served more than 260,000 individuals and over 100,000 families with children to attain housing or remain safely housed. Our agency currently operates multiple Rapid Rehousing, Eviction Prevention, Affordable Housing, Permanent Supportive Housing and Shelter programs in Contra Costa, Solano and Sacramento counties. And in the fall of 2024, we will be expanding our services into Marin County. SHELTER’s 38-year mission to prevent and end homelessness served 4,997 individuals last fiscal year. Our infrastructure (finance, data/reporting [HMIS], information technology, and human resources) supports our current $24M in programs. Additionally, we employ “best practices” when assisting program participants; examples include: 1) Critical Time intervention Model, which facilitates housing stability and integration of participants into the community. This tool/practice provides an under-girding foundation to our supportive services and is focused on permanent housing with the goal of stabilizing lives and lively hood.

And 2) Progressive Engagement Approach, which is utilized to recognize the strengths and needs of individual and/or households.

These best practices, combined with our internal process and procedures, as well as tracking tools, allows the Agency to 1) effectively monitor performance and track improvements and resolutions, 2) report, track and drawdown on appropriate funding expenditures, and 3) accurately track, produce and submit all required funding reporting on a timely basis. Additionally, SHELTER uses the services of an independent, qualified organization to conduct yearly a audit of the Agency’s financial standing, viability and health. Audit findings, if any, are resolved by the senior leadership team, with the assistance of the affected department within the organization.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs Founded in 1986, SHELTER, Inc.’s mission is to prevent and end homelessness for low-income, homeless, and disadvantaged families and individuals by providing housing, services, support, and resources that lead to self-sufficiency. SHELTER, Inc.’s (SHELTER) business model is not just about supplying food and shelter to those in need, rather the vital services we provide, which include case management, employment and eligibility services, and housing navigation, all focus on empowerment and self-sustainability. SHELTER’s highly trained and dedicated staff of case managers, shelter attendants, housing navigation, property specialists, employment specialists and professional staff offer a comprehensive portfolio of services to accommodate under-served people. We have extensive experience serving re-entry, domestic violence survivor, senior, veteran and recuperative populations. We understand the importance of building strong relationships which successfully engage and serve unsheltered individuals or those at-risk who are facing multiple challenges. SHELTER accomplishes this through the operation of five (5) distinct business models (one of which is RRH) that address the needs of homelessness, providing thousands of families and individuals with the tools and resources they need to stabilize their housing, and offering an integrated system of services depending upon the needs of each participant. For example, for those who are already homeless, our shelters provide a safe place to sleep, 3 nutritious meals a day plus 2 snacks, and critical supportive services to stabilize their lives as they prepare for a permanent housing placement. Our programs have demonstrated highly positive outcomes. During fiscal year 2022-2023, we provided comprehensive services to help stabilize the lives and attain stable housing for 4,997 people in Solano, Contra Costa, and Sacramento Counties.

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8. Submitter Information
Name and Title of Person Submitting
James Randolph
Phone
9259577567
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: James Randolph
Date: 09/13/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 13, 2024 - 11:48:48

Page 112 of 228 ends

Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name

SOUTH ASIAN BEHAVIORAL HEALTH AND TRAINING DBA MIND BODY WELLNESS CENTER Program Name

BRIDGING THE GAPS
Address
2285 MT DIABLO ST. CONCORD, CA 94520
Primary Contact and Title

AMANDEEP BASRA
Primary Contact Phone
661-903-9555
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: Dr Harmesh Kumar Title: President
Phone: 925-285-9881 Email: [email protected]
Program Manager
Program Manager: Amandeep Basra Title: Program Manager

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Phone: 661-903-9555 Email: abasra@thehealthcarecomplia
Application Contact
Application Contact: Naomi Lewis Title: Finance Officer Phone: 661-632-6980 Email: nlewis@thehealthcarecomplia
Finance Manager
Finance Contact: Naomi Lewis Title: Finance Officer
Phone: 661-632-6980 Email: nlewis@thehealthcarecomplia
Board President/Chair
Board President/Chair Contact: Dr Harmesh Kumar Title: President Phone: 925-285-9881 Email: [email protected]
Addresses
Program Address: 2109 ROCKNE DRIVE
City, State Zip: CONCORD, CA 94518
Phone: 925-285-9881 Email:

Website:

Mailing Address: 2109 ROCKNE DRIVE
City, State Zip: CONCORD, CA 94518

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Mobile Resource Unit:

We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self- sufficiency.�We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.��We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.�We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.��Resume of key staff �
�We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self- sufficiency.�We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.��We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.�We will bridge the gaps for the most overlooked and high-risk populations by connecting them with critical community resources and bringing those services directly to them. Our approach includes offering essential support such as mobile testing, showers, laundry services, food assistance, and health education. We will also facilitate connections with primary care and specialty providers, ensuring individuals receive the care they need. Through these efforts, we aim to empower vulnerable individuals to regain control of their lives and take meaningful steps toward stability and self-sufficiency.��Resume of key staff �
Amount Requested Minimum Amount Needed

Page 115 of 228 ends

$0 $577,000
Estimated Number of Concord Residents to be
Served
100000
Estimated Number of All Persons to be Served
500000

3. Community Benefits
Description of the specific population the project/program will benefit This project will directly benefit Concord’s homeless population, particularly vulnerable groups like youth, seniors, and veterans, who often struggle to access basic services. By providing mobile resources such as medical testing, showers, laundry, food, and connections to healthcare providers, we aim to meet their immediate needs. Additionally, by linking them with essential community services, the project will help improve their overall health, safety, and quality of life, empowering them to regain stability and take control of their future.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants This project will benefit the Concord homeless population. We will be doing the mobile services and partnering with local churches, community impact unit, and homeless shelters. Program will be operated in in partnership with the Contra Costa County and local churches.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan This project will address homelessness by providing comprehensive resources directly to the population in need, from mobile showers to connecting them with essential services. By utilizing a mobile unit, we will bring critical support to those experiencing homelessness, allowing them to regain control of their lives. Our approach focuses on building relationships and trust within the community, ensuring we meet individuals where they are. Our goal is to be in different locations three times a week, offering consistent and reliable services, ultimately helping individuals transition toward stability and long-term housing solutions.

4. Goals and Objectives
Description of the anticipated measurable outcomes of the project/program Objectives and Goals for Mobile Unit Service for the Homeless Population Objective 1: Customize and Purchase Mobile Unit
Goal 1.0: Unit will be delivered by December 2024.
• Measure: Having unit fully staffed and ready.
• Target Date: December 2024
• Responsible Party: CEO and Financial Officer
Objective 1.1: Improve Access to Essential Services
Goal 1.1: Increase the number of homeless individuals accessing critical services through the mobile unit. • Measure: Achieve 60 individuals served by the mobile unit by February 2025. • Target Date: February 2025
• Responsible Party: Program Manager, Mobile Unit Team
Goal 1.2: Broaden the range of services offered by the mobile unit to include healthcare, food distribution, and social support.

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• Measure: Provide at least three essential services (e.g., medical care, food, and social services) by the end of the first quarter.
• Target Date: March 2025
• Responsible Party: Outreach Manager
Objective 2: Enhance Health and Well-Being
Goal 2.1: Deliver immediate medical care and referrals to 70 individuals served by the mobile unit. • Measure: Track the number of medical consultations and referrals provided. • Target Date: April 2025
• Responsible Party: Program Manager/Project Consultant/Special Project Consultant Goal 2.2: Connect 80 individuals engaged with the mobile unit to mental health and substance abuse services.
• Measure: Monitor the number of individuals referred to mental health and substance abuse services. • Target Date: May 2025
• Responsible Party: Executive Director, Outreach Manager Objective 3: Strengthen Community Engagement and Support Goal 3.1: Build partnerships with local organizations to support the mobile unit’s operations and outreach. • Measure: Establish at least five new partnerships within the first six months. • Target Date: July 2025
• Responsible Party: Executive Director, Outreach Manager Goal 3.2: Raise community awareness and support for the mobile unit through outreach campaigns and public events.
• Measure: Conduct three community outreach events and achieve a 20% increase in public awareness about the mobile unit’s services.
• Target Date: August 2025
• Responsible Party: Outreach Manager, Program Manager
Objective 4: Optimize Operational Efficiency
Goal 4.1: Develop and maintain an efficient scheduling and routing plan to ensure effective service delivery. • Measure: Implement a route plan that covers high-need areas with a 95% adherence rate. • Target Date: October 2025
• Responsible Party: Executive Director
Goal 4.2: Utilize data to enhance service delivery by collecting and analyzing data on service usage, client feedback, and operational challenges.
• Measure: Set up a data collection system and review operational reports quarterly to identify and address improvement areas.
• Target Date: March 2025
• Responsible Party: Grant Manager/Grant Manager/Financial Officer/Data Analyst/Data Analyst Description of the process for tracking and gathering outcome data for reporting purposes The aim of tracking and gathering outcome data is to systematically collect, analyze, and report information that demonstrates the effectiveness and impact of the mobile unit service for the homeless population. This process is essential for assessing progress towards goals, ensuring accountability, and driving continuous improvement. Data collection process will include service utilization logs, client feedback forms, referral tracking, partnership documentation, outreach event records.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program We will subcontract medical and psychiatric services, with providers coming onsite to deliver care. We will also partner with other non-profit organizations, such as Sahiata, Circles of Prospect, WEW, and the Contra Costa Public Health Department. These partnerships will support outreach efforts, including food donations and public health initiatives. Additionally, we will collaborate with public health for immunizations and clinic services. We will also work with a compliance company to ensure we stay compliant with state and federal regulations. Page 117 of 228
Description of how the program would work if the full amount requested is not received Adjustments will be made to the scope, services, and operations to align with available resources while striving to achieve the core objectives of the program. We will prioritize delivering the most critical services based on available funding and ensure that the core needs of the homeless population are met. Resource allocation will be optimized to maintain a baseline level of service, stretch available funds further, and cover as many needs as possible.

Adjustments will be made to the scope, services, and operations to align with available resources while striving to achieve the core objectives of the program. We will prioritize delivering the most critical services based on available funding. Ensure that the core needs of the homeless population are met with the resources available. Optimize resource allocation while maintaining a baseline level of service. Maintaining essential services. Stretch available funds further to cover more needs.

Benefits (11%) $0
Taxes $0
Subtotal Personnel $0 $0 $0
Non-Personnel
Move-In Assistance $0 $0
Supplies & Materials $0 $0
Equipment $0 $0
Communications $0 $0

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Meetings & Convenings $0 $0
Travel & Transportation $0 $0
Training $0 $0
Consulting $0 $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $0 $0 $0
Total Personnel & Non-Personnel $0 $0 $0
Indirect Costs $0
TOTAL $0 $0 $0

7. Organizational Capacity
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents Our CEO has over 21 years of experience in supporting individuals with mental health challenges and serving underserved populations. Our Program Manager has successfully implemented a street medicine team in Kern County and developed harm reduction initiatives for community outreach. She has a proven track record of working with vulnerable populations and collaborates closely with the Ryan White Program and Community Hospitals in San Monroe Valley.

Our clinical staff includes experienced nurses and medical assistants. Our Chief Financial Officer brings 22 years of expertise in managing funding specifically for mental health and underserved populations.

Additionally, our Outreach Manager has established strong community relationships and is fluent in multiple languages, enabling effective communication and relationship-building with this vulnerable population.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs Our organization has successfully implemented mobile clinics in developing countries to support underserved populations and those living in poverty. We also established a first aid program and clinic in Punjab, India,

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and launched a successful food bank program. Our team has a proven track record in deploying street medicine programs, which have become self-sustaining. From one initial team, we expanded to three teams across Kern County.

Additionally, we partner with other organizations that serve underserved populations, including homeless shelters, to provide essential food services.

8. Submitter Information
Name and Title of Person Submitting
Naomi Lewis, Financial Officer
Phone
661-632-6980
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: Naomi Lewis, Financial
Officer
Date: 09/16/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 16, 2024 - 16:01:00

Returned to Draft 09-16-2024 by Concord
Reason: The City of Concord has received your application in response to the Homeless Strategic Plan Strategy for Mobile Resource Unit. I have returned your application back to draft because the field for amount requested and minimum amount needed must be completed. We are requesting that the fields be completed and resubmitted by close of business today 9/16/24 at 5pm.

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Return to Main Page
Homeless Strategic Plan Program Application
Due by 5pm, September 13, 2024

1. Organization Information
Agency Name
Temple Bread
Program Name
Homeless Strategic Plan
Address
1735 Pine St Apt 203 Concord, Ca 92520 Kitchen 1044 Shay Circle Concord, Ca 94518 Primary Contact and Title
John Shelton Director
Primary Contact Phone
925 852 3465
Primary Contact Email
[email protected]
Confirmation that the organization is a registered nonprofit Staff and Program/Project Information
Executive Director
Executive Director: James Dedeaux Title: Secretary
Phone: 925 727 8990 Email: [email protected]
Program Manager
Program Manager: John Shelton Title: Director

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Phone: 9258523465 Email: [email protected]
Application Contact
Application Contact: John Shelton Title: Director
Phone: 925 852 3465 Email: [email protected]
Finance Manager
Finance Contact: Jamela Mozell Title: C.F.O.

Phone: 510 672 2579 Email: [email protected]
Board President/Chair
Board President/Chair Contact: John Shelton Title: President Phone: 925 852 3465 Email: [email protected]
Addresses
Program Address: 1735 Pine St Apt 203
City, State Zip: Concord, CA 94520
Phone: 925 852 3465 Email: [email protected]
Website: www.templebread.com
Mailing Address: 1735 Pine St Apt 203 Concord, Ca 94520 City, State Zip: Concord, CA 94520

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2. Project/Program Information
Provide a brief description of the project or program being proposed for strategy Mobile Resource Unit:

I'll prepare 100 fine dining inspired meals, 3 times a week for our unhoused residents in Concord.

While treating our brothers and sisters who are experiencing homelessness with dignity. We'll provide clothing, shoes, hygiene, & emergency supplies from Temple Breads own resources. We'll meet them where they're at, and see if we can get them to a better destination.

Amount Requested
$167,246
Minimum Amount Needed
$160,000
Estimated Number of Concord Residents to be
Served
600
Estimated Number of All Persons to be Served
1000

3. Community Benefits
Description of the specific population the project/program will benefit We'll serve the unhoused residents of primarily Concord. We'll branch out to Pittsburg, Antioch, Martinez with the overflow from our location.

Description of where the targeted program participants currently reside, where the program will be operated, and any preconditions that may be imposed on program participants The residents that we'll serve reside near Todos Santos Plaza. John F Baldwin Park. The Concord Adult Shelter at 2047 Arnold Industrial Way. And surrounding areas of all the beforementioned. I'm asking the city if we can use the front lawn area of John F Baldwin Park. Its a centralized location of a large unhoused population. Close to the shelter, that doesn't feed them regular nutritious meals. The park is scarcely used in the early afternoon. A majority of our participants won't have vehicles. The parking there is excellent though.

Description of how the project/program will address, help, or solve this need or issue; and description of how the project aligns with the goals outlined within the City's Homeless Strategic Plan We have a space at a commercial kitchen located at 1044 Shay Circle here in Concord. I'll provide 100 fine dining inspired meals, 3 times a week, for our unhoused residents. Along with the homeless residents that Temple Bread gains secure housing for. Showing a proven track record of results. Aiding in data used to secure future funding for the City of Concord, and the Homeless Strategic Plan.

4. Goals and Objectives

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Description of the anticipated measurable outcomes of the project/program Within the first month we'll have served 12-1500 meals. We'll end up expanding with more food/ volunteers to aid in more mobilization of meals.

Description of the process for tracking and gathering outcome data for reporting purposes In the field everyone will sign our outreach sheets before receiving services. I'll use HMIS for an accurate log of residents that we provide services for. I worked for CORE as a dispatcher. I'm familiar with the System.

5. Partnerships and Funding
Description of any partnerships or subcontractors and the role they play in the project/program I'm partnered with White Pony, for food distribution. Team Jesus, who is partnered with the Contra Costa/Solano County Food Bank. For food distribution. This will greatly aid in the volume of food we're able to get to people.

Description of how the program would work if the full amount requested is not received Temple Bread is backed by some prominent people in our community, the the Bay Area, and across the Country. We'll be able to fill in the gaps if needed. It's our intention to keep this going. To make some systemic change.

We'll use our funds, and resources to maintain the flow of services. Temple Bread is anticipating to bring in $250k this year. We're achieving this through our donors. Through grants, and endowment funds.

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Subtotal Personnel $71,833 $0 $71,833
Non-Personnel
Move-In Assistance $0
Supplies & Materials $76,327 $76,327
Equipment $3,186 $3,186
Communications $0
Meetings & Convenings $0
Travel & Transportation $3,900 $3,900
Training $0
Consulting $0
Evaluation $0
Other Lines needed:

Subtotal Non-Personnel $83,413 $0 $83,413
Total Personnel & Non-Personnel $155,246 $0 $155,246
Indirect Costs $12,000 $12,000
TOTAL $167,246 $0 $167,246

7. Organizational Capacity Page 125 of 228
Description of the current financial health of the organization and at what capacity the organization has been providing services or programs to Concord residents We're a new organization, at the grassroots level. We have the support of people in our community who can keep us moving. I've been serving the homeless community for 3 years here. As an organization, Temple bread has been serving 300 meals a week in Concord.

Description of the organization's experience and capacity to manage, implement, measure, and report on the project/program; include examples and data of successful, similar programs We're a new organization, so I can't provide examples of data. I have experience as a Community Organizer in Brooklyn, NY. I helped run the Harm Reduction Union for VOCAL NY. I worked closely with the Homeless Union, as our fields were connected. I have experience in data entry in HMIS with CORE. As well as my prior position in NYC. I've been serving the homeless community in the Bay Area for 5 years.

8. Submitter Information
Name and Title of Person Submitting
John Shelton, Director
Phone
925 852 3465
Email
[email protected]
Acknowledgement that this is one-time funding that will not be renewed Application Submitted by: John Shelton, Director
Date: 09/12/2024
Application Accepted by: Leng Power- Community
Services Manager
Date: 09/17/2024

Initially submitted: Sep 12, 2024 - 12:36:37

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Concord City CouncilJune 3, 2025

Concord City Council
June 3, 2025