Agenda packet — Lakeport City Council, November 19, 2024 (part 1 of 2)

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AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESSOR

AGENCY TO THE FORMER LAKEPORT REDEVELOPMENT AGENCY)
Tuesday, November 19, 2024 6:00 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 See Teleconferencing Instructions Below
City Council Agenda of November 19, 2024 Page 2
AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE

LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT REDEVELOPMENT AGENCY)*
Tuesday, November 19, 2024, 6:00 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 *All references to “City Council” include those other agencies which are listed above The City Council may discuss and/or take action on any or all of the items listed on the agenda irrespective of how the agenda items are described. The council may establish and make appointments to a Council committee (made up of two Councilmembers) with respect to any item appearing on this agenda.

I. CALL TO ORDER & ROLL CALL: 6:00 p.m.

II. PLEDGE OF ALLEGIANCE:

III. ACCEPTANCE OF AGENDA/ URGENCY
ITEMS:

Move to accept agenda as posted or move to add or delete items.

To add item, Council is required to make a majority decision that an urgency exists (as defined in the Brown Act) and a 2/3rds determination that the need to take action arose subsequent to the agenda being posted.

IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by the Council at one time without any discussion. Any Council Member may request that any item be removed from the Consent Agenda for discussion under the regular Agenda. Removed items will be considered following the Consent Calendar portion of this agenda.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting for either introduction or passage per Government Code Section 36934.

B. Minutes: Approve minutes of the City Council regular meeting of October 15, 2024, and the special meeting of October 15, 2024.

C. Application 2024-037: Approve application 2024-037, with staff recommendations, for the 2024 Dickens Faire event.

D. Application 2024-038: Approve application 2024-038, with staff recommendations, for the Christmas Tree Lighting Ceremony.

E. Application 2025-002: Approve application 2024-002, with staff recommendations, for the 2025 Children’s Festival
F. Unrepresented Management
Employee Group:

Adopt a resolution approving a Compensation and Benefits Program for Unrepresented Employees for the period of July 1, 2024 to June 30, 2028.

G. Measure Z Advisory Committee
(MZAC):

Receive and file the draft minutes of the October 16, 2024 MZAC meeting.

V. PUBLIC PRESENTATIONS/REQUESTS:

A. Public Input: Any person may speak for 3 minutes about any subject within the authority of the City Council, provided that the subject is not already on tonight’s agenda. Per Government Code §54954.3(a), the City Council cannot take action or express a consensus of approval or disapproval on any public comments regarding matters which do not appear on the printed agenda.

B. New Employee Introduction: Introduce new Public Works employee Robert Schneider C. Presentation: Presentation on the proposed Lake County Regional Housing Trust Fund (LCRHTF) by Deputy County Administrative Officer for Housing, Lisa Judd.

D. Navigation Center Feasibility: Presentation of the Navigation Center Feasibility Study.

VI. PUBLIC HEARINGS:

City Council Agenda of November 19, 2024 Page 3
VII. COUNCIL BUSINESS:

A. City Manager

1. Ordinance Introduction: Introduce an Ordinance adding Chapter 5.40, Tobacco Retailer License to Title 5 of the Lakeport Municipal Code and set a public hearing for December 17, 2024.

B. Assistant City Manager

1. Ordinance Introduction: Introduce an ordinance of the City Council adopting an administrative remedies procedure for challenges to fees, charges, and assessments and set a public hearing for December 17th, 2024.

2. 4th Quarter Financial
Report:

Receive and file the FY 2024 Unaudited Actual Financial Update.

VIII. CITY COUNCIL COMMUNICATIONS:

A. Travel, Calendar, and
Miscellaneous Reports, if any:

ADJOURNMENT:

Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 225 Park Street, Lakeport, California, during normal business hours. Such documents are also available on the City of Lakeport’s website, www.cityoflakeport.com, subject to staff’s ability to post the documents before the meeting.

The City of Lakeport, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or participate in the City meeting due to disability, to please contact the City Clerk’s Office, (707) 263-5615, 72 hours prior to the scheduled meeting to ensure reasonable accommodations are provided.
_______________________________________
Hilary Britton, Deputy City Clerk

1. Call to Order and
Roll Call:

Mayor Froio called the meeting to order at 5:33 p.m., with Mayor Froio, Council Members Costa, Disney, and Mattina present.

Council Member Parlet arrived at 5:38 p.m.

2. Closed Session: There was no input from the public.

Mayor Froio adjourned the meeting to Closed Session at 5:34 p.m., to discuss: Conference with Labor Negotiator (Gov. Code § 54957.6) Name of Agency Negotiators: Administrative Services Director Buendia and Margaret Long. Employee Organization:

Unrepresented Management Group.

Report Out of Close
Session:

Mayor Froio adjourned the meeting back to Open Session at 6:00 p.m.

Mayor Froio reported that there was no reportable action out of closed session.

Adjournment: Mayor Froio adjourned the meeting at 6:00 p.m. ____________________________________
Michael Froio, Mayor
Attest:
_______________________________
Kelly Buendia, City Clerk

MINUTES

NOTICE AND CALL OF SPECIAL MEETING

OF THE LAKEPORT CITY COUNCIL
Tuesday, October 15, 2024, at 5:30 p.m.

City Council Chambers, 225 Park Street, Lakeport, California 95453 City Council Minutes of October 15, 2024 Page 2

MINUTES

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE

LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESSOR AGENCY TO THE FORMER LAKEPORT REDEVELOPMENT AGENCY)*
Tuesday, October 15, 2024, 6:00 p.m.

I. CALL TO ORDER & ROLL CALL: Mayor Froio called the meeting to order at 6:00 p.m., with Mayor Froio, Council Members Costa, Disney, Mattina, and Parlet present.

II. PLEDGE OF ALLEGIANCE: The Pledge of Allegiance was led by Tom Marquet.

III. ACCEPTANCE OF AGENDA/ URGENCY
ITEMS:

A motion was made by Council Member Mattina, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to accept agenda as posted.

A. Ordinances: Waive reading except by title, of any ordinances under consideration at this meeting for either introduction or passage per Government Code Section 36934.

B. Minutes: Approve minutes of the City Council regular meeting of September 17, 2024, and the special meeting of September 26, 2024.

C. Warrants: Approve the warrant register of September 24, 2024.

D. Emergency Resolution: Approve the continuation of the proclamation declaring a Local State of Emergency due to severe weather conditions including heavy rain, and extreme wind.

E. Application 2024-035: Approve application 2024-035, with staff recommendations, for the 2024 Trick or Treat Main Street event.

F. Application 2024-036: Approve application 2024-036, with staff recommendations, for the 2024 Halloween Parade.

G. South Main Street Sidewalk
Rehabilitation Project:

Adopt the resolution accepting construction of South Main Street Sidewalk Project, by T&T Paving Inc., dba Valley Paving and authorize the filing of the Notice of Completion.

H. Community Development
Department Quarterly Reports:

Receive and file the quarterly reports from Quarter 4 of FY 23-24 and Quarter 1 of FY 24-25.

I. Lakeport Police Officer’s
Association (LPOA):

Adopt a side letter to amend Article 6 of the current LPOA MOU to add provisions for assignments to SWAT duties.

Vote on Consent Agenda: A motion was made by Council Member Costa, seconded by Council Member Disney, and unanimously carried by voice vote 5-0-0-0 to Approve the Consent Agenda, items A-I.

V. PUBLIC PRESENTATIONS/REQUESTS:

A. Public Input: Wilda Shock spoke about Proposition 4 which will be on the ballot in the upcoming election, encouraging the City Council and the public to support the proposition which could bring several million dollars to Lake County for the protection of Clear Lake City Council Minutes of October 15, 2024 Page 3
Kenny Parlet spoke in opposition of a recommendation to pregnant women to get the Covid vaccine.

B. Proclamation: Mayor Froio presented a proclamation designating October 2024 Domestic Violence Awareness Month in Lakeport. Kayla Vogis received the proclamation on behalf of Lake Family Resource Center.

VI. PUBLIC HEARINGS:

A. 2024 Community Development
Block Grant (CDBG) Notice of
Funding Availability (NOFA):

The staff report was presented by Assistant City Manager Walker.

Mayor Froio opened the public hearing at 6:27 p.m.

Wilda Shock stated that approval of the NOFA is consistent with the City’s economic development plan and the Council’s stated goals
Mayor Froio closed public hearing at 6:29 p.m.

A motion was made by Council Member Disney, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to adopt the Resolution authorizing the City Manager to apply for CDBG funding and to enter into, execute and deliver the grant agreement, any recordable or nonrecordable contract documents, and any and all subsequent amendments thereto with the State of California for the purposes of the grant.

VII. COUNCIL BUSINESS:

A. Police Chief

1. Body Camera Upgrades: The staff report was presented by Police Chief Stoebe.

Todd Freitas, LPOA President, spoke in favor of the project.

A motion was made by Council Member Costa, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to authorize the City Manager to enter into a 5-year agreement with Motorola Solutions, Inc., for audio-video capture and storage services at a cost of $99,892.37 over five years, with the first-year cost of $29,728.37.

2. Proposition 36 Support: The staff report was presented by Police Chief Stoebe.

Todd Freitas, LPOA President, stated that the LPOA fully supports Proposition 36.

A motion was made by Council Member Mattina, seconded by Council Member Parlet, and unanimously carried by voice vote 5-0-0-0 to adopt the Resolution in Support of Proposition 36, The Homelessness, Drug Addiction, and Theft Reduction Act of 2024.

B. Public Works Director

1. Crosswalks: The staff report was presented by Public Works Director Ladd.

Christina Price thanked staff for their attention to this matter.

A motion was made by Council Member Disney, seconded by Council Member Mattina, and unanimously carried by voice vote 5-0-0-0 to adopt the proposed resolution designating marked crosswalks at various locations throughout the City of Lakeport.

City Council Minutes of October 15, 2024 Page 4
VIII. CITY COUNCIL COMMUNICATIONS:

A. Travel, Calendar, and
Miscellaneous Reports, if any:

City Attorney Anderson had no report.

City Manager Ingram advised the Council of the Sutter Health & Wellness Expo event on Saturday. He also reported that he will be attending the CalCities Annual Conference this week.

Police Chief Stoebe had no report.

Public Works Director Ladd had no report.

Community Development Director Hejnowicz had no report.

Administrative Services Director Buendia had no report.

Assistant City Manager Walker had no report.

Utilities Director Harris was absent.

Council Member Parlet reported that he attended the Lake Transit Authority meeting with Council Member Mattina and discussed CalTrans signage.

Council Member Costa is looking forward to the CalCities Conference and attended the inaugural meeting of the City’s Land Use Subcommittee.

Council Member Disney advised that the Fire District had discussed changing their regular meeting dates and times, but Council Member Disney expressed his concern that the new times would overlap with Council meetings. The District will not change their meeting times.

Council Member Mattina will be attending the CalCities Conference. She reported that she attended the Lake Transit Authority meeting with Council Member Parlet, and there will be some upcoming cutbacks to transit.

Mayor Froio expressed his appreciation of the Land Use Subcommittee’s work.

ADJOURNMENT: Mayor Froio adjourned the meeting at 7:24 p.m. _______________________________________
Michael Froio, Mayor
Attest:
______________________________________
Kelly Buendia, City Clerk
11/07/2024 2024-037
X 11/19/2024
6:00 pm

Outlook
Receipt #R00251388
From [email protected] <[email protected]> Date Wed 11/6/2024 2:53 PM
To Hilary Britton <[email protected]>
225 PARK STREET
LAKEPORT, CA 95453-4802
707-263-5615
----------------------------------------
DATE : 11/6/2024 2:51 PM
OPER : UB
TKBY : SD
TERM : 2
REC# : R00251388

APP APPLICATION FEE
LMSA / DICKENS FAIR 15.00
APPLICATION FEE 15.00
Paid By:LMSA / DICKENS FAIR
3-CC ONLINE 15.00AUTH:045247
Outlook
RE: Application 2024-037 - Dickens Faire
From Dale Stoebe <[email protected]>
Date Wed 11/6/2024 3:29 PM
To Hilary Britton <[email protected]>; Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa Davey-Bates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Bethany Moss <[email protected]>; Jim Kennedy <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; Ky Ramsey <[email protected]>; [email protected] <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Patrick Reitz <[email protected]>; Ryan Cooley <[email protected]>; Victor Fernandez <[email protected]>
The only police issue will be the necessary Alcoholic Beverage Control licensing and Event Permit with Alcohol Sales for each and every vendor selling alcoholic beverages.

Thank you,
Dale D Stoebe
Chief of Police
Lakeport Police Department
CONFIDENTIALITY NOTICE: This communication with its contents may contain confidential and/or legally privileged information. It is solely for the use of the intended recipient(s).

Unauthorized interception, review, use or disclosure is prohibited and may violate applicable laws including the Electronic Communications Privacy Act. If you are not the intended recipient, please contact the sender and destroy all copies of the communication.

From: Hilary Britton <[email protected]>
Sent: Wednesday, November 6, 2024 3:20 PM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Bethany Moss <[email protected]>; Dale Stoebe <[email protected]>; Jim Kennedy <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; Ky Ramsey <[email protected]>; [email protected]; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Patrick Reitz <[email protected]>; Ryan Cooley <[email protected]>; Victor Fernandez <[email protected]>
Subject: Application 2024-037 - Dickens Faire
Good afternoon,
Please find attached application 2024-037 for annual Dickens Faire for your review and comments.

We would like to submit this for City Council approval at the Council meeting on 11/19/2024, so please have your comments back to me by 11/13/2024.

Thank you for your input.

Hilary Britton
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system Book time to meet with me
Outlook
Re: Application 2024-037 - Dickens Faire
From Bethany Moss <[email protected]>
Date Tue 11/12/2024 9:07 AM
To Hilary Britton <[email protected]>
Good morning Hilary,
Here are my comments for the Dickens Faire:
-Tents to be weighted down per manufacturers specifications, industry standard is 40 pounds per leg - Fire extinguishers present every 75' of travel
-Sidewalks to be clear from merchandise that encroaches upon ADA access -All power cords to be secured in an approved manner to avoid tripping hazards -All vendors to obtain a City of Lakeport Business License Thank you!
Bethany Moss Childers, CBO
Chief Building Official, City of Lakeport
225 Park Street Lakeport, Ca 95453
P: 707-263-5615 x202 F: 707-263-8584
Online: Building / Land Use / Encroachment Permits, Business Licensing and Code Enforcement Complaint Portal: lakeportca.portal.opengov.com

From: Hilary Britton <[email protected]>
Sent: Wednesday, November 6, 2024 3:20 PM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Bethany Moss <[email protected]>; Dale Stoebe <[email protected]>; Jim Kennedy <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; Ky Ramsey <[email protected]>; [email protected] <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Patrick Reitz <[email protected]>; Ryan Cooley <[email protected]>; Victor Fernandez <[email protected]> Subject: Application 2024-037 - Dickens Faire
Good afternoon,
Please find attached application 2024-037 for annual Dickens Faire for your review and comments.

We would like to submit this for City Council approval at the Council meeting on 11/19/2024, so please have your comments back to me by 11/13/2024.

Thank you for your input.

Lieutenant Rich Ward
Lake County Sheriff’s Office
1220 Martin St.

P.O. Box 489
Lakeport, Ca. 95453
(707) 262-4081 Desk
(707) 262-4220 Fax
(707) 262-4200 Administration
[email protected]
www.lakesheriff.com
CONFIDENTIALITY NOTICE: This communication with its contents may contain confidential and/or legally privileged information. It is solely for the use of the intended recipient(s). Unauthorized interception, review, use or disclosure is prohibited and may violate applicable laws including the Electronic Communications Privacy Act. If you are not the intended recipient, please contact the sender and destroy all copies of the communication.

From: Lake County Sheriff - Records <[email protected]> Sent: Wednesday, November 6, 2024 3:22 PM
To: Richard Ward <[email protected]>
Subject: FW: Application 2024-037 - Dickens Faire
Sierra Baker
Records Technician
www.lakesheriff.com P: 707-262-4200
1220 Martin St F:707-262-4204
Lakeport, CA 95453 Dispatch: 707-263-2690
From: Hilary Britton <[email protected]>
Sent: Wednesday, November 6, 2024 3:20 PM
To: Dean Eichelmann <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Lake County Sheriff - Records <[email protected]>; Bethany Moss <[email protected]>; Dale Stoebe <[email protected]>; Jim Kennedy <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; Ky Ramsey <[email protected]>; [email protected]; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Patrick Reitz <[email protected]>; Ryan Cooley <[email protected]>; Victor Fernandez <[email protected]>
Subject: [EXTERNAL] Application 2024-037 - Dickens Faire Good afternoon,
Please find attached application 2024-037 for annual Dickens Faire for your review and comments.

We would like to submit this for City Council approval at the Council meeting on 11/19/2024, so please have your comments back to me by 11/13/2024.

Thank you for your input.

Hilary Britton
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
11/13/2024 2024-038
11/19/2024

Outlook
Re: Application 2024-038 - Xmas Tree Lighting Event at Xabatin Park From Bethany Moss <[email protected]>
Date Wed 11/13/2024 10:25 AM
To Hilary Britton <[email protected]>
Hi Hilary,
Fire pits shall be supervised by adults/qualified individuals with certified fire extinguishers present. A queuing line is necessary for smores - the line doesn't need to be officially cordoned off, but a plan is needed. First aid kits are to be present within the vicinity. All tents to be weighted down per manufacturer's specifications.

Thank you!
Bethany Moss Childers, CBO
Chief Building Official, City of Lakeport
225 Park Street Lakeport, Ca 95453
P: 707-263-5615 x202 F: 707-263-8584
Online: Building / Land Use / Encroachment Permits, Business Licensing and Code Enforcement Complaint Portal: lakeportca.portal.opengov.com

From: Hilary Britton <[email protected]>
Sent: Wednesday, November 13, 2024 10:16 AM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Dale Stoebe <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected] <[email protected]>; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]> Subject: Application 2024-038 - Xmas Tree Lighting Event at Xabatin Park Good morning,
Please find attached application 2024-038 for the Xmas Tree Lighting Ceremony for your review and comments.

We would like to submit this for City Council approval at the 11/19/2024 Council meeting, so please have your comments back to me ASAP.

Ron
From: Hilary Britton <[email protected]>
Sent: Wednesday, November 13, 2024 10:17 AM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Dale Stoebe <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected]; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]> Subject: Application 2024-038 - Xmas Tree Lighting Event at Xabatin Park Good morning,
Please find attached application 2024-038 for the Xmas Tree Lighting Ceremony for your review and comments.

We would like to submit this for City Council approval at the 11/19/2024 Council meeting, so please have your comments back to me ASAP.

Thank you for your input!
Hilary Britton
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102

Memorandum
DATE: October 31, 2024
TO: Hilary Britton, Deputy City Clerk/Records Supervisor FROM: Pheakdey Preciado, Senior EHS
RE: Application 2025-002/Lake County Children’s
Festival/SR0005654
APN: 025-601-07 (Xabatin Community Park)
The Environmental Health Division has no concerns since the event will not be selling or giving food away.

COUNTY OF LAKE
Health Services Department
Environmental Health Division
922 Bevins Court
Lakeport, California 95453-9739
Telephone 707/263-1164
FAX 707/263-1681
Anthony Arton
Health Services Director
Noemi Doohan, MD, PhD, MPH
Public Health Officer
Craig Wetherbee
Environmental Health Director
Promoting an Optimal State of Wellness in Lake County
Outlook
FW: Application 2025-002 - Children's Festival
From Lake County Sheriff - Records <[email protected]> Date Mon 10/28/2024 11:32 AM
To Hilary Britton <[email protected]>
From: Richard Ward <[email protected]>
Sent: Monday, October 28, 2024 11:32 AM
To: Lake County Sheriff - Records <[email protected]> Subject: RE: Application 2025-002 - Children's Festival No concerns from the Sheriff’s Office.

Lieutenant Rich Ward
Lake County Sheriff’s Office
1220 Martin St.

From: Lake County Sheriff - Records <[email protected]> Sent: Monday, October 28, 2024 10:57 AM
To: Richard Ward <[email protected]>
Subject: FW: Application 2025-002 - Children's Festival This one has the attachment
Sierra Baker
Records Technician
www.lakesheriff.com P: 707-262-4200
1220 Martin St F:707-262-4204
Lakeport, CA 95453 Dispatch: 707-263-2690
From: Hilary Britton <[email protected]>
Sent: Monday, October 28, 2024 10:53 AM
To: Dean Eichelmann <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Lake County Sheriff - Records <[email protected]>; Dale Stoebe <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected]; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]> Subject: [EXTERNAL] Re: Application 2025-002 - Children's Festival Let's try this again:

Good Morning,
Please find attached application 2025-002 for the 2025 Children's Festival for your review and comments.

We would like to submit this for City Council approval at the 11/19/2024 meeting, so please have your comments back to me by 11/12/2024.

Thank you for your input!
Hilary Britton
Deputy City Clerk/Records Supervisor
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x102
[email protected]
E-mail correspondence and attachments with the City of Lakeport may be subject to the California Public Records Act, and as such may therefore be subject to public disclosure unless otherwise exempt under the Act. *For Public Records Act requests, please visit our online public records request system From: Hilary Britton <[email protected]>
Sent: Monday, October 28, 2024 10:41 AM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Dale Stoebe <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected] <[email protected]>; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]> Subject: Application 2025-002 - Children's Festival
Good Morning,
Please find attached application 2025-002 for the 2025 Children's Festival for your review and comments.

We would like to submit this for City Council approval at the 11/19/2024 meeting, so please have your comments back to me by 11/12/2024.

Thank you for your input!
Hilary Britton
Outlook
RE: Application 2025-002 - Children's Festival
From Dale Stoebe <[email protected]>
Date Mon 10/28/2024 11:02 AM
To Hilary Britton <[email protected]>; Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa Davey-Bates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected] <[email protected]>; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]>
Police have no issues with this event.

Dale D Stoebe
Chief of Police
Lakeport Police Department
CONFIDENTIALITY NOTICE: This communication with its contents may contain confidential and/or legally privileged information. It is solely for the use of the intended recipient(s).

From: Hilary Britton <[email protected]>
Sent: Monday, October 28, 2024 10:53 AM
To: Amanda Frazell <[email protected]>; Johnnie Lindsey <[email protected]>; Lisa DaveyBates <[email protected]>; Lori Price <[email protected]>; Pheakdey Preciado <[email protected]>; Ron Ladd <[email protected]>; Sheriff's Dept <[email protected]>; Dale Stoebe <[email protected]>; Victor Fernandez <[email protected]>; Bethany Moss <[email protected]>; Katie Carpenter <[email protected]>; Kelly Buendia <[email protected]>; [email protected]; Patrick Reitz <[email protected]>; Jim Kennedy <[email protected]>; Linda Sobieraj <[email protected]>; Matt Hartzog <[email protected]>; Michelle Humphrey <[email protected]>; Ryan Cooley <[email protected]>; Ky Ramsey <[email protected]> Subject: Re: Application 2025-002 - Children's Festival Let's try this again:

Good Morning,
Please find attached application 2025-002 for the 2025 Children's Festival for your review and comments.

We would like to submit this for City Council approval at the 11/19/2024 meeting, so please have your comments back to me by 11/12/2024.

CITY OF LAKEPORT
City Council
City of Lakeport Municipal Sewer District
Lakeport Redevelopment Successor Agency
Lakeport Industrial Development Agency
Municipal Financing Agency of Lakeport

STAFF REPORT
RE: Resolution Approving a Compensation and Benefits Program for Unrepresented Management
MEETING DATE: 11/19/2024
SUBMITTED BY: Kelly Buendia, Administrative Services Director PURPOSE OF REPORT: Information only Discussion Action Item WHAT IS BEING ASKED OF THE CITY COUNCIL:

The City Council is being asked to adopt a resolution approving a Compensation and Benefits Program for Unrepresented Management for the period of July 1, 2024 to June 30, 2028.

BACKGROUND/DISCUSSION:

Representatives from the City of Lakeport and the Unrepresented Management Group, comprising Executive Management and Mid-Management employees, have met and reached an agreement on a Compensation and Benefits Program. This agreement includes a cost of living adjustment (COLA) totaling 15% over a four-year period.

A recent salary survey revealed that many management positions had fallen significantly behind comparable roles in other jurisdictions, with some positions lagging as much as 23% behind the median. Salary data was gathered from similar agencies, including the cities of Clearlake, Cloverdale, Fort Bragg, Ukiah, Willits, and the County of Lake, which are considered relevant for comparison based on size and/or geographic proximity. Below is a summary of the survey outcomes.

Job Title
% Below
Market
Median
% Above
Market
Median Median
Administrative Services Dir./City Clerk 21% $156,439.00 Assistant City Manager 18% $165,333.00
Building Official 12% $ 99,090.00
Community Development Director 20% $158,196.00
Compliance Coordinator II 6% $ 91,104.00
Finance Director 17% $150,271.00
Government Accountant 5% $ 75,676.00
Police Captain 17% $147,677.00
Police Chief 23% $186,032.00
Police Lieutenant 11% $124,852.00
Public Works Director 18% $144,462.00
Public Works Superintendent II 6% $ 98,093.00
Utilities Director 22% $152,559.00
Meeting Date: 11/19/2024 Page 2 Agenda Item # VI.F.

To ensure the City remains attractive to qualified candidates and retains its current employees, salary increases were necessary, all while being mindful of budget limitations. Following negotiations, both parties agreed to a longer-term contract, providing financial stability for the City and addressing the need for more competitive compensation for management.

This longer-term agreement is especially important given the recent economic pressures from high inflation, which have raised operational costs for the City and eroded employees' purchasing power.

The City recognizes the importance of offering fair compensation while maintaining fiscal responsibility. This four-year contract strikes a balance between these priorities and provides muchneeded stability.

Key Provisions of the Agreement:

1. COLA Adjustments:
o 4.5% increase effective July 1, 2024
o 3.5% increase effective July 1, 2025
o 4.5% increase effective July 1, 2026
o 2.5% increase effective July 1, 2027

2. Holiday Schedule:
o Addition of Juneteenth as an official holiday.

3. Retention Bonus:
o A one-time retention bonus of $1,000 will be provided to each employee in the December 13, 2024 paycheck.

4. Cell Phone Allowance:
o Elimination of the $80 per month cell phone allowance, replaced with an annual technology allowance of $1,000.

The attached Compensation and Benefits Program includes a detailed, strike-through version of the changes.

Should the City Council approve this item, the Administrative Services Director will bring back an updated Master Salary Schedule for approval at the next regular meeting.

OPTIONS:

1. Adopt the proposed Compensation and Benefits Program with Unrepresented Management.

2. Direct staff to make modifications or revisions to the proposed Program.

3. Take no action or take action to approve the proposed Program.

FISCAL IMPACT FOR COST OF LIVING ADJUSTMENT:

None See Below Budgeted Item? Yes No
Budget Adjustment Needed? Yes No If yes, amount of appropriation increase: $ The estimated cost for the proposed MOU is outlined below. While salary schedule increases will impact payroll and benefit related costs in perpetuity, staff is providing the estimated cost increases for the years included in the contract. There are also one-time costs included in the budget estimates.

Meeting Date: 11/19/2024 Page 3 Agenda Item # VI.F.

COUNCIL PRIORITIES:
☒ Priority #1: Public Safety & Crisis Response
☐ Priority #2: Disaster Resiliency
☐ Priority #3: Good Governance & Fiscal Stability
☐ Priority #4: Capital Infrastructure Improvement
☒ Priority #5: Safe, Sustainable & Attractive Neighborhoods ☐ Priority #6: Economic Development
SUGGESTED MOTION:

Move to adopt a resolution approving a Compensation and Benefits Program for Unrepresented Employees for the period of July 1, 2024 to June 30, 2028.

Attachments: 1. Compensation and Benefits Program w/strikethrough

2. Resolution

3. Compensation and Benefits Program
Funding_Source 2024 ($) 2025 ($) 2026 ($) 2027 ($)
General Fund $ 48,611.14 $ 77,983.34 $ 124,975.37 $ 152,083.70 Water Fund 15,374.07 24,560.44 39,560.35 48,141.83
Sewer Fund 15,374.07 24,560.44 39,560.35 48,141.83
Successor Agency 3,542.95 4,609.81 7,360.21 8,956.96
Total $ 82,902.24 $131,714.04 $ 211,456.27 $ 257,324.32

Kevin M. Ingram, City Manager Dale StoebeL UM Representative Paul HarrisL UM Representative
Joey Hejnowicz, UM Representative

Page 18 ends

RESOLUTION NO. (2024)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT

APPROVING THE COMPENSATION AND BENEFITS PROGRAM FOR THE

CITY OF LAKEPORT UNREPRESENTED EMPLOYEES
FOR THE PERIOD JULY 1, 2024 THROUGH JUNE 30, 2028
WHEREAS, the City of Lakeport has conferred with the City of Lakeport Unrepresented Employees on matters of employment including wages, hours and working conditions for those employees; and
WHEREAS, after discussion between the City of Lakeport and the City of Lakeport Unrepresented Employees, the terms and conditions contained herein have been agreed upon by both parties; and
WHEREAS, this Compensation and Benefits Program includes all terms and conditions of employment with respect to wages, hours, and working conditions applicable to the City of Lakeport Unrepresented Employees for July 1, 2024 through June 30, 2028; THEREFORE, BE IT RESOLVED that the City Council of the City of Lakeport hereby approves the attached Compensation and Benefits Program for the City of Lakeport Unrepresented Employees for the period July 1, 2024 through June 30, 2028 The foregoing Resolution was passed and adopted at a regular meeting of the City Council on the 19th day of November, 2024 by the following vote:

AYES:

NOES:

ABSTAINING:

ABSENT:
___________________________________
MICHAEL FROIO, Mayor
ATTEST:
_______________________________
KELLY BUENDIA, City Clerk

CITIZEN MEMBERS: Meg Harper, Zach Jordan, Susan King, Dennis Rollins, and Laura Sombs.

STAFF MEMBERS: Kevin Ingram; City Manager; Nick Walker, Assistant City Manager; Kelly Buendia, Admin Services Director/City Clerk

MINUTES

MEASURE Z ADVISORY COMMITTEE

REGULAR MEETING
City Council Chamber, City Hall, 225 Park Street, Lakeport, CA October 16, 2024

1. CALL TO ORDER Chair Jordan opened the meeting at 5:30 p.m. with Committee Members Jordan, Harper, and King present, with Rollins and Sombs absent.

The following staff were present: Assistant City Manager Nick Walker, Police Chief Dale Stoebe and Administrative Services Director Kelly Buendia.

2. APPROVAL OF MINUTES Committee member King made a motion; seconded by Committee member Harper and carried unanimously 3-0-2 to approve Minutes of July 17, 2024, meeting. (Committee members Rollins and Sombs were absent.)

3. PUBLIC INPUT No input was offered by the public.

4. DISCUSSION/ACTION ITEMS
A. 2025 Calendar of Meetings Administrative Services Director Buendia presented the proposed 2025 Calendar of Meetings.

Committee member Harper made a motion; seconded by
Committee member King and carried unanimously 3-0-2 to approve the 2025 Calendar of Meetings. (Committee members Rollins and Sombs were absent.)
B. Budget and Project Update Assistant City Manager Walker reminded the Committee that Measure Z revenues will primarily cover salaries and operations for 2024/25. The second quarter sales tax revenue finally increased after seven quarters of declining sales tax revenue.

He reported on several non-Measure Z projects taking place in the City. The Water and Sewer main replacement on Lakeport Blvd has begun followed by Martin Street. Construction on Lakeshore utility mains will begin in the spring. The sidewalks on Main Street are CITIZEN MEMBERS: Meg Harper, Zach Jordan, Susan King, Dennis Rollins, and Laura Sombs.

STAFF MEMBERS: Kevin Ingram; City Manager; Nick Walker, Assistant City Manager; Kelly Buendia, Admin Services Director/City Clerk completed and paving will be starting later this month. The Community Center electrical and HVAC is nearly complete. The City received a grant to upgrade the bathrooms for ADA compliance.

Tribal Health has purchased Vista Point and are developing a master plan. The Courthouse which is a state project has also broke ground.

5. ADJOURN Chair Jordan adjourned the meeting at 5:46 p.m. with the next meeting scheduled for Wednesday, January 15, 2025, at 5:30 p.m. _________________________
Kelly Buendia, City Clerk
Lake County Regional
Housing Trust Fund
LCRHTF
Presented by Lisa Judd,
Deputy County Administrative Officer - Housing
Lake County Regional
Housing Trust Fund
• Lake County Regional Housing Trust Fund partners:

County of Lake, Clearlake and Lakeport.
• Dedicated to housing production, preservation and
related housing activities in Lake County.
• Offers a mechanism to make ongoing investment in
housing using both direct revenues and leveraged matching funds available from State and Federal sources allowing for an opportunity to increase housing supply in Lake County. • Provides “gap financing”- typically around 10% of the total project funding to fill the void funding between a senior lender, developer equity, tax credits, and other sources of funding which can make the difference
between a project moving forward or remaining
infeasible.

Benefits of a Regional
Housing Trust Fund
• Consistency: dedicated revenue streams create a
regular source of funds to invest in housing that is
not put at risk during the budget process.
• Leverage: By using matching funds available from
State and federal sources, available exclusively for
housing trust programs.
• Flexibility: allows Lake County to focus to design
their housing trust fund to meet the highest priority
local needs.
• Competitive Edge: ability to compete for restricted
State Funds, capitalize on shared information and
resources.
• Economic Multiplier: Housing trust funds can have
a significant impact on the local economy as it can
generate construction-related expenditures, increase
local wages and fees for the County and Cities.

LCRHTF Housing Activities
• New construction
• Preservation or rehabilitation of
existing housing
• Land acquisition for development of
affordable housing
• Promote housing innovations
• Create workforce housing
• Establishment of transitional,
supportive or permanent homeless
housing
Implementation Steps
• Creation of the Lake County Regional Housing Trust
Fund.
• Creation of the LCRHTF Administrative Guidelines and
Board of Trustees.
• Decisions are made by majority vote and not unanimous consensus.
• Identify priorities for LCRHTF based on the County’s
Housing Element, the Lake County Housing Action and
Implementation Plan (HAIP), as well as the Regional
Housing Needs Assessment (RHNA) and respective City
Housing Plans.
• Obtain additional funding for the LCRHTF from matching opportunities, private donations, and dedicated revenue sources.

Trust Fund Revenue Sources
Current Funding for Lake County Housing Trust Fund
Currently Trust Fund 417 was created and currently has $2 million, with $1 million from ARPA, $1 million General Fund.

Proposed Revenue Sources:
 CA Permanent Local Housing Allocation (PLHA) Funds: Remaining PLHA allotment for a total of $847,981.00.  County of Lake Transient Occupancy Tax: provides a minimum of $100,000 ongoing revenue or 1/9th whichever is greater.
 Clearlake: To be determined with a minimum $10,000.00 annual contribution.  Lakeport: To be determined with a minimum $5,000.00 annual contribution.  Private Sources: Contributions and donations
 Discretionary Local Revenues: appropriate money from the general fund to invest in the future of housing trust in good faith, giving the new housing trust start-up costs to then pursue additional external funding.
 National Housing Trust Fund Program (NHTF) and Local Housing Trust Fund (LHTF): Apply if offered in future time periods.

What can you Expect
Activities typically funded may include:
• Reduce the cost of borrowing: HTF’s can make
low-interest loans to both developers and first-time
buyers.
• Build Capacity: increase the ability of local
nonprofit developers to overcome the difficulties of
providing housing to the lowest income
households.
• Preserve and Maintain Affordable Housing: Offer
low-income homeowners’ resources to maintain
and repair their homes to preserve the supply of
affordable housing in the community.

Administrative Plan
• Defining the purpose and structure of the Lake
County Regional Housing Trust Fund.
• Assigning participating members’ authorities.
• Stipulating member authorities’ annual
contribution requirements.
• Outlining administrative duties and
responsibilities.
• Creating a Board of Trustees for the Lake
County Regional Housing Trust Fund to make
funding decisions.

Administrative Plan
• Establishing a Housing Trust fund account and
sub-account(s) specifically for administrative
purposes.
• Enacting annual reporting procedures to
maintain and publish efforts for members’
jurisdiction to review.
• Establish procedures to allow member
jurisdictions to enter or leave the trust in the
future.

Administration
• It is anticipated that the County of Lake
will the organization authorized to
administer the LCRHTF.
• Administration includes holding,
investing, and managing the fund
account, with administrative costs
typically covered by a percentage of fees
collected for the LCRHTF.
• Administrative costs are typically capped
at 10% of the fund.

Best Practices
• NOFAs: Release NOFA’s on a consistent schedule.

This allows developers to anticipate the funds and
better plan for affordable housing projects.
• Collaboration: Establish strong relationships
between local jurisdictions.
• Point of Contact: foster open and strong
relationships with the development community.

Providing a developer a single point of contact
allows for a more streamlined process.
• Developer Portal: website that has current funding
opportunities, possible building sites, and other
housing related information that is helpful for a
developer when performing an analysis for a
development.

Regional Housing Trust Funds
create housing opportunities!
“The popularity and
proliferation of housing trust
funds is due to their
flexibility, sustainability, and
success in addressing
critical housing needs.”
Thank you!

CITY OF LAKEPORT

NAVIGATION CENTER

FEASIBILITY STUDY REPORT
Prepared by
Vanir Construction Management, Inc.

October 22, 2024
DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 1
Table of Contents
I. Introduction ..........................................................................................................................................2 II. Executive Summary...............................................................................................................................2 III. Feasibility Study Team & Acknowledgment..........................................................................................8 A. Feasibility Study Team.......................................................................................................................8 B. Acknowledgements...........................................................................................................................8 IV. Approach, Process and Findings ...........................................................................................................9 A. Assessing the Need ...........................................................................................................................9

1. Causes and Effects of Homelessness in the Area........................................................................11

2. Forecasting Future Homeless Needs...........................................................................................12

3. A Multi-Pronged Approach to Homelessness in Lakeport, CA....................................................15

4. Physical Needs for a Low-Barrier Navigation Center...................................................................17 B. Engaging the Public and Stakeholders............................................................................................20

1. Outreach Approach Overview:....................................................................................................20

2. Community Feedback – Online Survey .......................................................................................25

3. Small Group Stakeholder Meetings.............................................................................................26 C. Identifying Potential Sites and Development Strategies.................................................................31

1. Property search criteria...............................................................................................................31

2. Properties Evaluated ...................................................................................................................33

3. Property Selection Recommendations........................................................................................41

4. Recommended Space Program...................................................................................................42 D. Financial Analysis............................................................................................................................43

1. Cost analysis................................................................................................................................43

2. Revenue and Funding analysis:...................................................................................................47

3. Risk Analysis................................................................................................................................50 E. Project Schedule .............................................................................................................................51 F. Program Plan Development............................................................................................................52

1. Recommended Programs and Services.......................................................................................52 G. Assessing Potential Impacts............................................................................................................54

1. Potential Impacts of the Center..................................................................................................54

2. Improving the Public’s Negative Perception of a Navigation Center...........................................55 V. Conclusion & Recommendation..........................................................................................................56 VI. Appendices..........................................................................................................................................57 Appendix 1: 2024 Point-in-Time Count & Housing Inventory Count ..................................................58 Appendix 2: Public Poll Outreach Results...........................................................................................79 Appendix 3: Potential Sites & Properties Scoring Matrix..................................................................126 Appendix 4: Property Summary Reports ..........................................................................................129 Appendix 5: Potential Sites & Properties Photos..............................................................................174 Appendix 6: Preliminary Site Plan.....................................................................................................182 Appendix 7: Preliminary Cost Estimate.............................................................................................184 Appendix 8: Preliminary Project Schedule........................................................................................193 DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 2
I. Introduction
The City of Lakeport (hereinafter referred to as the “City”) has embarked on a mission to develop a new Low-Barrier Navigation Center (hereinafter referred to as the “Center”). The plan is for the Center to provide a safe and supportive environment for individuals experiencing homelessness; invigorate local neighborhoods and economies; curb crime and encourage businesses, and offer other public benefits, including improved public health, safety, and community engagement. The City plans to operate the Center in partnership with various community partners and stakeholders, including the County of Lake (hereinafter referred to as the “County”).

In December 2023, the City engaged Vanir Construction Management, Inc., (including its subconsultants, KMP Strategies Inc., and Development & Brokerage Group Inc., hereinafter collectively referred to as the “Vanir Team”) to perform a comprehensive feasibility study for the development of the Center (hereinafter referred to as the “Project”). First Project kick-off meeting was held in late January 2024 between the Vanir Team and pertinent members of the City as an introduction to the Project, and to discuss relevant aspects of the Project, including goals & objectives, expectations, roles & responsibilities, strategies, implementation, and general timeline.

The Vanir Team understands the impacts that homelessness may have on the City’s neighbors, public health and safety, economy, and its community at large. The Center aims to curb those impacts of homelessness and improve the community. In compliance with AB101, the Center will provide a Housing First, Low-Barrier facility with expedited admission, temporary, and service-oriented shelter. The Center will be focused on connecting the homeless individuals with jobs, services for mental health and substance abuse, as well as obtaining permanent housing and independence.

The Vanir Team has worked closely with the City, County, and other community organizations and stakeholders to conduct research, gather information, and prepare a feasibility study report to provide the city with a roadmap for developing the Center. The feasibility study report (hereinafter referred to as the “Report”) was developed through many activities including assessing the needs of the City, identifying potential sites for the Center, engaging the community and stakeholders, conducting financial analysis, developing a program plan, assessing potential impacts, and providing viable recommendations for a successful development of the Center.

II. Executive Summary
Cities across the country are facing a real issue of widespread homelessness that has been growing steadily at an alarming rate. Dealing with an increasing homeless population and struggling to move people off the streets into more stable living surroundings bring new challenges faced by many cities and states nationwide.

Low-Barrier Navigation Center offers a viable choice for providing a long-term solution to dealing with homelessness. It provides not only temporary room and board with limited barriers to entry but also provide case managers to connect homeless individuals and families to income through job placement, public benefits, mental and physical health services, DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 3
substance abuse assistance and permanent housing opportunities. It is a long-term commitment to help transition the homeless individuals achieve independence.

The Center represents the City’s continuing commitment and diligent efforts to curb homelessness in its neighborhoods. As the City embarks on its mission to address many challenges surrounding homelessness, the city along with its community partners and stakeholders remain positive and committed to achieving functional zero homelessness.

Approach, Process and Findings
The feasibility study involved a series of research and investigations to find out the City’s needs.

The needs assessment involved research into gathering data and information on the extent of demographics of current homeless population; causes and impacts of homelessness in the area; forecast of future probable needs including projection of future homeless population based on population growth projections, historical data; and other relevant information available.

The Lake County Continuum of Care also provided 2024 Point-In-Time survey and data of the current homeless population. The homeless population was categorized into age, race/ethnicity, tribal affiliation, gender, households, homeless categories, health, first-time homeless, and length of time homelessness. These data were used to evaluate options, and to make recommendations about what the criteria and requirements should be for the Center such as the type of programs and services needed, physical requirements of the facility, and operational requirements among others.

One of the types of research involved assessing the causes and effects of homelessness in the city. This is a complex issue with deep roots embedded in many variables, such as lack of affordable housing, economic hardship whether due to unemployment or inflation, mental health struggles, substance abuse, and domestic violence. Knowing the cause and effects of a problem can help better understand how and what to do to fix the problem.

Based on the data and information collected, we made a reasonable forecast of future homeless projections and needs. Some of the data from needs assessment included population growth projections, historical Point-In-Time Counts, rental market data, and social service data.

There are, however, unforeseen events such as natural disasters, economic downturns, drastic increase in unemployment, and changes in government policy that attributes to rise in homelessness.

To effectively address the issue of homelessness in the City, a multi-faced approach needs to be implemented that involves direct services, support services, housing-first services, prevention services, collaboration, and partnerships. Direct services include emergency shelters, meal services, and essential needs distribution. Support services include case management, mental health and addiction services, employment assistance, and legal aid. Housing-first services may include housing Navigation, rental assistance programs, and supportive housing development.

Prevention services may include domestic violence support, affordable housing development, and eviction prevention programs. Collaboration and partnerships may include partnering with social service agencies, fundraising and grant opportunities, public awareness campaigns, and advocacy for policy changes.

DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 4
With the data collected and programs developed, the physical needs of the Center are then defined. The physical space should not only be a shelter, but a place that fosters a sense of dignity, promotes self-sufficiency, and support the transition to permanent housing and independence. Evaluation of spaces includes essential amenities such as sleeping accommodations, hygiene facilities, laundry services, and dining facilities. It also includes supportive services spaces such as case management offices, multi-purpose room, computer lab, safety and security and site/parking. Other considerations include accessibility, sustainability, trauma-informed design, and programming spaces.

Engaging the Public and Stakeholders
A comprehensive outreach and engagement strategy to gather feedback from a diverse array of stakeholders was conducted as part of the feasibility study. Utilizing an open house forum, community surveys, small group and one-on-one meetings, we engaged with residents, local businesses, service providers, and the unhoused population. Our outreach efforts revealed overall support for the Center, with stakeholders emphasizing the need for accessible, lowbarrier services that address housing, mental health, and substance abuse. Key findings include strong advocacy for integrated support services and concerns about ensuring neighborhood safety and the long-term sustainability of the center. This feedback will be instrumental in shaping the final recommendations and ensuring the proposed Center meets the community’s needs effectively. For detailed findings and engagement data, please refer to the relevant sections in the Report.

Identifying Potential Sites and Development Strategies
Finding the right location, site and facilities are an essential part of successfully developing the Center. A thorough evaluation of potential sites and properties was conducted based on relevant criteria, such as the site size, existence of a re-usable structure, zoning, adjacent property zoning, zone ordinance restrictions, general plan designation and permitted use, proximity to flood zones, characteristics/terrain, existing City/County assets, proximity to public transit, proximity to social service centers, sensitivity to neighborhoods, available utility and services, site accessibility, and on-site parking availability. Each category was given a score based on the criteria. Each site was then graded based on the total scores accumulated, and recommendation given for the site that proved to be most suitable with the highest scores.

Total of 7 properties including 3 City-owned properties were considered, evaluated, and scored based on the program criteria. The pros and cons were also evaluated for each potential sites taking into consideration the most cost-effective solution based on comparing the options of renovating an existing facility, tearing down and rebuilding on an existing site, and building a new facility on a new site.

Based on the findings, one property is recommended that was considered best suited for the Center's development.

Please see Section IV and corresponding Appendices for details of the findings, scores, recommendations, and conceptual site plan.

DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 5
Financial Analysis
Financial analysis was conducted to provide initial cost associated with planning and construction; cost to operate the Center; and explore potential sources of funding and revenues as well as financial projection from first year to several years to provide financial forecast along with risk analysis to identify potential risks and strategies to mitigate risks.

Initial cost of building the facility was evaluated, including purchasing, or leasing the land, constructing the building, and associated permits and/or licenses. Operational costs, such as utilities, maintenance, security, staff salaries, and supplies were examined. Cost of furnishing, bedding, and other essential items for the residents were considered. Additional costs such as insurance, marketing, and administrative expenses were also considered. Potential need for renovations or upgrades in the future and the associated costs were evaluated.

To turn the idea of the Center into reality, funding sources were explored and analyzed. A realistic funding plan was created that outlined the amount and timing of expected revenue from each source. Any gaps in funding were identified and strategies were developed to fill those gaps, such as seeking additional grants or partnerships with other organization. Potential for securing long-term funding through government contracts or partnership with social service agencies were also considered.

Because the nature of funding is often unpredictable, other sources of revenue to supplement operating cost were explored. Potential sources of revenue were identified such as government grants, private donations, corporate sponsorships, fundraising events, and community partnership. Expected revenue from each potential sources were then estimated considering any restrictions or limitations placed on the funds. Other potential opportunities for additional revenue were explored such as providing services and charging fees for job training programs or daycare services; subleasing space to other organizations; or renting out facilities for special events.

The need for financial projections is an important step in developing the Center. Budget projections were created for the first year of operation, detailing expected expenses and revenue. Projections for the following five years were also developed with consideration for any anticipated changes or growth in the program. Sensitivity analysis was conducted to assess the impact of different variables, such as fluctuations in funding or changes in expenses. Once the Center is developed, the finance projections would need to be monitored and regularly updated based on actual performance and any changes in circumstances.

Lastly, potential risks and challenges that could impact the financial viability of the program were identified, such as changes in government funding or economic downturns. Strategies to mitigate these risks were developed such as diversifying revenue sources or implementing costsaving measures. Equally important is to regularly review and reassess the financial plan to identify any emerging risks or opportunities.

DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 6
Project Schedule
Overall project schedule was developed that shows the timeline and phases of the Center development, including planning, design, contract procurement, construction, close-out, and move-in. The Center project will follow a well-defined schedule outlined in Appendix 8. This comprehensive plan details the various phases of development, from initial planning and design to construction, completion, and welcoming residents. To expedite the project and best serve the needs of the homeless population, a Design-Build delivery method is recommended. This approach streamlines the process by combining design and construction under one team. This fosters collaboration, potentially leading to a faster timeline compared to the traditional Design-Bid-Build method. Additionally, Design-Build allows for proactive identification and mitigation of construction challenges, potentially resulting in a more predictable final budget.

By following this well-defined schedule and utilizing the Design-Build method, the Center can be developed efficiently and effectively to address the critical issue of homelessness in the community.

Program Plan Development
Detailed program plan was developed that identifies the types of services and programs that will be offered in the Center. In addition to the City and County agencies providing the funds to develop the Center, the operation of the Center will be largely carried out through participation and services from community partners, philanthropic organizations, and stakeholders. Some of the services that will be provided at the Center are case management, temporary housing, temporary meals, limited health screening, mental health counseling, substance abuse treatment and counseling, job training, educational program, job placement, and permanent housing allocation.

Specific objectives and results-oriented goals for each program and services are first determined. Schedule for offering those services is then developed considering the needs and preferences of the residents and the availability of staff. Partnerships with external service providers such as healthcare clinics, job placement agencies, and educational institutions are established to enhance the range of services available to residents.

Assessing Potential Impacts
As a result of developing the Center, there may be positive and negative potential impacts to the community, property value, and public safety. Positive community impact may be seen in the reduction of visible homelessness while some may express concerns regarding increased foot traffic and potential criminal activity near the Center.

It may have a positive impact on property value through revitalized community with less homeless on the streets which may improve the overall aesthetics and perception of the neighborhoods. Some residents may hold the perception that the Center near their neighborhood would have a negative impact to their property value.

In terms of public safety, the Center may have a positive impact by connecting homeless individuals with mental health and addiction treatment services, potentially leading to reduced crime rates. The same Center may also have the opposite effect on perception of some DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 7
residents who may fear increased crime due to the Center being in their neighborhood.

Improving public perception of the Center through public outreach is an essential part of developing the Center. This is done through public awareness programs such as public polls, and public townhall meetings to provide information that would positively improve their perception of the Center.

Conclusion & Recommendation
The process of developing the Center is a collaborative effort with participation from many organizations and stakeholders. It requires research, discussions, fact finding as well diligent efforts to be able to make the right choices and informed decisions.

We have highlighted the potential benefits of developing the Center, its positive impact on the community for curbing homelessness and improving public health and safety. Finding the right location for the Center is an important process that considers available real estate, cost, size, zoning, neighborhood, residents, commerce, and other physical and social factors. Engaging the public and stakeholders for their support both in finance and public relations and fostering positive perception and awareness of the Center is of paramount importance. Financial considerations with anticipated budget including initial and long-term operational costs are also an important process in the development of the Center. Operation of the Center requires a long-term planning based on the need, program, services, policies, and procedures, and required staffing. Addressing the need for mitigating potential negative impacts of the Center such as potential increasing crime, decreased property values, and negative public perception of the Center must be addressed and improved through public engagement and awareness.

One of the goals of the City is to achieve functional zero homelessness, meaning that anyone who desires shelter can access it through an array of City facilities and programs – an approach aimed at ending homelessness. Our recommendations will serve as the basis for the City to start planning for the new Center. The planning process will be a structured but a fluid process that allows participation and collaboration with the community.

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III. Feasibility Study Team & Acknowledgment
A. Feasibility Study Team
• Julian Cho, AIA, CASp, CDT, CID, LEED AP - Project Director, Vanir • Tom Key, AIA – Senior Project Manager, Vanir
• Mario Barrientos, AIA - Assistant Project Manager/Architect, Vanir • Ben Sabati - Cost Estimator, Vanir
• Travis Price – Scheduler, Vanir
• Jeannie Hoang - Administrative Support, Vanir
• Jeff Berris - Real Estate Specialist, Development & Brokerage Group, Inc. • Robb Hagestad – Real Estate Specialist, Brand Elements, LLC • Sarah Modeste – Public Engagement & Outreach Specialist, KMP Strategies, LLC • Noah Painter - Public Engagement & Outreach Specialist, KMP Strategies, LLC • Lydiah Kennedy – Public Engagement & Outreach Specialist, KMP Strategies, LLC B. Acknowledgements
City of Lakeport
• Michael Froio - Mayor
• Kevin Ingram – City Manager
• Nicholas Walker – Assistant City Manager / Finance Director • Olivia Grupp – Project manager
• Joey Hejnowicz - Community Development Director
• Ron Ladd – Director, Public Works Department
• Brad Rasmussen – Chief, Police Department
• Dale Stoebe – Lieutenant, Police Department
• Patrick Reitz – Chief, Fire Protection District
County of Lake
• Michael Green – District 4 Supervisor, Board of Supervisors • Elise Jones – Director, Behavioral Health Services
• Scott Abbott – Behavioral Health Services (Continuum of Care Representative) • Megan Morgan – Community Liaison, Behavioral Health Services • Don Wundir – Department of Social Services
Partners, Sponsors & Stakeholders
• Ernesto Padilla – CEO, Lake County Tribal Health Consortium • Laura Sullivan – Clinical Program Director, Redwood Community Services • Sage Wolf – Integrated Health Director, Redwood Community Services • Lisa Morrow – Executive Director, Lake Family Resource Center • Alicia Adams – Crisis Responder, Lake Family Resource Center • Sandra Campos – Representative, Lakeport Business Community Organization • Bevin Owens – Supervising Case Manager, Nation’s Finest • Catherine Aguirre – Clinical Case Manager, Nation’s Finest • David Manson - Director of Outreach and Engagement, CA Policy Center for IDD • Teresa Anderson - Executive Director, CA Policy Center for IDD DRAFT
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IV. Approach, Process and Findings
A. Assessing the Need
Homelessness is a complex issue facing many communities, and Lakeport is no exception. This section aims to shed light on the current state of homelessness in Lakeport, including the extent and demographics of current homeless population, its causes and impacts, and forecast of future probable needs and future homeless population based on population growth projection, historical data, and other relevant data/information available.

Lake County, California (County) boasts a population of around 68,000 residents. The racial makeup leans predominantly White (approximately 64-66%), with a growing Hispanic population (approximately 9-13%). The median age is slightly higher than the national average (44.5 years old), and educational attainment is lower, with fewer residents holding college degrees. The median household income falls below the national average, which may reflect the area's economic struggles.

The City of Lakeport (City), the county seat of Lake County, encompasses 3.1 square miles of incorporated area combining residential, commercial, and industrial development, and has a population of approximately 5,135 residents (per 2021 Census estimate). The racial makeup is predominantly White (Non-Hispanic) at 79.2%, followed by Hispanic or Latino (of any race) at

18.6%. Other races, including African American, Asian, Native American, and Native Hawaiian/Pacific Islander, make up the remaining 7.8%. The median age of City’s residents is approximately 42.7 years, indicating a relatively young population. Children under 18 comprise

19.3% of the population, while seniors aged 65 and over account for 26.7%. It's important to note that population data suggests a slight decline between 2020 and 2022. While detailed information on income distribution and educational attainment is not readily available, this demographic overview provides a starting point for understanding the community the City serves. Homeownership rates appear higher compared to renters, though specific details regarding income or educational attainment are limited.

One of the primary datasets available on homelessness is data from the Point-in-Time (PIT) count. The Department of Housing and Urban Development (HUD) requires Continuums of Care (CoC), such as the County, to conduct a count on a single night of the people in a community who are experiencing homelessness, including sheltered and unsheltered populations. While HUD requires only a biannual count, the County traditionally conducts a PIT count every year. The County conducted its 2024 PIT count on January 25, 2024, and identified 527 persons experiencing homelessness within the County. The chart below shows the number of people experiencing homelessness and the corresponding living situation for those persons in the last five years from 2020 through 2024.

County of Lake PIT Count
2024 2023 2022 2021 2020
Total Emergency Sheltered 34 110 54 25 8
Total Transitional Sheltered 58 91 26 50 13
Total Unsheltered 435 290 259 231 336
Totals 527 491 339 306 357
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As illustrated above, after a downward trend beginning in 2021 through 2022, the number of people experiencing homelessness has been increasing. Note that unsheltered homelessness accounts for 28% increase in overall homelessness between 2023 and 2024. The Department of Housing and Urban Development defines unsheltered homeless situations as locations not meant for human habitation, including living on the streets, living in vehicles, and living in “alternative shelter options” (e.g., car camping, rest stops, Conestoga huts). The three main categories used to define homelessness are based on shelter status. Emergency sheltered refers to individuals or families using temporary public or private facilities like homeless shelters. Transitional sheltered describes those residing in programs designed as a bridge to permanent housing, often with supportive services. Finally, unsheltered refers to people experiencing homelessness who lack a fixed and safe nighttime residence, such as those living on the streets or in cars.

As part of the PIT count, communities must identify whether a person is an individual, a member of a family unit, or an unaccompanied youth under the age of 18. In addition, communities must identify if a person is chronically homeless, indicating that the person has experienced long-time or repeated homelessness and has a disability. The tables and graphs below provided in Appendix 1 detail the demographics of persons experiencing homelessness collected as part of the 2024 County PIT count.

The 2024 County PIT count paints a complex picture of the local homeless population. Here's a breakdown of the key findings:
• Age Distribution: While all age groups are represented, the largest portion falls between 35-64 years old at approximately 64%. This suggests a mix of predominantly middle-aged individuals facing homelessness at various stages of life. • Race and Ethnicity: The majority identified as white, highlighting a racial disparity in homelessness at approximately 67%. However, the presence of diverse tribal affiliations indicates a need for culturally sensitive services.
• Gender: The count revealed a predominantly male population experiencing homelessness at approximately 63% compared to females at approximately 36, with approximately 1% for others such as transgender and non-binary. This distribution of male and female is consistent with the national average in which the males tend to comprise approximately 2/3 of the homeless population.
• Households: Three types of households were surveyed - Households with at least 1 adult and 1 child, households with adults only, and households with children only. It showed that households with adults only comprised over 96% of the homeless population. • Homeless Categories: Types of homeless surveyed were those that are chronically homeless, veterans, and unaccompanied youth/parenting youth. Chronically homeless comprised of over 78% surveyed which is unfortunately typical of most homelessness as being a long-term and on-going issue affecting the County.
• Health: State of physical and mental health is a significant concern for all homeless individuals. Out of four types surveyed including mental illness, substance use disorder, HIV/AIDS, and domestic violence, mental illness topped the category with approximately 49%, trailed by substance use disorder at approximately 39%. These factors undoubtedly contribute to their homelessness and will require comprehensive support services.

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• First Time Homeless: From two types of homeless population surveyed, those experiencing homelessness for the first time were approximately 41%, while those with past of recurring experience were approximately 59%. Alarming number of first-time homelessness emphasizes the importance of early intervention and diversion programs to prevent long-term homelessness.
• Length of Time Homeless this Time: Out of 6 categories, 0-3 months, 4-6 months, 7-11 months, 12-23 months, 24-35 months, and 36 months or more, almost half were those that has been homeless for 36 months or more.
• Other Reasons for Homeless: There were other causes of homelessness identified, including circumstances caused by the Lake County fire, and family members being incarcerated.

Also, as part of the 2024 Lake County PIT count, 263 unhoused were asked what their greatest needs at the time were. Below is a table showing those needs.

Greatest Needs # of responses
Low Income/Affordable Housing 118
Tiny Homes 97
Safe Parking/Encampments 85
Move in Costs 71
Emergency Shelter for people with pets 67
Emergency Shelters for Individuals 67
Utility Assistance 67
Legal Services 59
Transitional Housing/Navigation Center 55
Emergency Shelter for families 55
Referrals to Services 49
Prevention Services 45
Group Homes/Communal Living 38
Permanent Supportive Housing 24
This data highlights the multifaceted nature of homelessness in the County. The Center, with its focus on individual needs and supportive services, has the potential to make a positive impact for this vulnerable population.

1. Causes and Effects of Homelessness in the Area.

Homelessness casts a long shadow in Lakeport, CA. It's a complex issue with deep roots, and there's no single culprit to blame. Understanding the various contributing factors is crucial to finding solutions that can help those struggling to find a safe and stable place to call home.

Lake County, much like the entire state of California, has a shortage of affordable housing. The availability of housing that people on fixed incomes or low wage jobs can afford simply hasn't DRAFT
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kept pace with demand. The lack of affordable permanent housing increases the demand for temporary housing and other services such as meals, sanitation, and storage.

Economic hardship goes beyond the housing market. The County has faced significant economic challenges in recent years. Wildfires have caused widespread damage and displacement, disrupting lives and livelihoods. Rebuilding efforts take time, and the economic aftershocks can be long-lasting. Furthermore, inflation throws another wrench into the equation, putting a strain on already stretched budgets and making it even harder for people to afford housing.

Mental health struggles and substance abuse are another piece of the puzzle. These challenges can make it difficult to gain and keep employment, leading to a cycle of financial instability. Additionally, mental health issues can make it hard to navigate the complex systems needed to access support services and housing. People experiencing these challenges may find themselves trapped in a situation where stable housing seems out of reach.

Domestic violence can also play a tragic role. Fleeing an abusive situation often necessitates immediate shelter, but safe and affordable housing options may be scarce. Victims of domestic violence may lack a social safety net – a network of family, friends, or community resources – to help them secure housing and rebuild their lives. This can leave them particularly vulnerable to homelessness.

It's important to remember that these factors often don't exist in isolation. Someone facing just one challenge might be able to manage, but the combination of these issues can be overwhelming. Understanding these tangled roots of homelessness is crucial for developing effective solutions that address the economic realities, mental health needs, and social support systems that can help people find and keep stable housing in the City.

2. 7Forecasting Future Homeless Needs
Predicting the exact number of people experiencing homelessness in the City is inherently difficult. However, by analyzing data and identifying trends, we can make informed projections about the community's future needs and explore potential solutions, such as establishing the Center.

Data-Driven Needs Assessment
• Population Growth Projections: Population growth projections from the California Department of Finance can help estimate the potential increase in housing demand in the City. This data is crucial for understanding the pressure future growth might put on housing affordability.
• Historical Point-in-Time (PIT) Counts: As the City continues to take part in HUD's coordinated PIT count, historical data can offer valuable insights into trends within the homeless population. Analyzing this data reveals whether the homeless population is increasing, decreasing, or staying stagnant. This information is essential for planning targeted interventions.
• Rental Market Data: According to the California Housing Partnership, rents in Lake County have been increasing steadily since 2022. The income needed to afford the average rent in the county is $2,857/mo. or $16.58/hour. With the exception of the recently completed DRAFT
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Martin St. Apartments, there has been no significant multifamily or single-family developments in the area in the recent past. The lack of development keeps rents high and contributes to homelessness. A growing homeless population coupled with a shrinking pool of affordable housing suggests a potential crisis.
1,401 low-income renter households in Lake County do not have access to an affordable home.

State and federal funding for housing production and preservation in Lake County is $29 million, a 61% decrease from the prior year. 75% of extremely low-income (ELI) households in Lake County are paying more than half of their income on housing costs compared to 9% of moderate-income households. In 2023 in Lake County, there were only 336 beds available in the interim and permanent housing supply for persons experiencing homelessness.** This county data is directly applicable to City of Lakeport, and indicates the immediate need for additional affordable housing, additional funding for affordable housing and increased services to enable the homeless to utilize that housing once it becomes available to them. **Source: Lake County 2024 Affordable Housing Report
• Social Service Data: Data on utilization of mental health services, domestic violence shelters, and unemployment rates can pinpoint populations at a higher risk of homelessness.

By understanding these risk factors, the community can develop targeted prevention strategies to keep vulnerable individuals housed.

Data analysis from population growth projections, historical homeless counts, rental market trends, and social service utilization indicate a rise in people experiencing homelessness.

Advocating for affordable housing development and developing preventative strategies to keep vulnerable individuals housed will ultimately make the Center a more sustainable and impactful force in tackling homelessness within the community.

Challenges and Considerations
Obtaining relevant data, particularly local homeless count information is dependent on an accurate PIT count. Additionally, unforeseen events like wildfires, economic downturns, or changes in government policy can significantly impact homelessness rates, introducing an 250
300
350
400
450
500
550
600
650
2020 2021 2022 2023 2024 2025 2026
People Experiencing Homelessness
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element of uncertainty into any projections. It is important to acknowledge that any projections will be estimates, not guarantees.

Projected Future Needs and Navigation Center Integration Based on the potential increase in housing demand and identified risk factors, The City may see heightened needs in the following areas:
• Affordable Housing Development: Encouraging the development of more affordable housing units is crucial to prevent a rise in homelessness. • Mental Health and Addiction Services: Increasing access to mental health and addiction treatment can help individuals maintain stable housing. • Domestic Violence Support: Strengthening support services for victims of domestic violence can help them find safe and secure housing.
• Employment Opportunities: Promoting job growth and providing resources for job training can empower individuals to achieve financial stability. • Navigation Center: Considering the complex needs of the homeless population, a navigation center would be an asset.

The Center as a Strategic Intervention
A low-barrier navigation center (LBNC) offers a unique approach to homelessness, prioritizing rapid rehousing through the Housing First philosophy. Unlike traditional shelters with strict entry rules, LBNCs minimize barriers by allowing couples, pets, and safe storage for belongings.

This welcoming environment provides on-site support, integrating essential services like case management, healthcare, job training, and public benefit assistance. By centralizing these resources, LBNCs streamline the process of connecting individuals experiencing homelessness with the tools needed to achieve stability and secure permanent housing.

Beyond Navigation Centers: A Multifaceted Approach
While the Center can be a powerful tool, it is just one piece of the puzzle. A comprehensive approach to addressing homelessness in the City should also consider:
• Prevention Programs: Early intervention for at-risk populations can help prevent them from falling into homelessness in the first place.
• Landlord Engagement: Programs that incentivize landlords to rent to individuals using housing vouchers can expand housing options.
• Supportive Housing: Permanent supportive housing units with on-site services can provide long-term stability for those facing chronic homelessness.

By proactively addressing these potential challenges through data-driven planning, collaborative efforts, and the strategic integration of a navigation center alongside other essential programs, Lakeport can work towards creating a community where everyone has access to safe and affordable housing. This multifaceted approach can make a significant difference in the lives of people experiencing homelessness and contribute to a more just and equitable City.

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3. A Multi-Pronged Approach to Homelessness in Lakeport, CA The City acknowledges the critical issue of homelessness within its community. To effectively address this complex challenge, a multi-faceted approach encompassing direct services, support services, housing-focused solutions, and preventative measures is necessary. The following list of Services as well as the sub-services within the Services are prioritized to allow prioritization based on financial affordability. However, each service should be seen as a crucial key to a successful plan.

Direct Services:
• Emergency Shelters: Providing safe and clean temporary shelter during inclement weather or for immediate needs is crucial. Emergency shelters offer a warm and dry place to sleep, respite from the elements, and a sense of security. These shelters may also provide basic medical care, meals, and referrals to other essential services. City’s overall plan addressing homelessness must include emergency shelters in addition to transitional shelters such as a navigation center to maintain effectiveness of the Center and alleviate possible overcrowding.
• Meal Services: Offering nutritious meals through soup kitchens or food pantries ensures basic sustenance needs are met. Regular access to healthy meals is essential for maintaining physical and mental well-being. Soup kitchens and food pantries can provide hot meals, groceries, or a combination of both, depending on the program and resources available. • Essential Needs Distribution: Distributing clothing, toiletries, and hygiene supplies promotes physical and mental well-being. Access to clean clothes, hygiene products, and showers helps individuals maintain their dignity and self-respect. Having basic hygiene supplies can also help prevent the spread of illness and disease.

Support Services:
• Case Management: Connecting individuals with dedicated case managers empowers them to navigate complex systems, access benefits, and develop plans for long-term stability.

Case managers can help individuals obtain identification documents, enroll in government assistance programs like Social Security or Medicaid, and connect with healthcare providers.

They can also assist with budgeting and financial planning, fostering a sense of selfsufficiency. • Mental Health and Addiction Services: Offering on-site or facilitating access to mental health and addiction treatment and counseling services addresses underlying issues that may contribute to homelessness. Untreated mental health conditions or substance abuse disorders can make it difficult to maintain employment, housing, and social relationships. By providing access to treatment and recovery programs, the City can help individuals improve their overall well-being and stability which are vital in their efforts to attain self-reliance and independence.
• Employment Assistance: Job training programs, resume writing workshops, and connections to job opportunities equip individuals with the skills and resources to achieve financial stability. Employment assistance programs can assess an individual's skills and interests, provide training in high-demand fields, and connect them with potential employers.

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Financial literacy workshops can also be beneficial, helping individuals manage their income effectively and avoid future financial hardship or downfall. • Legal Aid: Providing legal assistance empowers individuals to navigate eviction processes or obtain identification documents necessary for employment and housing applications. Legal aid can help people understand their rights as tenants, represent them in court during eviction proceedings as applicable, and advocate for fair treatment from landlords.

Additionally, legal assistance can help individuals obtain critical identification documents, such as birth certificates or social security cards, which are often required for employment and housing applications.

Housing-Focused Services:
• Housing Navigation: Dedicated personnel can help individuals experiencing homelessness in finding and securing permanent housing options. This includes navigating the complexities of the application process, advocating for them with landlords, and ensuring they have the necessary documentation to qualify for housing assistance programs or rentals.

Housing navigators can also help individuals understand their rights and responsibilities as tenants, develop budgeting skills to manage their rent payments and utilities, and connect them with resources to furnish their new homes. This service is considered a cornerstone of navigation centers.
• Rental Assistance Programs: Providing rental subsidies or vouchers can make permanent housing more affordable, particularly for those with limited income. Rental assistance programs typically pay a portion of the rent directly to the landlord on behalf of the qualified program participant. This can significantly reduce the financial burden of housing, allowing individuals and families to focus on achieving long-term stability. • Supportive Housing Development: Developing or supporting programs that offer permanent housing units with on-site support services, such as healthcare, mental health counseling, life skills training, and addiction recovery programs, can provide long-term stability for individuals facing chronic homelessness or with complex needs. Supportive housing programs can provide a safe and stable environment where individuals can focus on addressing underlying challenges, develop independent living skills, and build a path towards self-sufficiency. These programs can be particularly beneficial for individuals who have difficulty maintaining housing due to mental health conditions, chronic health issues, or a history of substance abuse.

Prevention Services:
• Eviction Prevention Programs: Providing legal aid or rental assistance programs can help at-risk individuals prevent the loss of their current housing, thereby reducing the number of people experiencing homelessness.
• Domestic Violence Support: Strengthening support services for victims of domestic violence, including safe havens and assistance in finding permanent housing, can help prevent homelessness in the first place.
• Affordable Housing Development: Enacting policies and incentives to encourage the development of more affordable housing units directly addresses the root cause of homelessness for many individuals and families.

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Collaboration and Partnerships:

While the City may not possess the resources to deliver all services directly, it can play a vital role by fostering a collaborative environment:
• Partnering with Social Service Agencies: Collaboration with existing organizations can expand services and avoid duplication of efforts.
• Fundraising and Grant Opportunities: Actively seeking funding through grants and donations can support existing services or develop new programs. • Public Awareness Campaigns: Educating the community about the realities of homelessness is crucial for generating understanding and support for solutions. • Advocacy for Policy Changes: Lobbying for policies at the state and federal level that address affordable housing shortages and mental health access can create a more supportive environment for vulnerable populations.

By implementing this comprehensive service approach, fostering collaboration, and advocating for systemic change, the City can make significant progress in addressing homelessness within its community. This multi-pronged strategy offers immediate relief, addresses underlying issues, creates pathways to stability, and aims to prevent homelessness before it starts. Ultimately, by working together, the City build a more supportive and inclusive community for all its residents.

While the services mentioned above provide crucial support for individuals experiencing homelessness, there's a growing need for a more comprehensive approach. This all points to establishing a navigation center. The Center offers a centralized location where individuals can access a range of essential services under one roof, streamlining the process of connecting them with the resources they need to transition into permanent housing and achieve long-term stability.

4. Physical Needs for a Low-Barrier Navigation Center
The design and functionality of a low-barrier navigation center should prioritize the well-being of its residents. This goes beyond simply providing shelter; the physical environment should foster a sense of dignity, promote self-sufficiency, and support the transition to permanent housing. Architectural elements that create a sense of community and belonging, such as communal areas with comfortable seating and tables, a community garden where residents can participate in horticultural therapy and learn valuable skills, and a designated children's play area for families experiencing homelessness should be incorporated where possible.

Private consultation rooms can provide a safe space for residents to meet with social workers, mental health professionals, or other service providers without fear of being overheard.

Additionally, incorporating a resource center with computers, printers, and internet access to empower residents in their job search, housing applications, and benefit applications should be considered. These elements can contribute to a more holistic and supportive environment that addresses the physical, emotional, and social needs of the residents. Similar to services listed above, the below needs are listed in order or priority need to the center.

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Essential Amenities:
• Sleeping Accommodations: A variety of sleeping arrangements is crucial to cater to diverse needs and preferences.
o Individual and family units offer privacy and security, particularly for residents who have experienced trauma or mental health challenges. Typically, these tiny villages consist of small, prefabricated homes, offering privacy and independence to residents.

While requiring careful site selection and infrastructure development, tiny homes can be cost-effective and foster a strong sense of community. Also, a tiny home village can typically present safety and substance abuse challenges that will require extra staff to conduct regular inspections.
o A multi-room motel conversion offers potential advantages, and careful consideration must be given to the specific facility and community context. The benefits of existing infrastructure and rapid deployment must be weighed against the potential challenges of renovations, zoning restrictions, and community resistance. Similar to a tiny home village, a multi-private room facility can present challenges and added costs for safety and substance abuse inspections and training.
o Dormitory-style rooms is typically the most cost-effective option, but they should be designed to maximize privacy and minimize disruption. Limiting the number of occupants per room and incorporating privacy dividers or curtains can create a more dignified living space. All sleeping areas should be well-lit, clean, adequately ventilated, and include climate control to ensure resident comfort. Installing individual lockers within each sleeping unit to provide secure storage for personal belongings will promote security and independence. While individual units offer privacy, they also create a potential risk for unsupervised substance use. Mitigating this risk requires a multi-pronged approach. Regular inspections by trained staff members are necessary to identify and address any potential safety hazards. Staff should be trained to recognize signs of drug use and intervene appropriately. Additionally, installing smoke detectors and carbon monoxide detectors in each sleeping unit is essential. Providing naloxone, a medication that can reverse opioid overdoses, and training staff on its administration can be lifesaving in the event of an overdose. Finally, fostering a supportive and therapeutic environment can help residents address underlying issues that may contribute to substance abuse.
• Hygiene Facilities: Clean and well-maintained restrooms and showers are essential for hygiene and dignity. Separate facilities for men, women, and gender-neutral options should be included. Accessibility for people with disabilities is a requirement, with disability-accessible stalls in all restrooms. Showers should be private stalls with individual changing areas to ensure privacy. Having a designated area for residents to shave or brush their teeth, separate from the toilet stalls, promotes a sense of normalcy and respect. An adequate supply of hygiene products should be readily available to all residents. Installing laundry baskets in sleeping units to encourage residents to keep their personal laundry organized is also encouraged.
• Laundry Services: On-site laundry facilities with washers and dryers empower residents to maintain clean clothes. Offering laundry detergent and fabric softener demonstrates a commitment to resident well-being. Installing high-efficiency washers and dryers to reduce water and energy consumption is recommended. Multiple washers and dryers are necessary to accommodate the needs of all residents, especially in larger facilities. Having a designated DRAFT
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drying area with drying racks or clotheslines provides an alternative to using dryers, especially for delicate items or for residents who prefer to air-dry their clothes. • Dining Facilities: A well-lit and comfortable dining area provides a space for residents to gather for meals. A Partnership with a local food service provider to deliver two pre-prepared meals a day to the center is recommended to maintain their benefit status. Residents can use their food benefits to supplement these meals with additional groceries or snacks purchased from local stores. This approach helps streamline operations, reduces the need for on-site kitchen facilities and staff, and allows residents to focus on other aspects of their recovery process, such as job training or mental health appointments.

Supportive Service Spaces:
• Case Management Offices: Private offices for case managers to meet with residents confidentially and develop personalized plans for permanent housing and long-term stability are crucial. Soundproof design ensures privacy during discussions. • Multi-Purpose Room: A flexible space for group meetings, workshops, educational programs, or recreational activities fosters a sense of community and provides opportunities for skill development and socialization. Whiteboards, projectors, and comfortable seating enhance functionality.
• Computer Lab: Access to computers and the internet allows residents to search for employment and housing opportunities, connect with essential services online, and potentially complete online education or training programs.
• Secure Entry System: A controlled access system with key fobs or swipe cards for residents maintains a safe environment.
• 24/7 Security Staff: Having well-trained security personnel present 24/7 ensures the safety and well-being of residents and staff. De-escalation techniques and crisis intervention training are essential for security staff.
• Site, Parking and Site Selection: For the navigation center to function effectively and provide a supportive environment for its residents, careful consideration should be given to its location. Ideally, the Center should be situated in a central and accessible area. This ensures residents have easy access to public transportation, retail, grocery stores, government services, and other essential services they need on a regular basis. o Being close to public transportation eliminates dependence on personal vehicles and allows residents to attend appointments, participate in job training programs, or run errands without relying on others for transportation.
o Easy access to grocery and retail stores empowers residents to prepare healthy meals, purchase goods, and maintain a sense of normalcy.
o Proximity to other essential services, such as banks, laundromats, and healthcare facilities, reduces logistical challenges and supports residents. o Location with reasonable proximity to government services is essential in providing the residents with access to all possible and eligible services. o In addition to accessibility, the surrounding area should foster a sense of community and safety.
o A welcoming environment with amenities like parks or green spaces can improve residents' mental and emotional well-being.

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o Conversely, locating the Center in an area with high crime rates or heavy industrial zoning can create a sense of fear or isolation, hindering progress. Finding a balance between accessibility and a safe, supportive environment is crucial. • Accommodating the needs of the homeless population is crucial. As a portion of the homeless population in the City utilizes recreational vehicles (RV), allocating a designated number of parking spaces with wider stalls, potentially 12 feet wide to accommodate larger vehicles, and electrical hookups is important. It is recommended that the Center accommodates parking spaces for at least 2 RVs and 25 automobiles. • Secure bicycle parking should also be incorporated to encourage sustainable transportation options.

Additional Considerations:
• Accessibility: The entire facility, including communal areas and amenities, should be accessible for people with disabilities. This includes ramps, wider doorways, accessible restrooms, and elevators if the building has multiple floors that provides accessible route from public right-of-way or accessible parking spaces to the building entrance and to all functional interior spaces accessible to the residents.
• Sustainability: Energy-efficient appliances and building materials reduce operating costs and create a more environmentally friendly facility. Consider solar panels, low-flow faucets and toilets, and LED lighting.
• Trauma-Informed Design: Incorporate design elements that promote feelings of safety and security, such as natural light, calming colors, comfortable seating areas, and access to outdoor green space. Creating a welcoming and supportive environment can help residents feel at ease and begin the healing process.
• Programming Space: Dedicate space for educational programs, job training workshops, or mental health and addiction recovery support groups. This can empower residents to develop the skills and resources needed to achieve long-term stability.

By prioritizing these physical needs and incorporating thoughtful design elements, the Center can create a supportive environment that promotes healing, skill development, and a successful transition to permanent housing.

B. Engaging the Public and Stakeholders

1. Outreach Approach Overview:

Outreach and community engagement is a crucial component of exploring the feasibility of developing a low-barrier navigation center (LBNC) (Center) in the City. KMP Strategies, a subconsultant to Vanir, providing strategic outreach services for this project, led a multifaceted effort to engage with those most affected by the issue of homelessness within the community.

The communication strategy executed during this exploration phase utilized channels that stakeholders are already comfortable with, making information sharing and gathering both respectful and efficient.

The approach included the following measures, which are detailed in the following pages.

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• Development of Website Content and Collateral Materials: The project team created a webpage on the City of Lakeport’s website (https://www.cityoflakeport.com/unhoused.php), and developed a fact sheet summarizing LBNCs in general, and the City’s objectives in conducting a feasibility study for the potential development of the Center within the City.

Messaging included key information about how such Centers help address homelessness in communities, what types of resources are typically included, and how they can help invigorate the local economy, curb crime, and enhance quality of life – all in an effort to dispel myths and fears that sometimes surround low-barrier navigation centers. • Stakeholder Outreach and Engagement: A feasibility study working group was established as part of this process and included a cross-section of local government, health services, public safety and community resource representatives. Members of the working group included:
• Michael Froio, City of Lakeport Mayor
• Michael Green, Lake County Supervisor and LCCoC representative • Elise Jones, Lake County Behavioral Health Director
• Lisa Morrow, Lake Family Resource Center Executive Director • Sage Wolf, Redwood Community Services Integrated Health Director • Ernesto Padilla, Lake County Tribal Health Consortium CEO • Sandra Campos, Lakeport business community representative • Kevin Ingram, City of Lakeport City Manager
• Brad Rasmussen, Retired City of Lakeport Police Chief • Joey Hejnowicz, City of Lakeport Community Development Director • Ron Ladd, City of Lakeport Public Works Director
Additionally, the project team identified key contacts representing city and county homeless outreach and advocacy groups, mental and behavioral health service providers, tribal leaders and resource centers, business community representatives, churches and other nongovernmental organizations that provide service or outreach to those experiencing homelessness. Throughout the exploration process, these key contacts were included in project communication and outreach, including involvement in the community open house held on May 1.
• Community Open House, Pathways to Stability: Homelessness and Mental Health Resources Fair: On May 1, 2024, the project team participated in a community open house that served as the third in a series of town halls held in recent months (or years?) to address homelessness and mental illness issues in the community. Held at Xabatin Park in the city of Lakeport, the event highlighted the collaboration among a variety of agencies and highlighted the resources available focused on homelessness and mental health. Multiple organizations participated in the open house, including non-profit organizations such as Redwood Community Services and Lake Family Resources Center, local hospitals and behavioral health service representatives, the local police department, allowing attendees to engage with different resource and service providers in the community.

Participating organizations and vendors set up their own stations, including a station specific to the Low Barrier Navigation Center (LBNC), and that attendees visited to learn more about DRAFT
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local programs and services. The LBNC project station featured a project fact sheet and display boards providing information about LBNCs, and a feedback mechanism for attendees to share their thoughts and opinions.
• Open House Materials and Photos: The two informational display boards below were created for the open house, intended to share background about LBNCs and provide a timeline for the City’s feasibility study.

Display Board 1 and 2:
• What is a Low-Barrier Navigation Center (LBNC)?
• LBNC Study Timeline
Display Board 3:

What Should a LBNC Look Like in Lakeport?
In addition to the informational boards created for the open house, two boards intended to solicit feedback were created. For this board, attendees were invited to write their thoughts related to this subject on a post-it note and adhere it to the board for the team’s review.

Comments provided verbatim included:

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• Currently experiencing homelessness
• Living in car, so doesn’t qualify
for the current shelter in
Lakeport.
• Would like resources like meals,
job help, health care, place to
fix car.
• Building doesn’t need to be in
the middle of town, it should be
easy to get to because not
everyone drives.
• Would like to stay in car in a
safe place so someone without
a car can use a bed.
• Dog walking stations
• Mail Service
• Phone messaging service
• Near social services & medical
services
• Close to public transport
• Need resources to teach people
skills to get back out there. Not
an office, but a building where
people can learn.
• If it’s a good-looking structure,
I’m good with it.
• I want to find a property to put
houses for homeless, a
community center with
resources a store so they can
purchase healthy foods to prepare. A private place to sleep and live, community gardens, jobs for them to work in their community and NOT have the stigma of mental issues or addiction. Friends who are like associate with. Sometimes a huge building with many people does not work well for some. They want more privacy than not. So many more ideas if there were more money. I would be willing to be a part of a project. I have a homeless nonverbal SZ son who lives in his car in Lucerne. I bring food and try to be his friend.

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Display Board 4:

What Infrastructure Should be near an
LBNC?
Attendees were also invited to share feedback
about what resources or infrastructure should
be located near an LBNC. The following tally
indicates the number of times each option was
selected:
• Public Transit – 16
• Social Services – 14
• Sidewalks – 8
• Police – 5
• Public Parking – 5
• Retail Stores - 5
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2. Community Feedback – Online Survey
The project team developed a community-based survey to gain insight into residents’ understanding of LBNCs, how they operate, and whether they support the idea of one being established in Lakeport. Findings from the survey have been summarized, and key opportunities and challenges that exist in creating such a center in the city have been identified.

The survey was distributed via e-mail, shared via multiple social media channels, and placed on the project webpage.

The Lakeport Low-Barrier Navigation Center Feasibility Study Survey gathered 235 responses to assess community views on homelessness and the perception of a navigation center. Below is a detailed summary of the findings:

Concern About Homelessness:
• Average Concern: On a scale of 0 to 10, the average concern level was 7.8, indicating significant worry about homelessness in Lakeport.
• Distribution: 60.7% of respondents rated their concern at 8 or higher, with 36.3% rating it a 10.

Understanding of Low-Barrier Navigation Centers:
• Before Reading: Average understanding was rated at 4.0 out of 10, indicating limited initial knowledge.
• After Reading: Understanding increased significantly to 7.9 after respondents were provided with information about how a center operates and its purpose.

Support for Establishing a Navigation Center:
• Overall Support: 76.6% of respondents supported establishing a Low-Barrier Navigation Center, while 23.4% opposed it.
• Opposition Reasons: Key concerns among the 23.4% who opposed included:
o Community Impact: 73.2% were worried about negative impacts on the community.
o Safety Concerns: 71.4% cited safety as a major issue. o Property Values: 57.1% feared declining property values. o Alternative Solutions: 55.4% believed other solutions might be more effective.

Perceived Benefits of the Center:
• Access to Services: 69.6% saw better access to services for the homeless as a key benefit.
• Community Health: 62.1% believed it could improve overall community health. • Public Safety and Reduced Homelessness: Both were seen as benefits by 60.8% of respondents.

Factors for Center Location:
• Key Considerations: The most important factors for choosing a location were:
o Proximity to Transportation: Rated highly by 23.5% of respondents. o Limited Proximity to Schools/Neighborhoods: 34.3% considered this highly important.

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o Compatibility with Surrounding Land Uses: 28.2% emphasized this.

Good Neighbor Policy Elements:
• Cleanliness and Maintenance: 90.5% believed these standards were crucial. • Security Measures: 83.5% highlighted the need for robust security. • Communication Channels: 72.3% stressed the importance of open communication for concerns and feedback and supported establishing a neighborhood advisory committee.

Alternative Solutions to Homelessness:
• Mental Health Services: 81.3% supported enhanced mental health services. • Substance Abuse Treatment: 78.7% advocated for expanded treatment programs. • Affordable Housing: 52.6% saw increased affordable housing as a necessary solution. • Job Training Programs: Supported by 46.5% of respondents.

Additional Comments:
• Respondents offered a range of suggestions, from improving infrastructure and enforcing existing laws to focusing on rehabilitation and job training. Some expressed concerns about attracting more homelessness to Lakeport and the potential increase in crime and drug use.

This comprehensive summary highlights the community’s general strong support for a LBNC, but some mixed feelings about where it would be located, and significant concerns regarding safety, property values, and the long-term effectiveness of such an initiative in Lakeport.

3. Small Group Stakeholder Meetings
In coordination with City staff, we developed a list of key stakeholders, and the project team facilitated targeted engagement through small group and one-on-one outreach meetings. Our approach included five small group/one-on-one discussions designed to foster meaningful dialogue and gather valuable insights into perceptions of a LBNC, current services available to people experiencing homelessness in Lakeport, and suggested services that a LBNC could provide to better centralize services. The project team developed tailored agendas and summaries for each meeting. These discussions were aimed at understanding the perspectives of local organizations and stakeholders who provide supportive services and conduct business in the City of Lakeport.

Meetings included Lake County Behavioral Health Services, Redwood Community Services, representatives from Lakeport’s business community including the Main Street Association, and other social service providers. Following each meeting, we provided detailed summaries to ensure that the feedback and concerns of stakeholders were accurately captured and considered in the ongoing project planning. Below is a summary of each meeting.

Lake County Behavioral Health Services:
• Attendees: Scott Abbott and Megan Morgan
• Date: June 13, 2024
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• Summary: Lake County Behavioral Health Services provides a comprehensive range of mental health and substance use disorder services to residents of Lake County, California. The department is dedicated to promoting wellness, recovery, and resilience by offering prevention, intervention, treatment, and rehabilitation services. Their programs cater to individuals of all ages, focusing on reducing the stigma associated with mental illness and addiction while improving overall community well-being. Through partnerships with local organizations and other county departments, Lake County Behavioral Health strives to ensure that all residents have access to the care they need, regardless of their financial situation, with a commitment to creating a supportive environment that fosters recovery and empowers individuals to lead fulfilling lives.

Lake County BHS provides a range of services tailored to support the homeless population, focusing on both immediate needs and long-term stability. They offer outreach programs that connect homeless individuals with critical resources such as mental health counseling, substance use treatment, and case management services.

Through these programs, they work to address the underlying issues that contribute to homelessness, such as untreated mental illness or addiction. Additionally, Lake County BHS collaborates with local shelters, housing programs, and community organizations to help individuals secure stable housing. They also provide ongoing support to ensure that once housed, individuals can maintain their stability through continued access to mental health services, employment assistance, and life skills training. The department’s comprehensive approach aims to break the cycle of homelessness by addressing both the immediate and root causes of housing insecurity.

Lake County BHS would play a key role coordinating efforts for a LBNC in Lakeport. As the lead agency for the Continuum of Care (CoC) in Lake County, Lake County BHS coordinates the county’s efforts to address homelessness by managing and overseeing the development of comprehensive strategies to combat homelessness. This includes facilitating collaborations between various service providers, securing funding through federal and state grants, and implementing programs that provide housing, case management, and supportive services. By serving as the CoC, Lake County BHS plays a central role in ensuring that resources are effectively allocated to meet the needs of the homeless population, promoting a coordinated approach to ending homelessness in the region.

Nation’s Finest:
• Attendees: Bevin Owns and Catherine Aguirre
• Date: July 11, 2024
• Summary: Nation’s Finest provides Lake County with vital resources and is dedicated to providing comprehensive services to veterans experiencing housing instability and homelessness. Those services include, housing assistance, case management, and supportive services. As part of a larger network that operates across several states, the Lake County branch focuses on addressing the unique needs of veterans in the region, offering programs that support mental health, employment, and housing stability. The organization works closely with local agencies and community partners to ensure that DRAFT
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veterans have access to the resources they need to transition successfully into civilian life. Nation’s Finest is committed to honoring the service of veterans by empowering them with the tools and support necessary to lead healthy, stable, and productive lives.

Nation’s Finest is funded through a combination of federal, state, and local government grants, private donations, and partnerships with various organizations. A significant portion of their funding comes from government sources, such as the U.S. Department of Veterans Affairs (VA) and the Department of Housing and Urban Development (HUD), which support programs specifically designed to assist veterans with housing, mental health services, and employment. Additionally, Nation’s Finest receives funding through private foundations, corporate sponsorships, and individual contributions, which help to supplement their government funding and expand their services.

Redwood Community Services:
• Attendee: Sage Wolf
• Date: May 29, 2024
• Summary: Redwood Community Services (RCS) is a key provider of social services in Lake County and surrounding communities, offering a wide range of support aimed at improving the lives of individuals and families. Their services encompass mental health care, foster care, housing assistance, and youth development programs. RCS operates with a mission to empower and support vulnerable populations, including children, adolescents, and adults, by providing trauma-informed care, counseling, and crisis intervention. They are particularly known for their work in transitional housing, helping individuals and families move from homelessness to stable living situations. Additionally, RCS collaborates with local agencies and community partners to ensure a comprehensive approach to care, focusing on building resilience and fostering long-term well-being within the community.

Redwood Community Services (RCS) provides shelter services in Lake County. They operate emergency shelters and transitional housing programs designed to support individuals and families experiencing homelessness. These shelters offer a safe place to stay while residents receive assistance in finding permanent housing, along with access to supportive services such as case management, mental health counseling, and life skills training. RCS is committed to helping those in crisis stabilize their lives and transition to more permanent, stable living situations. Their shelter services are an integral part of the broader network of resources available to the homeless population in Lake County.

If Lakeport were to pursue a LBNC, Redwood Community Services (RCS) could support the efforts by leveraging its extensive experience in providing housing, shelter, and supportive services to vulnerable populations. As an organization embedded in the local community and a member of the Lake County Continuum of Care (CoC), RCS could contribute to several key areas:

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o RCS could manage the day-to-day operations of the Low Barrier Navigation Center, utilizing its existing infrastructure and expertise in running emergency shelters and transitional housing. Their experience ensures that the center would be run efficiently and effectively, meeting the needs of those it serves. o RCS could provide a range of supportive services within the center, including case management, mental health counseling, substance use treatment, and life skills training. These services are crucial in addressing the root causes of homelessness and helping individuals transition to stable housing. o RCS could leverage its strong community connections to engage with other local service providers, stakeholders, and the broader community to build support for the center. This could include organizing community meetings, advocating for funding, and coordinating with other agencies to ensure a comprehensive approach to addressing homelessness.
o Given its commitment to trauma-informed care and supporting vulnerable populations, RCS would be well-suited to implement the low-barrier philosophy, which reduces entry requirements and makes the center accessible to a broader range of individuals, including those with mental health issues, substance use disorders, or pets.
o As part of its role within the CoC, RCS could assist in data collection and reporting, ensuring that the outcomes of the Low Barrier Navigation Center are documented and shared with relevant stakeholders to secure ongoing funding and support.

Main Street Association / Lakeport Small Business Owners:
• Attendee: Sandra Campos
• Date: July 15, 2024
• Summary: Sandra Campos, a longtime business owner and resident on Main Street in Lakeport, serves on the BHS advisory board and was, until recently, a board member of the Main Street Association. Sandra shared that businesses suffered during the pandemic and that the city saw an influx of homeless individuals and people experiencing problems with mental health and substance abuse. She supports the idea of a Low Barrier Navigation Center (LBNC) and believes it would be best located in a central area of Lakeport, close to transit and other services. She emphasized that a key component should include consideration for everyone experiencing homelessness, including those living in their cars. Sandra acknowledged that an LBNC is not without risk but believes that challenges and perceptions could be addressed by the city formally establishing a community advisory committee for the center. This committee, composed of operators, city staff, and members of the surrounding community, would ensure that the center operates as a good neighbor and provides a formal setting to address any concerns or questions.

California Policy Center for Intellectual and Developmental Disabilities • Attendees: David Mason and Teresa Anderson
• Date: July 17, 2024
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• Summary: The California Policy Center for Intellectual and Developmental Disabilities (CPCIDD) focuses on advocating for and supporting individuals with intellectual and developmental disabilities across the state. In Lake County, CPCIDD has been working to establish a role in homeless services specializing in addressing the unique needs of those within this population who are experiencing homelessness or are at risk. CPCIDD’s primary mission is advocacy and policy development, they collaborate with local agencies, including the Lake County Continuum of Care, to ensure that individuals with intellectual and developmental disabilities have access to appropriate housing and support services. This includes working with service providers to integrate specialized care and resources into existing homeless services, helping to bridge the gap between disability support and homelessness prevention. Their involvement ensures that this vulnerable population receives the targeted assistance they need to achieve stability and improve their quality of life.

Lake Family Resource Center:
• Attendees: Alicia Adams, Lisa Morrow
• Date: July 23, 2024, August 1, 2024
• Summary: Lake Family Resource Center (LFRC) is a vital organization in Lake County that offers a broad range of services to support individuals and families, including those experiencing homelessness. LFRC provides emergency shelter, transitional housing, and supportive services aimed at helping homeless individuals and families stabilize their lives and transition to permanent housing. Their programs include case management, counseling, and assistance with accessing public benefits, employment resources, and healthcare services.

LFRC also focuses on addressing domestic violence, which is a significant factor in homelessness, by offering safe housing and comprehensive support for survivors.

Through these efforts, LFRC plays a crucial role in Lake County’s strategy to combat homelessness, providing both immediate relief and long-term solutions to help vulnerable populations achieve stability and self-sufficiency. LFRC is a service provider and offers comprehensive wraparound services in Lake County. They are dedicated to addressing the holistic needs of individuals and families, particularly those who are vulnerable or at risk, including those experiencing homelessness. LFRC’s wraparound services include a combination of case management, mental health counseling, domestic violence support, parenting education, and assistance with navigating public benefits. These services are designed to support clients in multiple areas of their lives, ensuring that they receive the necessary resources and guidance to achieve long-term stability and well-being.

LFRC is funded through a diverse mix of sources, including federal, state, and local government grants, private donations, and partnerships with community organizations.

A significant portion of their funding comes from government programs aimed at supporting social services, domestic violence prevention, and homelessness assistance.

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and case management. Additionally, LFRC receives funding from private foundations, corporate sponsors, and individual donors, which allows them to expand their programs and respond to the specific needs of the Lake County community.

Additionally, the LFRC operates a 34-bed emergency shelter location which can echo similarities to the proposed Lakeport Navigation Centers Operations. The LFRC operates with $3.5M annual budget and operating cost. The organization also operates on a $750K staff and operating budget. An annual risk analysis shows most threats to the LFRC shelter are regarding government funding in the case of a government shutdown or end to grant programs. The LFRC, along with many other similar non-profit organizations operates on a line of credit to fund an initial cash flow then relies on reimbursements from funding programs to fund the loan payments.

C. Identifying Potential Sites and Development Strategies

1. Property search criteria
Before the navigation center can be developed, a thorough evaluation of potential sites is crucial. This evaluation must consider several factors that will determine the feasibility and overall success of the project. These factors encompass legal restrictions, physical characteristics of the location, its impact on the surrounding community, and the availability of necessary infrastructure and resources.

The criteria items listed below were used to evaluate a selection of properties available. These criteria items should also be used in conjunction with the Physical Needs for a Low-Barrier Navigation Center section previously discussed to evaluate any future properties. • Site size: The site should be large enough to accommodate the necessary buildings, parking, and outdoor spaces.
• Existence and size of re-usable structure: The presence of existing structures that can be repurposed can potentially reduce construction costs. • Year Built: Newer buildings often have lower maintenance costs, are more energyefficient, and may already meet accessibility standards. However, older buildings can be suitable with necessary renovations. Additionally, to help mitigate costs for HazMat abatement, buildings built after 1980 will not have asbestos and/or lead abatement issues.
• Development Potential: The site should have potential for future expansion if the need arises.
• Compatible Zoning: The site should be zoned for commercial or mixed-use development to accommodate the Navigation Center's functions.
• Adjacent property Zoning: While proximity to residential areas is not necessarily a negative factor, it's important to consider potential noise and traffic impacts. • Zone Ordinance Restrictions: There should be no zoning restrictions that would hinder the development or operation of the Center.
• General PlanDesignation & Permitted Use: This ensures that the project is consistent with the overall land use goals and objectives of the community. The specific zoning designation should allow for the construction and operation of a navigation center.

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• Proximity to Flood ZoneAreas: It would not be recommended to select a site within a flood zone area.
• Physical Characteristics / Terrain: The cost of preparing the site for development (e.g., grading, landscaping) should be reasonable.
• Existing City / CountyAssets: Assets that are currently owned or leased by the City should take priority as the transition into the property will be simplified and costs may be lowered.
• Cost to acquire for on-the-market sites/property: Typically, the costs associated with acquiring an on-the-market property will be a function of asking price, market value, negotiation potential, funding availability, long-term costs, and opportunity cost. More specifically, the City of Lakeport should expect to incur the following costs as a buyer, and should budget for them in advance:
o Legal Fees for counsel representing the City in all negotiations of contract documents, and
o Inspection fees, for physical inspection of the land and improvements if any, an environmental phase I report to assure the City that there are no environmental hazards or risks associated with the property, title review, zoning review, flood hazard zone report, the Buyer’s share of escrow costs. Other costs may include loan fees to a lender if there is one involved, insurance for the newly acquired asset, and any costs related to securing the property once the City closes on the asset and begins its ownership period.
• Proximity to PublicTransit: The site should be within walking distance of public transportation stops to ensure easy access for residents and staff. • Proximity to Social ServiceCenters: The site should be within a walking or reasonable distance from social services centers to be able to get access to available social services. • Sensitivity to areaNeighborhoods (commercial/residential): Engaging the community in the site selection process can help identify potential concerns and build support for the project.
• Available Utility andServices: The site should have access to essential utilities, such as water, sewer, and electricity.
• On site ParkingAvailability: With specified amounts of parking needs already identified in Part IV, Section A, identifying a location that can accommodate at least 25 automobiles and 2 oversize vehicles.
• Site Accessibility: Adequate sidewalks and curb cuts are essential for accessibility, particularly for individuals with disabilities.

The City of Lakeport has identified three City-owned properties in the City for consideration for the Center. Vanir team has identified three additional privately-owned properties within the City limit and one within the Lake County limits which were for sale that were considered for review. One site was dismissed as it was too small to be useful. Therefore, total of seven potential properties were evaluated and are presented for consideration herein for the Center.

See Appendix 2 - Potential Site Scoring Matrix
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2. Properties Evaluated
The following notes, photos, profile, and selection criteria were used for evaluating suitability for the Center:

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1. 2150 S. Main St.

See Appendix 4: 2150 S. Main St. Property Summary Report APN, Lot Size - 005-050-01; 1.82 Acres
City Owned? - No
Points Scored - 4.66
Pros: - Property size is 1.58 acres.
- Utilities are available.
- Site has enough room for required parking.
- Little disruption to neighboring properties.
- Public Transit stop is less than 100 feet away and is accessible. - Existing 14, 250 SF existing building.
- Site and Building are accessible for the street.
- Large parking area exceeds parking requirements.

Cons: - Cost $1,350,000.
- Proximity to nearby residential development
Other Notes: This property has many favorable attributes such as accessible path of travel, existing parking lot and existing building that can be easily converted into a Navigation Center. Overall, a good location, although a bit larger of a site and building for what the city needs. Perhaps, it could be considered for multi-use by City/County in addition to Navigation Center. See Appendix: 2150 S. Main St.

Property Summary Report.

Photo Profile:

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2. 901 Larrecou Ln.

APN, Lot Size - 025-472-06; 4.68 Acres
City Owned? - Yes (By Fire District)
Points Scored - 4.19
Pros: - Already owned by the City of Lakeport Fire District. - Property size is 4.68 acres, an undeveloped site.
- Utilities are available.
- Site has enough room for required parking.
- Little or no impact on neighboring properties.
- Two Public transit stops - One at South end of property, and one to the East, in proximity to senior center.

Cons: - Property has no existing structures.
- Site has considerable slope and may not be accessible from the front sidewalk. - Property has no curbs, gutters, or sidewalks.
- No existing utility. New utility connections are required.

Other Notes: This property’s isolated area means little or no disruption to neighboring properties. However, this is offset by the lack of accessible Path of Travel to Public Transit stop that will need to be resolved during site development. Overall, this site is a good potential site. It is an undeveloped parcel open for development and possibility, but cost of developing an undeveloped site may be high. This is the City's preferred site.

Photo Profile:

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3. 922 S. Forbes St.

APN, Lot Size - 025-621-19; 0.46 Acres
City Owned? - No
Points Scored - 4.00
Pros: - Property size is 0.46 acre.
- Has existing 9,000 sf structure, which may be re-useable. - Utilities are available.
- Site has enough room for required parking.
- Overall, a very suitable location and facility, barring any heavy objection from the neighboring residents.
- Relatively flat existing building.

Cons: - Cost $743,361.
- Parking area is via lease with Ewing & Associates.
- Requires negotiation with County DSS and relocation of DSS staff and operations.
- Public transit is 600 feet away on Main St., with no sidewalk on either side of Lakeport Blvd.
- Site is adjacent to residential properties on two sides.

Other Notes: This property has many good qualities, such as 9,000 square feet of structure that can be adapted as a Navigation Center. The lot is relatively small and relies upon a leased parking lot which is adequate for required parking requirements. A challenge here is the fact that the Path of Travel to Public Transit is by way streets with no curbs, gutters, or sidewalks, and its proximity to residential communities.

Additionally, the facility is currently home to Lake County Department of Social Services and there would need to be a plan developed to relocate the staff and operations.

Photo Profile:

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4. 910 Bevins St.

APN, Lot Size - 025-472-03; 1.68 Acres
City Owned? - Yes.

Points Scored - 3.97
Pros: - Already owned by the City.
- Property size is 1.68 acres.
- Has existing 5,000 sf metal building structure, which may be re-useable. - Property is across the street from public transit stop and social service (WIC) - Utilities are available.
- Site has enough room for required parking.
- Commercially zoned.

Cons: - Site has considerable slope and is not accessible from the public right-of-way (sidewalk). Site will require considerable amount of regrading work.

Other Notes: - Overall good site, but slopes beyond 5% within the site will require regrading/paving, possibly retaining walls. Added cost to demolish the existing building and rework the site may be prohibitive.

Photo Profile:

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5. 916 N. Forbes St.

APN, Lot Size - 026-274-07; 0.24 Acres
City Owned? - Yes.

Points Scored - 3.19
Pros: - Already owned by the City.
- Has existing 2,400 sf structure.
- Property is near public transit stop.
- Utilities are available.
- Site is near level and accessible.

Cons: - Property size is 0.24 acres
- Residential neighborhood.
- Existing structure is too small for required scope.
- Site does not have enough space for required parking.

Other Notes: - Overall, the site and building are too small.

Photo Profile:

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6. 1329 Todd Rd. Ext
APN, Lot Size - 005-042-16; 1.58 Acres
City Owned? - No
Points Scored - 3.19
Pros: - Property size is 1.58 acres.
- Utilities are available.
- Site has enough room for required parking.
- Little disruption to neighboring properties.

Cons: - Cost $641,000.
- Buildable area is not accessible from the street.
- Property has three existing non accessible residential building. - Public transit is 500 feet away on Parallel Dr., with no sidewalk on either side of Todd Rd. Ext.
- Todd Rd. Ext. is too steep for wheelchair accessibility.

Other Notes: Demolition of three non-accessible residential buildings will add cost for developing this property. Overall, not the most favorable site. Will require complete development of site with regrading, paving and utility connections.

Other accessibility issues limit this property for consideration as a Navigation Center. This property is also being considered for development by another nonprofit organization, Redwood Community along with 1319 Todd Road Ext.

Photo Profile:

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7. 52 Soda Bay Rd.

APN, Lot Size - 008-001-28, 008-001-29, 008-001-30, and 008-001-31; 25.73 Acres City Owned? - No
Points Scored - 3.06
Pros: - Property size is 25.73 acres.
- Little disruption to neighboring properties.
- Existing 23,779 SF existing movie theater building.
- Site and Building are accessible from the street.
- Large parking area exceeds parking requirements.

Cons: - Cost $1,750,000.
- Nearest Public Transit stop is approximately 600 feet away with no curbs, gutters, or sidewalks.
- Theatre would be costly to renovate into a Navigation Center. - Rows of semicircular mounds in drive in area.
- Site is currently on private water well
- Current operational lease for theatre
Other Notes: This property is quite large with a large building. The existing theater building requires work to the floors (which are sloped) to become useable space.

Additionally, the perimeter walls of the theater may be concrete masonry unit (CMU) construction which may be expensive to demolish or modify. This could be an acceptable option if the Public Transit provider were to add a stop in front of the property. Cost of property acquisition should be considered and may be an issue. City might consider this for multi-use with County for other uses as well. It is possible that the existing theater seats be removed and sold to offset costs or reused elsewhere by the city. The theatre is also currently operating under a lease and would require transfer to the city, or the lease will need to be bought out from operator. While the vacant land adjacent to the theatre can be developed for the Center, this will be costly.

Photo Profile:

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3. Property Selection Recommendations
Priority Recommendation: In conclusion, the comprehensive analysis presented in the appendices, coupled with the scoring system employed, points towards 2150 S. Main Street as the optimal location for the City of Lakeport's 30-bed Low-Barrier Navigation Center. With a clear lead in scoring (4.66), this site offers significant advantages that contribute to the project's success. Furthermore, considering the overall cost-effectiveness of the project, renovating an existing facility like 2150 S. Main Street presents several benefits compared to building a new facility on a new site. See appendix 6
Renovating an existing facility is generally less expensive than new construction, particularly if the existing structure is sound. Existing foundations, utilities, and some building elements can be reused, minimizing upfront costs. Renovation projects often have shorter timelines compared to new construction. Obtaining permits and completing construction can be accomplished quicker, allowing the navigation center to become operational sooner and begin serving the community. Additionally, renovation reduces the environmental impact associated with new construction. Less waste is generated, and existing materials are reused, minimizing the project's ecological footprint. Based on previous project experience in a similar facility type a new building construction could cost approximately $850 to $935 per square foot compared to a renovation which we estimate to cost $310 per square foot. Additionally, because the existing building was built in 1988, the likelihood of asbestos and lead abatement is reduced.

By the year 1980, Lead and Asbestos materials have been nationally banned for construction use in America.

Beyond the site's specific benefits, an advantage of 2150 S. Main Street lies in its proximity to public transportation. Easy access to public transportation would empower users to access essential services, job opportunities, and appointments independently, fostering a sense of self-reliance. This not only benefits users but also reduces the strain on city resources for transportation assistance.

Moreover, the potential extra space within a larger existing building at 2150 S. Main Street presents a unique opportunity to co-locate valuable services under one roof. Partnering with healthcare providers, job training programs, social services or mental health service providers could create a holistic support system for residents within the Center. This integrated approach can streamline access to critical resources and potentially accelerate residents' path towards permanent housing and stability. This integrated development strategy was discussed with some service providers and organizations which was well received. Further discussions will need to take place to discuss specifics and details as the development for the Center moves forward.

By prioritizing the renovation of 2150 S. Main Street, the City can not only leverage the site's specific advantages and the cost-effectiveness of renovation, but also benefit from the environmental consciousness and broader community integration opportunities this approach offers. This ensures the navigation center's positive impact on the community extends beyond its core function, contributing to a more sustainable and supportive future for the City of Lakeport. Refer to Financial Analysis section and Appendix 7 for details on the cost of developing this site.

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2nd Recommendation: 901 Larrecou Ln. is a 4.68-acre undeveloped city-owned (by Fire District) property offering ample space and minimal disruption to neighbors. Despite requiring infrastructure development and potential accessibility challenges, it presents a promising opportunity for the Lakeport Navigation Center. A major difference between 901 Larrecou Ln and the priority recommendation is that 901 Larrecou is an undeveloped site. This is a key factor to account for when choosing how to proceed because the costs can vary between a new-build and a renovation. Assuming the entire 4.68 Acre site will not be completely developed and only the necessary site work will be completed to construct a 6,160-sf facility, we can estimate a cost of $5,544,000. By addressing these factors, 901 Larrecou Ln. could become a suitable location for the Navigation Center, providing a well-planned and accessible space for the homeless population.

Property Summary: Please refer to appendix 4: Property Summary reports for continued detail information on the recommended property selections discussed above. The appendix shows the publicly available information for each of the two recommended subject properties. This information was pulled from the CoStar database which is a leading commercial real estate information source. This information would be the basis for determining the current market value for the subject property at the time of potential acquisition or lease.

These reports include the following sections:

1. Underwriting Report: Shows the details that describe the property with publicly available data

2. Market Summary: Shows the summary for the local area, as of the date of the report

3. Construction: this is a summary of any planned, pending, or in progress construction of new properties in the local neighborhood.

4. Sale Comps: this provides actual sale data for closed and pending sales of similar properties to the subject property that are located in the vicinity of the subject property.

If the City is taking action and making decisions to move forward with a Navigation Center project within 6 months to a year of this reports date, then all this information is relevant and accurate enough to rely on. However, if the City is contemplating taking those actions longer than a year after these reports were produced, then we recommend the city engage a real estate broker with access to Costar or a similar database to update these reports with more current data, as circumstances change over time, and it would best to have current information in hand to enable the City to negotiate the most favorable terms for the Navigation Center land and/or premises.

4. Recommended Space Program
To ensure the smooth operation and successful outcomes of the Center, a well-designed layout with appropriate room allocation is crucial. The chart below delves into the recommended room and space needs for the center, considering factors like resident capacity, program requirements, staff needs, and safety protocols. By carefully planning the allocation of space for various functions, the Center can foster a supportive and efficient environment that DRAFT
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empowers residents on their path towards permanent housing and self-sufficiency. Below is a table to represent the recommended building spaces as well as quantities and sizes.

Title / Space Quantity SF EA SF Total
Offices / Workstations
Supervisor 1 150 150
Meeting Rm 2 150 300
Director's Office 1 150 150
Open Office 1 700 700
Common Spaces
Lobby 1 175 175
Welcome Center 1 175 175
Community Center 1 200 200
Dorm Room for 30 Beds 1 2000 2000
Dining Room 1 250 250
Laundry Room 1 100 100
Women's Restroom 1 250 250
Women's Showers (3) 1 100 100
Men's Showers (4) 1 150 150
Men’s Restroom 1 250 250
Support Spaces
Fire Control Rm 1 50 50
Janitor Closet 1 75 75
Kitchenette 1 175 175
Staff Restroom 2 175 350
TOTAL 5600
Circulation Factor 10% 560
Sub-Total 6160
GRAND TOTAL 6,160
D. Financial Analysis

1. Cost analysis
The City's proposed Center presents an opportunity to support the unhoused population and foster a more vibrant community. However, translating this vision into reality requires careful financial planning. This cost analysis delves into the anticipated expenses associated with the center's development and ongoing operation, serving as a roadmap for securing the necessary resources and ensuring the project's long-term financial sustainability. By dissecting costs from design fees to ongoing staffing, the analysis provides a roadmap for budgeting and fundraising. A forward-looking approach considers future renovations, ensuring the center remains functional. The analysis also emphasizes the importance of diversified funding and continuous cost monitoring to optimize financial resources without compromising service quality.

Design and soft costs lay the foundation for the Center and can account for 5-10% of total project cost. Architectural and engineering services (50-70% of soft costs) ensure a functional space that meets building codes and includes essential systems. Optional interior design (20- 30% of soft costs) creates a welcoming environment. Permits (5-10% of soft costs) and project management (5-10% of soft costs) are crucial for a smooth renovation. Accessibility DRAFT
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consulting, security consulting, and technology planning can also be factored in to optimize the space for both residents and staff.

A grant manager is essential for securing funding for the Center. Their key responsibilities include researching and identifying funding opportunities, developing compelling grant proposals, managing grant awards, building relationships with funders, and collecting data for reporting. By effectively fulfilling these roles, a grant manager can significantly increase the chances of securing necessary funding for the project. A salary range of $80,000 to $100,000 per year can be expected for such a position.

Construction and associated permits and inspections (50-70% of the total project cost) encompass the bulk of the renovation expenses for the Center. Here's a breakdown of this category:
• Demolition & Abatement: This might involve removing walls, fixtures, or hazardous materials (e.g., asbestos) that don't comply with the new design or safety regulations. Due to the existing building structure and prior uses as a warehouse and office space, it can be assumed the interior renovations will be limited. An additional advantage is that the facility at 2150 S. Main St. functioned as an emergency shelter during the Covid pandemic.

This past use suggests the building may already possess some features or layouts that can be adapted more readily to suit the needs of a navigation center, potentially reducing renovation costs.
• Construction Labor & Materials: This is the heart of the construction phase, accounting for a significant portion of the budget. It includes hiring skilled workers and purchasing all the necessary building materials.
• Subcontractor Costs: Certain specialized tasks will be contracted to subcontractors, such as electrical work, plumbing installations, HVAC system upgrades, and potentially security system installations.
• Construction Waste Disposal: Managing and disposing of construction debris generated during the renovation process is an essential cost factor. • Building Code Inspections: Obtaining permits and scheduling regular inspections throughout the construction phase are crucial to ensure the renovation adheres to all applicable building codes and safety standards. City officials typically conduct these inspections.

The initial construction of the Center at 2150 S. Main St. is expected to cost approximately $4,422,972 including the contractor’s overhead and profit, bond, and construction/design contingencies. However, construction costs can escalate every year. To account for this, let us consider a potential 25.35% increase by 2029. In this scenario, the base construction cost would inflate to approximately $5,544,195 in five years. The actual escalation rate and project timeline may differ. Factoring in potential escalation costs allows for more realistic budget planning, ensuring sufficient funding is available to complete the renovation project regardless of construction timelines. Please see appendix 7 for detailed cost estimate.

Further, to consider costs to fully develop the Navigation Center we will also add soft costs that includes acquisition of the property at $1.3M, design and inspection costs at approximately 30% of the construction cost, a project contingency cost of approximately 20% of the DRAFT
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construction cost, and an estimated annual salary for a grant manager for approximately $100,000. Including these costs to the 2024 construction cost results in a total Project cost of $8,084,458. This total Project cost would be higher each year after 2024 based on the escalated construction costs as outlined in the cost estimate in Appendix 7.

Purchase or lease the facility: The decision to purchase or lease the facility is dependent on the funding available and the City’s short- and long-term goals for the facility. The typical model is the city or county purchases and renovates the property then leases it to a non-profit operator for $1 per year.

The alternative is the City to lease the existing facility “as is” then sublease to the non-profit operator. The non-profit operator is then responsible for the renovation and operation of the facility.

The key decision points are the funding sources available to the City, County or the non-profit tasked with operating the facility. The decision is really a joint decision and must weigh the project budget and risk tolerance of each stakeholder or partner before deciding between purchasing or leasing. Another alternative the City could consider if funds are not immediately available to purchase, but anticipated to be available at a later date, would be to lease the property with an option to purchase. This would allow the City to move forward with more limited funding in the beginning term of the lease and potentially purchase the building when the additional funding becomes available.

Operational cost: Beyond the initial renovation, the Center’s success hinges on its ongoing operational costs. The essential expenses required to keep the center running smoothly, ensuring a safe and supportive environment for residents while effectively guiding them towards permanent housing are crucial.
• Utility Costs
o Water and Sewage Usage: Based on US Geological Survey estimate of an average person using 80 gallons of water per day and an average occupancy of 80%, we expect the Navigation Center to consume 5855.23cu.ft. per month. Based on 2024 Schedule of Water Rates, we expect a yearly expense of approximately $17,892.60 (Existing Service main size to be determined).

Sewage usage is based on Water usage and expected to be $1,819.06 a year.

Estimated Water Usage Monthly Service Charge Per 300 Cu Ft City of Lakeport Water Rates: 6" main $1,396.00 $4.87
Daily water usage per person: 70
Average residents (30 beds * 80% occupancy): 24
Additional water usage (laundry, showers) 10
Water efficiency adjustment (-25%): -20
Estimated Daily Water Usage: (gal) 1440
CuFt per month: 5855.23
Water Usage per month $1,491.05
Water Usage per Year based on 2024 Rates $17,892.60
Estimated Sewage Usage Monthly Service Charge Per 100 CuFt City of Lakeport Sewage Rates: $70.02 $5.04
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Sewage CuFt usage per month: 5855.23
Sewage Usage per month $151.59
Sewage Usage per Year for 2024 $1,819.06
o Trash and waste: The monthly trash disposal cost for the Center is estimated at $1,394.36. This assumes a 30-bed shelter could generate approximately 45- 75 (per national average of waste per person) pounds of waste per day, which will require at least a 4-yeard bin picked up once per week. The bin rental fee is $1,394.36 per month, with a yearly estimate of $16,732.32. While this provides a starting point, actual costs may vary depending on the waste disposal company chosen, negotiation of rates, and the center's specific waste generation patterns. Implementing a robust recycling program can potentially reduce the volume of trash requiring disposal, leading to lower overall costs. o Electricity: The Center's annual electricity cost is estimated at $131,815.45.

This figure is based on the Department of Energy's national average of 22.5 kilowatt-hours (kWh) of annual energy consumption per square foot for commercial buildings, applied to the Center's 14,250 square footage. The electricity cost per kWh of $0.4111 (based on current PG&E rates) is also factored in. It is important to acknowledge that this is an initial estimate. o Maintenance: The Center's maintenance costs will vary based on the building's age, size, and usage. General maintenance includes exterior upkeep, interior repairs, equipment maintenance, and safety checks. Estimates range from $2,000 to $3,000 monthly, totaling $24,000 to $36,000 annually.

Preventive maintenance and energy-efficient upgrades can help reduce these costs. A contingency fund for unexpected repairs is also recommended. o Janitorial: he Lakeport Navigation Center's janitorial costs are estimated to be between $12,000 and $24,000 per year. This estimate considers the 8,000 square foot facility size, 30-person capacity, and typical cleaning needs.

Factors like cleaning frequency, specific services, and local labor rates can influence the actual cost.
• Staffing: Staff recommendations for the Lakeport Navigation Center should be tailored to effectively support residents with diverse needs. Drawing from case studies involving similar organizations of similar operation and scale such as Redwood Community Services and Nation’s Finest provides a valuable starting point. However, these recommendations should be adjusted to reflect the specific size, bed count, and anticipated resident population of the Center.
o For the Center with 30 beds in an approximately 8,000 SF facility, a core team of full-time staff provides stability and continuity for residents. This team could include:
 1 Director: Overseeing the Center's overall operations, staff management, and ensuring smooth resident services.
 1 Supervisor: Managing the day-to-day operations, staff scheduling, and resident support.
 3 Case Managers: Developing individualized plans, connecting residents with housing, employment, and essential services.  3 Support Staff: Handling intake procedures, and administrative tasks to ensure the Center functions efficiently.

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 1 Security Support staff: In charge of security and safety of the facility and its occupants.
o Supplementing this core team with contracted services allows for specialization and cost-effectiveness in specific areas. Consider utilizing vendors and drop-in staff for:
 2 Social Workers: Providing on-site counseling, crisis intervention, and navigation of social systems. This allows for access to specialized expertise while managing costs compared to full-time social workers on staff.
 1 Parole Department Representative (part-time): Offering on-site support and resources for residents transitioning from parole.  1 Probation Department Representative (part-time): Providing onsite guidance and support for residents on probation.

By combining a core team of full-time staff with strategic use of vendors and drop-in professionals, the Lakeport Navigation Center can deliver a comprehensive range of services while optimizing its staffing budget. This approach ensures residents have access to essential support while maintaining operational efficiency.

Based on preliminary research of similar-sized shelters, the annual operational cost for the Lakeport Navigation Center is projected to fall within the range of $750,000 to $1,200,000. These estimates encompass expenses related to staffing, utilities, maintenance, supplies, and other operational needs. It is important to note that this is a preliminary range, and actual costs may vary based on specific factors such as location, staffing levels, and the scale of services offered.

2. Revenue and Funding analysis:

This preliminary assessment explores potential revenue streams to support the Center's mission of empowering residents towards self-sufficiency and permanent housing. The analysis considers traditional fundraising methods, community partnerships, and innovative revenue opportunities, all of which are subject to further evaluation and planning. This plan outlines the expected revenue streams for the Center. Due to the inherent variability of factors influencing some revenue sources, a conservative approach is adopted. It is important to continually assess and refine the plan as the Center becomes operational.

The City's funding plan prioritizes securing grant funding as the core source of revenue.

Obtaining grant funding requires submitting applications well in advance, so initial funding might be limited. Spreading grant applications across programs with different disbursement schedules is crucial for ensuring a consistent cash flow in the long term.

Fundraising activities like online campaigns and signature events will contribute to the Center's financial stability. Building a strong online presence and cultivating relationships with local businesses are key to maximizing these efforts.

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The Center will also explore building partnerships with foundations, faith-based organizations, and service clubs. These partnerships can provide valuable resources like grant opportunities, volunteer support, or even joint fundraising initiatives.

The overall strategy prioritizes grant funding, followed by a focus on refining fundraising efforts and fostering community partnerships. Innovative revenue options will be explored cautiously, ensuring they are financially sound and do not hinder the center's mission. Regular reviews and adjustments will be made to the plan as the Center becomes operational. This diversified approach, with a focus on securing reliable grant funding, positions the Center for financial stability and successful service delivery.

Traditional Fundraising
Private Donations: National averages for navigation centers and service centers suggest annual private donations can vary significantly depending on the local philanthropic landscape and the effectiveness of fundraising efforts. Cultivating a strong online presence, engaging social media campaigns, and hosting well-organized fundraising events are all crucial for maximizing individual giving.

Corporate Sponsorships: The Lakeport business community presents potential for corporate sponsorships, which can vary significantly. Therefore, developing targeted outreach highlighting the navigation center's mission and social impact can cultivate strong relationships with potential sponsors.

Fundraising Events: Creative and community-oriented fundraising events like charity dinners, galas, or marathons can raise awareness and generate funds. Estimated annual revenue from events can vary depending on the event type and scale.

Community Partnerships and Foundations: Partnering with local community foundations dedicated to social services can unlock grant funding or collaborative fundraising opportunities. This strengthens the navigation center's financial base and community ties.

Collaboration with Faith-Based Organizations: Religious institutions with established volunteer networks and strong community connections can provide valuable in-kind donations, volunteer support, or potential fundraising avenues through their congregations.

Engaging Service Clubs: Service clubs like Rotary or Lions Club are known for their philanthropic activities. Building relationships with these organizations can secure volunteer resources or identify fundraising opportunities that complement their existing efforts.

Innovative Revenue Streams
Fee-for-Service Programs: Offering job training or daycare services for a fee to employed residents requires a feasibility study to assess market demand, staffing needs, and legal compliance to avoid creating access barriers. Although our research with the City of Lakeport Community has shown providing a daycare service provided by the Navigation Center can pose a liability and licensing risk, it can be an option that would need further research.

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Subleasing Space: Another possibility, subject to further study, is subleasing space within the navigation center to compatible social service providers or community organizations.

Approach requires careful planning to ensure sufficient space remains for core navigation center services. Since the recommended property at 2150 S. Main St. Is a larger facility with 14,250 SF of usable space, along with sharing the facility with other service providers, the idea of subleasing a portion of the space to generate revenue is a realistic possibility to consider.

Community Store and center shop: Navigation centers across the country have found success in establishing retail stores as a source of revenue and resident empowerment. These retail stores can offer gently used clothing, furniture, and household goods at affordable prices as well as new merchandise. They not only generate revenue to support the Center's programs but also provide valuable job training opportunities and retail experience for residents transitioning out of homelessness. Residents can volunteer or even be employed by the store, fostering a sense of purpose, and building valuable skills that can lead to future employment opportunities. This model exemplifies how a community store within a navigation center can offer a win-win situation, benefiting both residents and the broader community by providing affordable goods while contributing to the Center's financial stability and resident empowerment.

Federal and State Grant Programs: Homelessness is a high priority for both Federal and State governments. According to the U.S Department of Housing and Urban Development California shoulders roughly 28% of the total homeless population in the United States. Smaller communities are seeing an increase in homeless populations as resources become strained in the bigger cities. The grant funding sources listed below are just a couple of the potential sources that may be available to the city or the non-profit operating partner.

Federal Grant Programs:

Department of Housing and Urban Development (HUD):
• Emergency Solutions Grant (ESG) Program: This program offers a broad range of funding opportunities for homeless services, including emergency shelters, transitional housing, street outreach, and prevention initiatives. It's particularly relevant for navigation centers due to its focus on rapid re-housing into permanent housing. (https://www.hud.gov/program_offices/comm_planning/esg) • Continuum of Care (CoC) Program: While not a direct funding source, collaborating with the existing CoC in the region is essential. The CoC coordinates homeless services at the regional level and allocates funding from HUD programs like ESG. (https://www.hud.gov/program_offices/comm_planning/coc) State Grant Programs:

California Department of Housing and Community Development (HCD):
• Homelessness Housing, Assistance and Prevention (HHAP) Program: This program offers funding for a variety of services that directly address the needs of the homeless population, including permanent supportive housing, emergency shelters, and rental assistance. This program aligns well with the goals of a navigation center. (https://www.hcd.ca.gov/)
• California Mental Health Services Act (MHSA): MHSA Funding can be used to cover operational costs for onsite mental health professionals, medication, and program DRAFT
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development. Additionally, the No Place Like Home Program within MHSA can provide funding for supportive housing opportunities for residents with mental illness transitioning out of the center. (https://www.dhcs.ca.gov/services/MH/Pages/MH_Prop63.aspx) • Emergency Solutions Grants Program (ESG): The Emergency Solutions Grants (ESG) program offers financial support to cities like Lakeport for services addressing homelessness, including emergency shelters, rapid re-housing, and prevention efforts.

Funding amounts vary widely based on factors like community size and need. • Encampment Resolution Funding (ERF) Program: Competitive grant program available to assist local districts to provide services and supports to people experiencing homelessness in encampments that results in meaningful paths to safe and stable housing.

Eligible applicants include counties, Continuums of Care (CoCs), and cities of any size. • Family Homelessness Challenge (FHC) Grants and Technical Assistance Program:

The Family Homelessness Challenge Grants provide competitive grants and technical assistance to local districts to promote rapid innovation and expand promising practices to create scalable solutions that can be shared across the state to address and ultimately end family homelessness.
• HOME American Rescue Plan Program (HOME-ARP): The HOME-ARP program allocated $131 million through various NOFAs to support developers, nonprofit service providers, and Tribal Entities in addressing homelessness and assisting vulnerable populations.

This funding includes opportunities for affordable housing development under the HOMEARP Rental Housing NOFA, as well as initiatives for supportive services through the Housing Plus Support Program (HPSP) NOFA. These efforts aim to benefit individuals and families currently homeless or at risk, aligning with the program's mission to provide essential support and stability.

Local Sponsorship Opportunities:
• Lake Ministerial Association: The Lake Ministerial Association (LMA) can significantly bolster the Lakeport Navigation Center's efforts. Through public education and advocacy, the LMA can dispel myths and garner public support. They can also directly assist by recruiting volunteers and fundraising. Collaboration is key: the LMA can connect the Center with other service providers and offer respectful spiritual support through clergy volunteers.
• United Christian Parish: The United Christian Parish can aid the City of Lakeport Navigation Center through Volunteer recruitment, financial contributions, and raising awareness. The existing ministries can offer direct support through mentorship programs and life skill workshops as well as spiritual guidance. (https://www.umc.org/find-a-church/church?id=77068)

3. Risk Analysis
The City 's funding plan outlines a diversified approach, but there can still be gaps between projected income and operational needs. Securing grant funding, a crucial element, is a competitive process and awarded amounts may not always fully meet budget expectations.

Further, as discussed with associates from similar organizations operating similar facilities, such as Redwood Community Services and Nation’s Finest, there is often a potential for federal, state, and local funding grants to be unreliable for long term funding and may be inaccessible at short notice. Although federal funding is considered more reliable since they DRAFT
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usually provide a longer term, all funding in general carries an uncomfortable level of risk.

Delays in receiving grant disbursements can further strain cash flow. Similarly, the success of fundraising efforts can fluctuate depending on economic conditions and donor engagement.

Even unforeseen expenses can disrupt the financial plan.

To bridge these potential gaps, the Center can establish a financial reserve from initial fundraising or budget surpluses. Diversifying grant applications across programs with varying deadlines and disbursement schedules can also help minimize the impact of potential delays.

Focusing on operational cost-effectiveness and exploring volunteer and in-kind donation opportunities can further manage expenses.

In the long term, innovative revenue options such as fee-for-service programs or subleasing space hold some promise but require further studies to ensure they are financially sound and do not create barriers to core services. The key lies in continuous monitoring of the financial performance, identifying gaps early, and adjusting the plan accordingly. Strong relationships with grantors, donors, and the community are essential for maintaining support and exploring new funding opportunities. By proactively addressing funding shortfalls, the Center can ensure its financial stability and effectively serve the needs of the unhoused population.

E. Project Schedule
With the potential benefits of the Center clearly outlined, the next step is to create a project schedule to transform the former newspaper reporting and printing facility at 2150 S Main Street into the Center. This renovation project presents a unique opportunity to repurpose a building within the community, potentially reducing costs and expediting the timeline compared to new construction.

The project scheduled for the Center at 2150 S Main Street will detail a comprehensive plan for the renovation of the former newspaper facility. This schedule will outline key milestones, timelines for each renovation phase and identify potential dependencies between tasks. By following a well-defined project schedule, the City can ensure a smooth and efficient conversion process, bringing the vision of the Center closer to reality. When constructing a project like the Center, choosing the right project delivery method is crucial. Two main options emerge - Design-Bid-Build and Design-Build. Here's a breakdown of the key differences:
• Design-Bid-Build (DBB): This traditional approach separates design and construction. An architect creates the plans, then bids go out to contractors who estimate the cost of building based on those plans. While offering potential cost control, DBB can lead to delays and fingerpointing if issues arise between design and construction phases. • Design-Build (DB): This streamlined method merges design and construction under one contract. A single entity, the design-builder, handles both aspects, fostering collaboration and quicker turnaround times. The design-builder can identify potential challenges early and propose solutions within the budget, potentially reducing unforeseen costs later.

Given the time-sensitive nature of social projects like the Center, Design-Build offers distinct advantages. For the Center, a Design-Build project delivery method is preferred and recommended. Expedited construction timelines can get people off the streets faster, and the collaborative approach can ensure the final product meets the specific needs of the client and residents. While cost is a concern in any project, Design-Build's potential for early DRAFT
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identification and mitigation of construction challenges can lead to a more predictable final budget.

Based on the team's estimate we can assume the amount of time from preconstruction phase including funding process and Criteria Document preparation to move in will be approximately

2.5 years. This will allow for approximately 1.5 year of preconstruction, 1 year of construction and 1 month for moving. There would be opportunity for a shorter schedule if funding can be secured quickly. The following below summarizes the project schedule. Please see Appendix 8 for details and breakdown of all major activities.

Phase Duration Start Date Completion Date
Preconstruction 393 working days 9/2/24 3/4/26
Office Space TI Work 150 working days 3/5/26 10/1/26
Warehouse Space TI work 260 working days 3/5/26 3/4/27
Site/Exterior Work 85 working days 3/5/26 7/2/26
FF&E and Move-In 25 working days 3/5/27 4/8/27
F. Program Plan Development

1. Recommended Programs and Services
The proposed Center should offer a comprehensive suite of programs and services designed to empower residents to achieve permanent housing and self-sufficiency. Here is a breakdown of some key programs with specific goals recommended for the City to include in the Center.

Core Services:

Case Management: The foundation of the navigation center is case management. Each resident is assigned a dedicated case manager who acts as their primary point person. This individual works collaboratively with the resident to develop an individualized plan, connect them to necessary resources, advocate for their needs, and track progress towards permanent housing.

Supportive Services:

Health services address mental health and substance abuse issues that may be barriers to housing. These can include individual and group therapy, medication-assisted treatment, relapse prevention programs, and peer support groups and counseling. All of this aims to improve residents' mental and physical well-being, promoting stability and reducing risk factors for relapse. The Center Staff will assist residents to gain medical benefits through State run health insurance providers such as Medi-Cal.

To ensure the well-being of residents, the Center should strive to create a strong partnership with local healthcare providers like Sutter Health, Adventist Health, and Tribal Health. This collaboration would bring significant benefits. Scheduled visits by medical professionals from these partnering organizations would provide essential services directly at the Center.

Residents would have access to basic medical care, mental health services, and on-site pharmaceutical dispensing, eliminating transportation barriers and simplifying access to critical healthcare. This comprehensive approach would significantly improve the health outcomes of the Center residents.

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It is recommended the Center employ a 24-hour crisis line to allow residents in crisis situations immediate support through crisis lines staffed by trained professionals. This intervention helps prevent self-harm or other harmful behaviors.

Meal Services: While three meals a day are essential for residents' physical health and wellbeing, it is recommended the Center provide residents with two pre-packaged meals, breakfast and dinner. The meals can be provided through a partnership with a local food kitchen or City-run kitchen. This service ensures residents can maintain their state food benefits, which can be used to supplement meals or purchase groceries for additional meals.

Additionally, partnering with a local kitchen can provide residents with the opportunity to volunteer and gain job training in a culinary setting. It is also recommended that the Center provide services to assist residents in enrolling in Cal-Fresh Benefits through the State Department of Social Services.

Additional Support:

Limited financial assistance can be provided for essential needs not covered by other programs, such as transportation tokens, hygiene products, or clothing vouchers. This temporary financial relief helps bridge gaps and promote resident self-sufficiency as they acquire employment or benefits.

Grief counseling can help residents cope with loss, a common experience for those experiencing homelessness. This service enhances emotional well-being and facilitates healing.

HIV/AIDS testing, counseling, and linkage to treatment should be readily available to ensure residents have access to essential healthcare services and support related to HIV/AIDS.

Legal Services:

Residents may need legal assistance with identification documents, housing applications, expungement of criminal records, or social security benefits. Legal support helps overcome barriers and facilitates access to opportunities like housing and employment.

Specialized Services:

Culturally sensitive services tailored to the needs of Native American residents should be offered, potentially in collaboration with tribal organizations. Services may include traditional healing practices, cultural activities, and connections to tribal resources. This ensures culturally appropriate support that respects the unique experiences of Native American individuals.

Partnerships with Tribal Health, Big Valley Tribes and Scotts Valley Tribes can provide vital resources and services to residents of the Center.

Services for seniors and individuals with disabilities may include assisted living arrangements, specialized case management, or connections to elderly care resources. This approach provides appropriate support for this vulnerable population and ensures their well-being within the Center.

Transitional and Employment Services:

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City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 54
While the Center provides a short to long-term shelter, residents should also have access to other transitional housing options with longer stays to facilitate a smoother transition to permanent housing. This steppingstone approach promotes stability.

Opportunities for skill development, vocational training, and educational advancement can equip residents with the tools to secure sustainable employment. This enhances residents' employability and economic self-sufficiency.

Assistance with resume writing, interview skills, and job search can connect residents to employment opportunities. This facilitates their transition into the workforce and financial independence.

Permanent Housing Allocation:

Case managers will work with residents to identify and secure permanent housing options that are safe, affordable, and meet their individual needs. The Community Development Department in Lakeport is actively working to address the community's housing needs, including developing programs to support homeownership. While they currently do not offer financial assistance for homeownership, they have received a funding grant to create a comprehensive Housing Services Program. This program will feature Owner-Occupied Rehabilitation, Homebuyer, and Mobile Home Replacement initiatives.

Case managers at the Navigation Center will work closely with residents to identify and secure safe, affordable housing options that align with their individual needs. While the Community Development Department's homeownership programs are still under development, the Navigation Center can collaborate with them to ensure residents are aware of these upcoming opportunities and receive assistance in accessing them.

By providing these comprehensive programs and services, the navigation center can empower residents to overcome challenges, achieve lasting stability, and build a brighter future.

G. Assessing Potential Impacts

1. Potential Impacts of the Center
The establishment of the Center has the potential to yield a multifaceted impact on the community and its residents. Below follows a more detailed analysis of these potential influences:

Community Impact:
• Positive: Navigation centers can reduce visible homelessness, enhancing the overall aesthetic of the community. They can also serve as a hub for social services, potentially attracting valuable resources to the area. These resources can benefit the broader community by improving access to healthcare, mental health services, and job training programs. • Negative: Some community members might express concerns regarding increased foot traffic, potential for criminal activity near the center, or a perceived decline in property values.

Steps can be taken to foster a more positive reception such as community meetings and earlyinvolvement. Public outreach is a vital part of developing the Center by improving public perception of the Center through public outreach programs that foster communication, collaboration, and better understanding of the Center.

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City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 55
Property Value Impact:
• Positive: Investing in a vacant property and converting it to a new productive use is positive. The properties being considered are vacant light commercial or retail locations.

Converting their use to supportive housing and investing in the surrounding area should have a positive impact on values. A well-maintained center with attractive landscaping can improve the overall aesthetics of the neighborhood. Reducing the homeless population that are living on the streets will have a direct positive impact on all property types that are currently experiencing homeless people living or panhandling in their area. • Negative: Nearby residents may believe that property values will decrease if a new Navigation Center is established in their neighborhood. The studies that have been done looked at converting lower density residential to higher density residential which does not apply in this case. Any potential negative impact can be addressed by using appropriate physical design features including landscape buffers, walls or fencing strategically located to shield busy areas. Negative impacts can be further mitigated by having a well-lit secure facility with appropriate signage, cameras and other security features. In addition, open communication and ensuring the center is well-maintained can alleviate these concerns.

Highlighting success stories of residents who have transitioned into permanent housing from the center can further demonstrate the center's positive contributions to the community.

Lastly, selecting a location that is at least one block or more away from residential uses, would help to avoid conflict with residential neighbors. It is not anticipated that a new Navigation Center would negatively impact commercial, retail, or industrial uses that may be in close proximity to, or adjacent to the new Navigation Center
Public Safety Impact:
• Positive: Navigation centers can connect homeless individuals with mental health and addiction treatment services, potentially leading to reduced crime rates. Increased police presence near the center could also deter crime. By addressing the root causes of homelessness, such as mental illness and substance abuse, navigation centers can help create a safer community for all.
• Negative: Some residents may express fear of an increase in crime near the center, though studies haven't shown a clear link between navigation centers and increased crime.

Effective management that prioritizes security measures such as proper lighting and security personnel can address these concerns.

A Navigation Center can be a valuable tool for addressing homelessness, but successful implementation requires careful planning, community engagement, and ongoing evaluation.

By proactively addressing potential concerns and ensuring the center is well-managed, the positive impacts on the community and its residents can outweigh the negatives. A successful navigation center can become an integrated part of the community, offering a lifeline to those in need while contributing to the overall well-being of Lakeport.

2. Improving the Public’s Negative Perception of a Navigation Center Public perception of Navigation Centers can be improved through strategic public engagement and awareness programs. Educational campaigns via brochures, presentations, and media partnerships can clarify the Center's purpose and highlight success stories. Proactive DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 56
communication is key, addressing concerns like crime increase with data-driven responses.

Building trust involves a Community Advisory Board and regular updates. Highlighting resident success stories and volunteer opportunities further humanize the issue. Finally, partnering with respected community leaders, faith-based organizations, and businesses strengthens the message and fosters collaboration. These efforts can transform Navigation Centers from sources of apprehension into valued assets in tackling homelessness and creating a more unified community. Additionally, incorporating public surveys can be a powerful tool for education and gathering valuable insights. By incorporating public surveys into your public engagement strategy, you can educate the public, build consensus, and garner support for the Center. It is recommended that the stakeholders involved in creating the Center, launch a proactive public awareness campaign which highlights the negative impacts of homelessness for the homeless themselves and their families, the community in which they reside and are active in during the day, and the positive impacts of providing temporary shelter, economic, medical and emotional support services for the homeless that will set them on a path to healthier more productive lives, living off the street.

V. Conclusion & Recommendation
The Center offers a chance to significantly reduce homelessness and improve the community.

By providing essential services and helping residents transition to permanent housing, the proposed Center at 2150 S. Main Street or one of the recommended locations can improve public health and safety, boost local economy, and foster communication in the community. If the previously analyzed locations are no longer available or feasible, the City of Lakeport can utilize this comprehensive report as a valuable resource to assess future potential sites for the Navigation Center. The report provides detailed information on each property, allowing for informed decision-making and effective site selection. Open communication, highlighting the center's benefits, and building partnerships with local businesses and organizations near the Center are essential for garnering public support.

Financially, a diversified approach is recommended. Grants, fundraising, and potentially innovative revenue options can ensure long-term stability. A comprehensive budget should account for initial costs (facility, furniture, equipment) and ongoing operational expenses (staffing, utilities, supplies).

The Center's operation hinges on understanding the specific needs of the City’s homeless population. Programs addressing those needs, clear policies, and qualified staff are all necessary. Addressing potential concerns about property values, safety, and strained social services proactively through open communication and data is crucial. Contingency plans and regular evaluation will ensure the Center's effectiveness and ability to adapt to changing circumstances.

By following these steps, the Center can become a reality, offering hope and a path to a better future for those in need. This investment in people has the potential to create a more vibrant and compassionate community for everyone.

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City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 57
VI. Appendices

1. 2024 Point-in-Time Count & Housing Inventory Count

2. Public Outreach Poll Results

3. Potential Sites & Properties Scoring Matrix

4. Property Summary Report

5. Potential Sites & Properties Photos

6. Preliminary Conceptual Site Plan

7. Preliminary Cost Estimate

8. Preliminary Project Schedule
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City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 58
Appendix 1: 2024 Point-in-Time Count & Housing Inventory Count Source: County of Lake Continuum of Care, January 2024
DRAFT
JANUARY 25, 2024
POINT – IN– TIME COUNT &
DRAFT

HOUSING INVENTORY COUNT
Point ~ in ~ Time
Street Outreach Event
& Housing Inventory
Count
The Point-in-Time (PIT) count is a count of sheltered and unsheltered people experiencing homelessness on a single night in January. (HUD Exchange)
Housing Inventory Count (HIC) is a point-in-time inventory of provider programs within a CoC that provide beds and units dedicated to serve people experiencing homelessness (and, for permanent housing projects, where homeless at entry, per the HUD homeless definition), categorized by five Program Types: Emergency Shelter; Transitional Housing; Rapid Re-housing; Safe Haven; and Permanent Supportive Housing. (HUD Exchange)
DRAFT
Special Thank You
Kara-Faye Ingram – Redwood Community Services and Lake County Continuum of Care Point in Time Chair for organizing
Carrie Manning – Lake County Behavioral Health Services for Outreach, Social Media and Advertising Kimbralee Guerra – Redwood Community Services for organizing funding for meals Chris Taliaferro– Employment Development Department and Justin Gaddy – North Coast Opportunities for organizing incentive bags
Melinda Lahr – Lake County Department of Social Services for organizing volunteers from LCDSS Nicholas Yamamoto – Lake County Probation for organizing volunteers from probation Kim Tangermann – Lake County Public Health for organizing health care support Dustin Lawson – Community Member for organizing Free Phone Booths at scattered sites DRAFT
Special Thank You Site Leads
Clearlake Hope Center – Caressa Smith – Adventist Health Clear Lake Clearlake Walmart – Audra Tourville Adventist Health Clear Lake Clearlake Oaks – Patricia Santacruze - Lake County Behavioral Health Services Kelseyville – Ana Santana - Lake County Office of Education Lakeport Frick Hall– Chris Taliaferro - Employment Development Department Lakeport - Mercedes De Los Santos - Redwood Community Services Harbor on Main Lakeport Shelter – Lindsay Boek – Redwood Community Services Lucerne – Ronni Duncan – Adventist Health Clear Lake
Middletown – Pastor Shannon Kimbell-Auth - American Red Cross Nice – Holly Goetz - Sutter Lakeside Hospital
Upper Lake – Holly Masterson - Lake County Office of Education DRAFT
Special Thanks to Street Outreach
Supports
Coordinated Entry – Coordinated Entry Access Points Licensed Users Lake County Department of Probation – The Probation Officers pairing up with volunteers
People Helping People Street Outreach Van – David Ables and Wendy Gattoni Tribal Outreach – Kara-Faye Ingram and Raeven Shephard
DRAFT
PIT Count Street Outreach
Event Summary
*Totals do not include the Housing Inventory Count
• 2024 Data complied from HMIS, Counting Us App, and
email confirmations from sheltered agency
confirmation
• 2020 thru 2023 data pulled directly from the HUD
Homeless Data Exchange website.
2024 2023 2022 2021
Total Emergency
Sheltered
34 110 54 25
Total Transitional
Sheltered
58 91 26 50
Total Unsheltered 435 290 259 231
Totals 527 491 339 306
DRAFT
Age
0 33 31
70 124
97 96
45 0 - 17 Yold 18 - 24 Yold 25 - 34 Yold 35 - 44 Yold 45 - 54 Yold 55 - 64 Yold 65+ DRAFT
Race
and
Ethnicity
67 17 0 4
298
21 39

AMERICAN INDIAN

INDEGINOUS

BLACK ASIAN PACIFIC ISLANDER WHITE MULTI HISPANIC/LATINX DRAFT
Tribal
Affiliation
11 20
11 2
11 1
31 Big Valley
Rancheria/The
Mish
Elem Indian Colony Habematolel Pomo
of Upper Lake
Koi Nation of
Northern California
Robinson
Rancheria of Pomo
Indians
Scotts Valley Band
of Pomo Indians
Other (Not
affiliated with any
other race-Tribe not
identifited)
DRAFT
Gender 189
331
3 1 2 0
Female Male Transgender Culturally Specific Non-binary Questioning DRAFT
Households
16 433
1 HOUSEHOLDS WITH A LEAST 1 ADULT AND 1
CHILD

HOUSEHOLDS W/ ADULTS ONLY HOUSEHOLDS WITH CHILDREN ONLY DRAFT
Homeless
Categories
169
19 27
1 1
Chronically Homeless Veterans Unaccompanied Youth Parenting Youth DRAFT
Health
103
82 1
26 MENTAL ILLNESS SUBSTANCE USE DISOPRDER HIV/AIDS DOMENTIC VIOLENCE DRAFT
First Time
Homeless
148
210
Yes No
DRAFT
Length of
Time
Homeless
this Time
31 39
22 59
37 177
0 to 3 months 4 to 6 months 7 to 11 months 12 to 23 months 24 to 35 months 36 months or more DRAFT
Miscellaneous
Data from 375
Surveys
Reasons for Homelessness
38 - Total of persons experiencing homelessness due to a Lake County Fire 34 - Total of persons experiencing homelessness due to COVID 25– Total of persons experiencing homelessness due to fleeing a domestic violence situation 114 – Total persons experiencing homelessness due to being incarcerated Greatest Needs 263 Answered
118 - Low Income/Affordable Housing
97 - Tiny Homes
85 - Safe Parking/Encampments
71 - Move in Costs
67 - Emergency Shelter for people with pets
67 - Emergency Shelters for Individuals
67 - Utility Assistance
59 - Legal Services
55 - Transitional Housing/Navigation Center
55 - Emergency Shelter for families
49 - Referrals to Services
45 - Prevention Services
38 - Group Homes/Communal Living
24 - Permanent Supportive Housing
DRAFT
HIC Count Street Outreach
Event Summary
• 2024 Data complied from HMIS, Counting Us App, and
email confirmations from sheltered agency
confirmation
• 2020 thru 2023 data pulled directly form the HUD
Homeless Data Exchange website.

Total Emergency
Sheltered
114 51 126 50
Total Transitional
Sheltered
55 55 73 30
Rapid ReHousing 77 140 101 111
Permanent Housing 193 206 187 222
Totals 439 452 487 413
2024 2023 2022 2021
DRAFT
Lessons Learned
Keep PIT
Committee
Meetings
running all
year
Start working
on more
equitable
outcomes by
reaching out to
all populations
Have the
trusted
community
members and
providers
reach out to
the
appropriate
populations to
ensure
equitable
outcomes
Have a
meeting with
Law/Code
Enforcement
to discuss
encampments
for future PIT
Counts
All
Volunteers
encountering
persons to
survey, wear
street
clothes
DRAFT
Thank you, Volunteers
and Entities, for the
donations of supplies,
and time!
DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 78
Appendix 2: Public Poll Outreach Results
DRAFT
Lakeport Low-Barrier Navigation Center
Feasibility Study Survey
235 responses
From a scale of 0 to 10, with 0 being no concern and 10 being extremely concerned, how concerned are you about homelessness in Lakeport and the surrounding region? 234

7.8 Average rating

1.7%
4 resp.
0 1.7%
4 resp.
1 1.3%
3 resp.
2 3%
7 resp.
3 3.8%
9 resp.
4 6.4%
15 resp.
5 5.1%
12 resp.
6 9%
21 resp.
7 24.4%
57 resp.
8 7.3%
17 resp.
9 36.3%
85 resp.
10 out of 235 answered
DRAFT
How should the City of Lakeport work to address reducing homelessness? 215
Foster a care community where everyone has a common understanding of the resources available to people experiencing homelessness and co-occurring mental illnesses. This should include community lead support programs, common understanding of the resources available, and/or easily accessible points of contact to connect people with the appropriate resources.

Do everything it can to make it uncomfortable and inconvenient for them to live in Lake County
Mental health crisis response, addiction treatment facility, appeal for more Section 8 housing units.

Work with the county and the community to determine where homeless can stay and also provide the social and psychological help needed.

Stricter enforcement in parks; more mental health workers There is very little homelessness in Lakeport
Provide transitional housing
Relocate the homeless to whatever city they previously lived in. out of 235 answered
DRAFT
Gather ing on resources for shelters to distribute all over towns residences(educate the public). Interview homeless trouble makers, log info, send to relatives and/ot take home or to shelter. Require incorrigibles take AA etc.

Harsh policing. Harsh code enforcement. PENALTIES
Crack down on slum lords that run trailer parks where the state and county rules and laws are not enforced where illegal discrimination run rampant. Crack down on landlords not meeting the basic standards for habitation. In creased protection for renters and possible some sort of short term rent grants that can either repaid over time or !at out grants to assist renters who come along hard times either being between jobs or an injury where they are unable to earn as normal so that they do not lose their housing in the "rst place .

A#ordable housing, drug and mental health treatment
address individual needs of the homeless
Get rid of them
YES
City of Lakeport should relocate the homeless to another city or county.

Not tolerate it. Send them away like they do in other places.

There's no incentive for them to work and improve their live style when handed out free DRAFT
phones, places to charge them a roof over their heads(sometimes in our gazebo) free co#ee, food etc.

People living on the streets and in park areas should be encouraged to work, not simply given food, cell phones, etc.

Not welcome homeless with a shelter but help the locals by providing hotel vouchers.

Provide another shelter that is residential and structured to provide programs to help achieve jobs and permanent housing also real help for mental health services also more peer support
More mental health support and not allowing them to command public parks not sure
It can't help, as it is a state and nation wide needed solution.

More shelters with resources and mental health support
Don’t make it welcoming to the homeless
I don't really know how to help them when they don't help themselves Focus on the root causes, as well as the obvious requirements such as housing and jobs.

Work harder on Grant seeking and writing, push more for advocating for the issues that DRAFT
support the "nal factor of being homeless. Work towards the goals like you were the one who could possibly be homeless due to "nancial di$culties.

I don't know. I wish I did!
stop enabling them, Have them help themselves. If they are unwilling, move them along 1) have a safe place for the homeless to go, the police should be able to take the homeless to the safe place whether they want to or not.2) For example, our beautiful new park and Library park have homeless people camping and sleeping on the park grounds on a daily basis. The parks are for family use not smoking dope and drinking alcohol.

More low cost housing and several temporary shelters better mental health services and access
Jobs homes drug rehab mental health
Just give people homes already. It’s cheaper than them being on the street. more mental health and drug issue intervention
A counselor with an o$cer should make their rounds with each individual to get them housing help and other resources regularly.

Find them shelter
Don't allow it. Send them elsewhere.

DRAFT
Have the sheri# follow the law
Work with other appropriate agencies to address the underlying causes of homelessness, e.g. living wages, mental and behavioral health services, physical housing availability. Continue work on the social & environmental factors that determine health.

Funding is the "rst need and maybe the community men and women who have skills that can volunteer some of their time and program to help build and other types of skills that can develop this great idea and come together as a team working with our county people
Enforce the law. Following the law should done without prejudice Make them leave
Transitional housing.

Many crimes are committed gy homeless and they get a free pass most times.crime is crime no passes.

O#er shelters or low income housing
Get them o# the street
Locate them all together and work on "nding them jobs
DRAFT
Loitering laws. Job programs.

On a scale of 0 to 10, with 0 being "no understanding" and 10 being a "complete understanding", how would you rate your understanding of a Low-Barrier Navigation Center (also referred to as Homeless Navigation Centers)?
https://www.cityo!akeport.com/unhoused
233

4.0 Average rating

25.8%
60 resp.
0 6.9%
16 resp.
1 8.2%
19 resp.
2 8.2%
19 resp.
3 5.2%
12 resp.
4 14.2%
33 resp.
5 4.3%
10 resp.
6 6.9%
16 resp.
7 7.3%
17 resp.
8 5.6%
13 resp.
9 7.7%
18 resp.
10 After reading the previous statement, now how would you rate your understanding of what a Low-Barrier Navigation Center is, with 0 being "no understanding" and 10 being "complete understanding"?
234
out of 235 answered
out of 235 answered
DRAFT

7.9 Average rating

1.7%
4 resp.
0 0.4%
1 resp.
1 0%
0 resp.
2 0.9%
2 resp.
3 2.6%
6 resp.
4 11.1%
26 resp.
5 8.1%
19 resp.
6 6.8%
16 resp.
7 20.9%
49 resp.
8 17.1%
40 resp.
9 30.3%
71 resp.
10 Should the City of Lakeport establish a Low-Barrier Navigation Center to provide temporary shelter and provide social services to people experiencing homelessness? 235
Yes 180 resp. 76.6%
No 55 resp. 23.4%
If you do not support the establishment of a Low-Barrier Navigation Center, please specify your reasons. (Select all that apply)
56 out of 235 answered
out of 235 answered
DRAFT
Concerns about other impacts to the community 41 resp. 73.2% Concerns about safety 40 resp. 71.4%
Concerns about property values 32 resp. 57.1%
Belief that other solutions are more e#ective 31 resp. 55.4% Other 11 resp. 19.6%
The City should not waste money making it more convenient for homeless people to be in Lakeport. Use the money to repair the crappy roads in Lakeport. another money grab
Concerned for the people of Lakeport having to pay extra on top of in!ation prices to house criminals and drug addicts
Most of the homeless in Lakeport have proven time and time again they would rather be homeless than to be in a shelter or in a home.

They don't want help. California is a big homeless community because of our government
Waste of tax dollars
DRAFT
That needs to be a not-for-pro"t organization sta#ed by volunteers from the community and directed by a Board of Directors who may approach City Council with speci"c plans and requests for funding or support. Bureaucracy never works as e#ectively or e$ciently as a strong sense of Volunteerism.

We have no hotels to o#er. Don’t want them to make Main Street worse such as mallard house has become
Low barrier also does not address drug and alcohol addiction. Low barrier is what we have in north lakeport that has no authority to remove if a tenant shows up under the in!uence. Safety is also a big concern.
all the above. housing is not the problem with the homeless its the symptom.

Employing high sta# to enforce proper policy, rules, regulations, and hold homeless participants accountable to them.

In your opinion, why would the City of Lakeport consider establishing a navigation center? (Select all that apply)
226
To connect individuals with services 166 resp. 73.5%
To improve public safety 152 resp. 67.3%
out of 235 answered
DRAFT
To create more pathways to permanent housing 148 resp. 65.5% To reduce homelessness 141 resp. 62.4%
To provide temporary shelter 116 resp. 51.3%
Other 43 resp. 19%
Because the City is more concerned about spending money on homeless drud addicts and alcoholics than addressing infrastructure issues.

Keep feces and urine out of the lake and o# the land
it is not needed
Because taxpayers funds are being o#ered for this instead of being used for other projects. California has already wasted hundreds of millions of dollars on homelessness and only increased the number of homeless in the state.

They shouldn't
To collect more taxes for those who actually work for a living to line their pockets and not improve anything in the city.

Aid in weather conditions for survival
DRAFT
Aid in weather conditions for survival
Gotta do something.

Save the county money
To keep our county, clean and safe and also to hopefully provide shelter for homeless animals, and maybe people who are homeless that have animals to be able to provide a safe place to live with their animals
Lakeport will be overwhelmed with homeless if a "free" place to stay here.

There should be no consideration for this. The homeless in Lakeport are drunks and addicts and have no interest in being productive members of our community. Send them to the next town as other towns have done to us.

Supporting the homeless when they need to learn to not accept free passes To make them selves feel better that they are trying to help. Even though those people don’t want the help.

More taxes. I as a working man needs to feed and clothe his own family. Can't a#ord handouts. Thank you
To increase income to the city through state funding
Because it is the morally correct action.

DRAFT
it would bring more homeless to lake county
All of the above
There is no housing to give to them.

If you pay for it they will come
To waste taxpayers money and more taxes
All of the above
Find out what skills and talents the homeless person has! I lived in San Francisco for 31 yrs, some homeless are " feral", some can be helped!
To be compassionate and human and help those less fortunate than ourselves.

Helping is the right thing to do; many of us are one emergency away from losing our home. We need to do more to help.

Community support and interest
Reduce emergency services cost
because it a local government's responsibility
DRAFT
As mentioned in earlier comments: the center and its services should be a skillsassessment service as well, as a high-priority. Even if these people can only be put to work cutting grass on the highways they should be made to DO SOMETHING PRODUCTIVE. It is the only way they will ever get any morale and self-respect back, and prove to themselves and everyone else that they can WORK. Hallmark of a criminal:

CAN'T WORK.

Help establish care and needs that are often overlooked when homeless only receive emergency care.

Unfortunately the appearance of homeless people at our parks and such may deter tourism.

To be like all the other cities
Reduce crime
To enable homeless to stay homeless.

They should not do this. Look at clearlake and ukiah and how that direction is going.

Both of those places are terrible for the community members. Services to improve drug addiction and mental health and law enforcement is the better directions. When those improve the people will be able to and want to "nd housing.

Because the city wants to do something, even if it will not be e#ective.

Regional access
DRAFT
I do not support a low barrier navigation center
How is this going to be di#erent than what is already out there? Because the state mandated it.

The City is doing this due to money. Money from the Government, trickle down help $ test1
What bene"ts do you think a Low-Barrier Navigation Center could bring to our community? (Select all that apply)
227
Better access to services for those experiencing homelessness 158 resp. 69.6% Improved community health 141 resp. 62.1%
Enhanced public safety 138 resp. 60.8%
Reduced homelessness 138 resp. 60.8%
Other 47 resp. 20.7%
out of 235 answered
DRAFT
Other 47 resp. 20.7%
Reduced opportunity for people experiencing homelessness to be victims of crime Create a magnet for homeless drug addicts thieves and alcoholics and make the problem worse for the decent people who live in and come to Lakeport N/A
None.

None. Zero. We will become another Ukiah.

I don't believe it would be bene"cial at all, long or short term There are no bene"ts. It will increase crime rates near the homeless shelter.

No bene"t to community.....

Aid in crisis situations and emergencies
More homeless people gathering nearby but still loitering.

More homeless
DRAFT
None!!!
Nothing. It’ll bring more crime and more trespassers.

None
Trying to support my family. Thank you
It is virtually important for the community at large to understand that there are many factors that lead to homelessness. That those reasons are not always what the general population may believe them to be.

None. Emergency services are overran with homeless issues already None
none
Your navigation program doesn't need to reinvent why not copy another county's program has and is working? Why is this so di$cult to "gure out? Other counties and other countries have programs. Your program also needs to provide access to free laundry facilities showers haircuts new and gently used clothing dental care eyeglasses cataract surgery pet food programs spay and neuter programs for residents and homeless often have dogs for protection but aren't able to feed them "x them or get them veterinary care if injured or vaccinations. These animals give them a sense of responsibility they provide mental health support support to disabled homeless and are often the only family they have
There is no housing to give to them.

DRAFT
There is no housing to give to them.

Huge waste of money
Nothing waste of resources
All of the above
Our streets would be more presentable to visitors
It would increase the population of homelessness
Hopefully a reduction in drug use near our children
Strengthen community and local economy
Better out-reach and alignment of services and support with the actual needs of those unhoused.

Improved reputation for the city; increased tourism, etc Improved feeling of safety in public settings/community helps people!!!

SEE EARLIER COMMENTS
DRAFT
No bene"t. The addition of new homeless will increase.

Nothing
Reduction of crime
Enabling homelessness. None of the above.

I believe this will contribute negitively to each of the above.

Spend tax payers dollars.

To get a grant.

I do not support a low barrier navigation center
It wont
I'm not sure unless it brings a#ordable homes along with it. unless drug alcohol treatment/mental health services are mandated, there will not be a reduction in homelessness (as we have seen in other communities). There are existing services to address families in need.

None. It will increase the problem.

DRAFT
None. It will increase the problem.

More need for law enforcement services, because if you build it they will come test 2
If a Low-Barrier Navigation Center is developed in the city of Lakeport, it will need to be located somewhere within the city limits. Please rank the most important factors to consider when identifying a potential location. (Rate each factor from 1 to 6, where 1 is not important and 6 is very important)
213
Proximity to public transportation

23.5%
50 1

18.3%
39 2

19.2%
41 3

17.4%
37 4

9.4%
20 5

12.2%
26 6
0%
0 7
Proximity to healthcare facilities

18.3%
39 22.5%
48 21.6%
46 14.6%
31 15.5%
33 7.5%
16 0%
0 out of 235 answered
DRAFT
1 2 3 4 5 6 7
Proximity to grocery stores and essential services

9.4%
20 1

17.8%
38 2

25.8%
55 3

22.1%
47 4

16.9%
36 5
8%
17 6
0%
0 7
Limited or no proximity to local schools or neighborhoods

21.6%
46 1

10.3%
22 2

12.7%
27 3

7.5%
16 4

13.6%
29 5

34.3%
73 6
0%
0 7
Availability of existing buildings suitable for conversion

9.4%
20 1

18.8%
40 2

12.2%
26 3

26.3%
56 4
23%
49 5

9.9%
21 6

0.5%
1 7
DRAFT
Compatibility with surrounding land uses

17.8%
38 1

12.2%
26 2

8.5%
18 3

12.2%
26 4

21.1%
45 5

28.2%
60 6
0%
0 7
Based on the factors included in the previous question, do you have any speci"c suggestions for potential locations for a Low-Barrier Navigation Center in the city of Lakeport? If so, please describe below.
155
Centrally located between existing public spaces and grocers o# of Lakeport Blvd. Do not discount surface parking lots as opportunities for development.

Next to City Hall.

Bus route
No
City Hall
out of 235 answered
DRAFT
Yes. The City of Clearlake.

North high street shopping center, county building on Forbes once the new courthouse is built. Martin Street
I would absolutely veto any sort of homeless shelter within the city of Lakeport. As a business owner in city limits, we already deal with the homeless around our business.

Outside of Lakrport. This is a drastically BAD idea and will only attract more homeless and crime.

Homeless persons already have enough of a hard time getting around i think that being closer to schools is a good thing as there are many who have school aged children and being located closer to schools would bene"t them as well as schools tend to have more patrols eyes and ears around them it would also help the children who are not homeless better understand that homeless persons are not that much di#erent then themselves and are not to be judged as subhumans perhaps instilling values and ideas that will have long lasting positive change
Sorry not at this time
If it has to be done, put it in a spot that won't harm property values. This should decrease the appeal, and keep the center as a last resort option instead of a system to be exploited.

Con"ned correction facility seems "tting
Near the police station or one of the empty stores by cvs DRAFT
No
No good locations in the City of Lakeport
The old Record-Bee building on S. Main.

Maybe the old bowling ally because it’s close to hospital and AA meetings location also it’s large and can accommodate people with indoor and outdoor spaces Right on Main Street to keep the center transparent.

Hand up not hand out
no
Old bowling alley
There's empty shops on 11th street by CVS
The big empty building near Bevins and Lakeport Blvd. The county should buy that property and put it to good use.

No
Near the Hospital and Jail
DRAFT
Possi;ly the old shopping center on the cirner of Lakeport Blvd and Bevins? The courthouse once they build the new one
Old bowling alley
No
no
North lakeport closer to sutter
Grocery Outlet / $ store complex?
No
Old thrifty store near McDonalds or out by the old drive-in How much does this cost
Most homeless are living that way by choice..ramped public drug and alcohol use.why should they be rewarded for not being prosperous members of society.didnt the state just make it illegal to sleep/camp outside.

The mall that had the bowling alley
DRAFT
Somewhere west of the highway, away from neighborhoods and families.

Unoccupied buildings
The fair grounds the vista point shopping mall city should have kept that place Not the city of LAKEPORT!!!!!!!!!!!!!!!
Near the old kmart building area
Homeless people do not need more free handouts than they already have now. They choose to be homeless. Stop supporting the free ride.

Not in the city of Lakeport. Most of the homeless are not from Lakeport or Lake County.

Enforcing the laws that exist will make Lakeport uncomfortable for them to be homeless and they will go back to where they originated.

Middle of lake
Former shopping center on Lakeport Blvd; this location has the capacity and infrastructure that may provide adequate space, be close to transportation etc. 911 ambulance services are called constantly to these centers, no other emergency services available
Focus on paving Main Street. Enforce the law and keep our community safe DRAFT
Not in my neighborhood
If the City were to establish a Good Neighbor Policy for the Low-Barrier Navigation Center providing a set of community guidelines for respecting all neighbors and institutions, what elements should be included in such a policy? (Select all that apply) 231
Cleanliness and maintenance standards 209 resp. 90.5%
Security measures 193 resp. 83.5%
Communication channels for concerns and feedback 167 resp. 72.3% Noise control 152 resp. 65.8%
Regular community meetings 113 resp. 48.9%
Other 34 resp. 14.7%
Inviting public space adjacent to encourage positive community engagement out of 235 answered
DRAFT
Facility design is important for this - outside area that is fenced for the privacy of the people using this center is important
N/A
Do not establish a low barrier service center in Lakeport.

No homeless shelter at all.

Police. Drug testing. A full time law enforcement o$cer.

Unhoused persons really arent scary or even anymore lawless than the housed many things all chip away at some peoples housing being it bad luck bad relationships bad choices , however with the exception of mental illness most homeless people are not bad neighbors that said desperate people housed or not think di#erently then those whom have some "nancial wiggle room
Increased police presence ot availability
Community outreach and community engagement
Free/low-cost events to bring people together
How community members can help.

It can't be done.homeless living in free shelter will trash the neighborhood their housed DRAFT
Not the city of LAKEPORT!!!!!!!!!!!!!!!
Don’t create another free home for the homeless.

Better have security
Drug and alcohol use standards
Neutral ombudsperson to make sure that any accusations directed toward residents aren't simple prejudice.

No access outside facility
Keep them out
Take into the fact of them using drugs and alcohol. And most of them need some meds to help them . I don't believe there are very many that are sain Drug free zone! Drug testing and/or drug treatment programs Strict enforcement of rules regarding respect for others.

Funding outreach
An e#ective Volunteer Recruitment Program
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Escalating standards for nuisances (e.g., an increase in community concerns or police interventions would trigger stricter guidelines, mitigation measures, and more frequent community communications about the steps being taken toward mitigation.

What alternative policies or solutions should the City of Lakeport consider to address homelessness? (Select all that apply)
230
Enhanced mental health services 187 resp. 81.3%
Expanded substance abuse treatment programs 181 resp. 78.7% Increased a#ordable housing 121 resp. 52.6%
More job training programs 107 resp. 46.5%
Other 37 resp. 16.1%
out of 235 answered
DRAFT
Increasing/ improving housing supply drastically across a broad range of a#ordability Bus tickets for the drug addicts and alcoholice to Sacramento.

Stricter policies by police and code enforcement. Kind hearted solutions don't work.

You are going to attract more problems. Other cities have already done this and failed.

Most people have many di#erent things happening in their lives being homeless just adds an extra layer of stress making some of the simplest tasks seem impossible many that are or havent been homeless do not seem to understand this and feel that homeless persons have nothing to do then what is asked of them to acquire the resources and help they need . There needs to be some sort of mentoring program where homeless people are teamed up with someone who listens and can o#er meaning options for them based upon what they feel they most need . Many programs are very rigid where if someone wants help they have to "t into this box or that box do this or do that we need to have rules that are !exible with knowledge people that listen verify and o#er pathways dependent upon what the persons needing help believe they need most
Relocate them away from our city
Arrest people for Trespassing or squatting, If they are choosing to be homeless Give them a bus ticket to get out of the city/ county
More long term residential recovery centers
Health
DRAFT
Ride out of town..return go to jail.

Enforce no public camping laws. Enforce drunk in public laws Governor's guidelines, he knows more than I do about this.

You can’t force someone to want to do better. They choose this life.

Enforce the existing state and municipal laws that are on the books rather than establishing policy that can’t be enforced.

Enough with taxes. Can I please, please support my,my family Bus them to San Francisco
none
Military service
Bus fare to the city of San Francisco
All of the above
Transportation resources
DRAFT
I'm basing my responses assuming the state pays for the majority of these programs, because apparently This city can't a#ord to re-pave Main St.

Work opportunities
A-D are all important. The Sacramento Food Bank and Family Services nonpro"t is not a navigation center or shelter, but it provides food, clothing, career training, counseling, and many other services under one roof. Something similar on a smaller scale would be very complementary to a navigation center.

Prosecute the lawbreakers. Give people a bus ticket, put them on a bus, and send them back to where they came from,
Are there current Policies that can be expanded include said services? read the Lakeport Housing Element
A) there is no a#ordable housing to be had in CA, B) the "rst "mental health" service you can do for these people is to make them do some sort of basic work...what mentalhealth services would work on these people? That is a failed avenue, nationwide C) yes, if they can be trained. But if they can't? They can still do menial labor, at the very least.

D) like for (B), exactly what? do any of these work? L.C. has four times the rate of hep C, per capita, than any county in CA (my doctor told me that).

Unknown
Literacy and job training skills.

DRAFT
Zero tolerance—sounds harsh but if it’s not allowed we wouldn’t have to go to such extents to accommodate it
Evidence based harm reduction programs
Enforcement of laws pertaining to drugs and alcohol, trespassing, squatting, littering, loitering
Portable shower/laundry/health services available to the unhoused Zero tolerance and maximum enforcement of property crime, disorderly conduct, littering, public urination/dedication
Housing is way too high and there aren't many options. Low income housing has increased, however it doesn't address those who are homeless but have an income and can't a#ord to rent or buy.
actually lock up people who are being a menace to the community Transit passes to current programs
Please share any additional comments or suggestions regarding the proposed Low-Barrier Navigation Center or addressing homelessness in the city of Lakeport. 116 out of 235 answered
DRAFT
Should be in a relatively !at part of town for accessibility to people of all ability levels Spend the money on something that is not a waste of money and time. Spend the money on infrastructure.

Select and train Outreach workers from among the previously homeless Lakeport does not have a bad homelessness problem
This is a horrible idea that will result in a noticeable increase in crime, drug use and homelessness in the city.

Once center is established, have a dedicated "eld 2 deep team on the street 4 hours minimum daily helping homeless.

If you build it, they will ALL come.

This has been done so many times before and other areas and is always a complete failure. All you are going to do is attract homeless from Clearlake and Ukiah into Lakeport! Why on earth would anyone want to do that? Take a look at San Francisco or Santa Rosa with all their services and how well that is working out for them. Attracting homelessness to Lakeport will increase burglaries and assaults.

Please do not put this someplace out of the way and hidden from everyone , this idea should be put where everyone can take pride in the way we handle people down and out . O#er hands up not only hand outs and o#er ways that those who receive help can give back once they get back up on their feet
DRAFT
I do not believe that the expenses involved in this type of program should be solely born by taxpayers in the City. If Lakeport develops a program that is attractive to homeless individuals the word will get out and they will !ock from everywhere. I believe a partnership with County and State Agencies would reduce the burden on Lakeport tax payers.

I think addressing this is long over due. But better than not at all.

Don't do it.

My family is against putting in any kind of homeless shelter or low barrier navigation center. It will cause more of an issue than a solution. Taxes will increase on top of criminal activity. This is completely absurd and the city needs to spend money on "xing roads before catering to the homeless.

I do think we have plenty of services available for the homeless and many Choose that life because of drug addictions and mental health. Bringing the homeless shelter to the old juvenile hall has caused nothing but a bunch of clear lake trash to end up in Lakeport.

Because Lakeport is a small town, it will bring down all of our property values, please have it outside city limits.

Homelessness has it's roots........legalized marijuana
Current mobile crises team is overwhelmed, we need more services in that sector. Peer support members that hold meetings within the current shelters and training sta# on crisis situations. Provide more emergency resources to the response team Where did the funds come from?
DRAFT
Where did the funds come from?
Make it safe
It is a county, and state wide need, so local solutions, as the have been tried before, fail after lots of money is spent. There is never enough money available or spent in the correct way, so all is done is patch work. Then the "nger pointing starts. Years later people forget the reasons it failed, and then waste time doing it again.

Many people want to stay homeless they have an addiction problem and don’t like following rules such as no smoking cigarettes or marijuana at housing cites I think it will help those in need for sure help them get clean and to "nd jobs.

It's fantastic that this is being addressed! I think more surveys like this one should be utilized, and maybe even mailed to all county residents so everyone has a chance to give much needed input. I hope there is outreach for community volunteers to help with this as well.

None
Work harder towards it like your saving your very own children’s lives.

I wish I was wise enough to know the solution.
all the programs must be temporary with a sunset clause to meet goals A good place for the center would be close proximity to the jail so possible services could overlap
DRAFT
could overlap
Provide hot meals
Lakeport residents do not want low/no income housing units in the city. They decreased property values. There is a larger portion of homeless people in Clearlake and more rehab centers there already. If you create this program it should be done in Clearlake instead as that actually makes more sense to do and then partner with them to transport people in lakeport to a center in Clearlake were it actually would make sense to have this.

I'm assuming you'll be collaborating with other partners in the County and not taking on the full responsibility. For instance, in question 11, I see utilizing existing services for everything except increasing housing. It seems duplicative to have the City create all those services. And I'm not sure it needs to be the City to take the lead on this project-- aren't there other organizations more aligned with the issue to take the lead, of which the City can be one entity at the table?
I am really happy to hear that the county is considering such a plan but please also let's address the seriousness of homeless and sick stray cats and dogs that also need help out there in our county. We need a new program for them. I really believe that we need a programfor an authorization to put down the sad homeless sick animals they have no quality of life and no one to love them and care for them that needs to be included.

Thank you. For an authorization to put down the sad homeless sick animals they have no quality of life and no one to love them and care for them that needs to be included.

Thank you.

Encampments should never be allowed due to the amount of cleanup. If property owners have rules to maintain their homes, then homeless should also. They should be shown what is a proper shelter and what can be stored at their site. The blight that follows homeless sites is what most folks have issues with. If their sites looks cared for and managed, a lot of communities would be more accepting DRAFT
I feel that these homeless aren’t from our area and dropped o# here from the city putting out community in danger
Help those who truly need it and are willing to do the work to help themselves. Outlaw loitering and sleeping on the street so those unwilling to improve will leave town, taking the crime and drugs with them.

Interview homeless people do intake and get severe mental health problems sent to mental healthcare facilities for treatment before they set "res or kill people. Stop using jail for mental health warehouse.The old castle could have been used for homeless before the dorms and f Kit
Do not allow this in the city of Lakeport!! Down town for a majority of the year is a tourist based economy and can not a#ord to have homeless that do not contribute to our community driving revenue away bye making our downtown uncomfortable, unhealthy, and unsafe.

Severe homeless problems chase paying people away from businesses. We go where its safe.

You’re going to make the crime rate go up. You’re going to make the small town businesses become more scared of shoplifting or more people spreading fecal matter down the sidewalks. You’re creating a not safe community for the towns kids.

The idea of an LBNC in the city of Lakeport is a bad idea.

First
For those who refuse the opportunity and services that this would provide, they need DRAFT
to be encouraged to relocate. Many who refuse services need mental assistance.

Unfortunately when they refuse trying to convince them is not successful and you cannot force them to do anything.

Many services already available. Vast majority of homeless have mental health issues due to drug use, and can not be forced into treatment facilities. More services brings in more homeless individuals, puts more of a strain on police and emergency services.

Increases safety concerns within the community
Lock up the mentally ill please. I’m tired of watching our state deteriorate.

More a#ordable housing for low to middle income working families is needed.

Bus them to San Francisco
stop letting the banks control our communities
Cooperation with relevant agencies and services.
lake county has enough problems, this would bring more
Need more a#ordable housing and "nancial support for low income people as well as the homeless a lot of us are one step away from being on the street because of high rent and utilities. Also the transportation system sucks and it’s hard to get anywhere DRAFT
If you are interested in providing additional feedback related to the Low-Barrier Navigation Center feasibility study, please provide your contact information so a team member can follow up with you. (Optional.)
49 out of 235 answered
DRAFT
For purposes of con"rming that you are a Lakeport resident, while remaining anonymous, please write the street name where you live.
235
4th St
Giselman and Robles
I am not a resident. But I work at the Courthouse
Fairview Way
Main St
Shirley
9th
Sayre
Montana Vista Street
Helena Ave
out of 235 answered
DRAFT
Bevins
Crawford
N. Main
La#erty
Oh darn sorry didn't realize it was limited to residents Terrace Drive 95453
255 n forbes
SHORELINE VIEW wAY
South Russell st
Armstrong street
Konocti ave
Konocti Avenue
Martin St.

DRAFT
Martin St.
5th street
Martin St.

Forbes Street
Mellor Drive
19th
Manzanita st
A Clearlake resident. same problems here.

Robin Hill Dr
Hartley st
Mellor Drive
4th Street
Zuni court
DRAFT
Clearlake
Robinson Rancheria Scotts Valley Property
Rodello Rd
Hartley
N Main Street
Martin Street
Not a lakeport address clearlake sorry I thought this was for the whole area lake county Robin Hill
Eickho# Road, Lakeport
Forbes
1232 Martin
Forbes St.

Shirley ct
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Powered by Typeform
I am not a Lakeport resident, but serve on LEDAC.

Foothill Dr.

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City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 125
Appendix 3: Potential Sites & Properties Scoring Matrix DRAFT
City of Lakeport Navigation Center
Feasibility Study
Lakeport Navigation Center
Potential Sites 1st 2nd
Address 2150 S. Main St. Score
1-5
901 Larrecou Ln. Score
1-5
APN 005-050-01 025-472-06
Owner Private City of Lakeport
Site Acres 1.82 4.68
Site Size SF 79279 3 203801 4
Existing Structure Size 14250 5 x
Year Built 1988
Price $1,350,000.00 $0.00
Cost per Site SF $17.03 $0.00
Zone C2 5 C2 5
Adjacent Zoning C2, C3, and R5 nearby 3 C2 and PCU 5
Zone Ordinance Restrictions No 5 No 5
General Plan Designation Community Commercial 4 Public / City 5 Is Use Permitted Maybe 4 Yes 5
Flood Zone Map No 5 No 5
Charactoristics / Terrain Relatively flat 4.5 Minor slope on frontage 3 Existing City & County Assetts That are Underused N/A
4 Yes
5 Proximity to Public Transit Less than 100 feet, and accessible 5 Two Public transit stops - One at South end of property, and one to the East, in proximity to senior center. 2
Sensitivity to Neighborhood - Residential Slight impact 4 No Impact
5 Sensitivity to Neighborhood - Commercial Somewhat Impact 4 Somewhat Impact
3 Least Disruptive to Neighborhood and Communities Little or low disruption to surrounding properties 5 Little or low disruption to surrounding buildings
5 Available Utilities and Services Yes 5 Unknown 3
Accessibility to Site Will require minimal work at existing sidewalks and building 4 Size is currently undeveloped. Accessibility features will be included in site development.
3 Required parking: 25 stalls for cars, 2 RVs Already has enough paved parking 5 Yes, will require site development
4 Average scoring 4.66 4.19
Comments: Existing 14,250 sf CMU building can be used for community building Overall Approval Rating/Comment Overall a good location, although too large of a site and building for what we need. Perhaps, it could be considered for multi-use by City/County in addition to Navigation Center.

Overall, this site provides good potential. It's a undeveloped parcel open for development and possibility. This is the City's preferred site.

DRAFT
City of Lakeport Navigation Center
Feasibility Study
Lakeport Navigation Center
Potential Sites 3rd 4th
Address 922 S. Forbes St. Score
1-5
910 Bevins St. Score
1-5
APN 025-621-19 025-472-03
Owner Private City of Lakeport
Site Acres 0.46 1.68
Site Size SF 20037 2 73181 3
Existing Structure Size 9000 x
Year Built
Price $743,361.00 $0.00
Cost per Site SF $37.10 $0.00
Zone C2 5 C3 5
Adjacent Zoning C2, R2, and R3 2 C2 and C3 5
Zone Ordinance Restrictions No 5 No 5
General Plan Designation Major Retail 4 Heavy Retail 3
Is Use Permitted Maybe 4 Yes 5
Flood Zone Map No 5 No 5
Charactoristics / Terrain Relatively Flat, existing building 5 Sloped lot, 2 story building 1 Existing City & County Assetts That are
Underused
County CWS office
5 Yes 5
Proximity to Public Transit Within 600 feet, but no sidewalk on Lakeshore side. 2 Across the street, may require crosswalk 3.5
Sensitivity to Neighborhood - Residential Somewhat impact. Apartment just north of the building. Single family homes just west of the building. May require support from neighbors. 3 No Impact 5
Sensitivity to Neighborhood - Commercial Somewhat impact. 4 Somewhat Impact 3
Least Disruptive to Neighborhood and
Communities
Change in type of social services provided
4 Potential disruption to surrounding businesses 3
Available Utilities and Services Yes 5 Yes 5
Accessibility to Site Good ADA access throughout; minor mods possible depending on configuration.
5 Somewhat and will require ADA mods from City Sidewalk to buildings 3 Required parking: 25 stalls for cars, 2 RVs Fenced, unfenced parking via lease with law office. 4 Yes 4
Average scoring 4.00 3.97
Comments: Would involve negotiation with county DSS, owner to vacate premises.

Separate negotiation with Ewing & Associates for parking lot lease.

Overall Approval Rating/Comment Overall a very suitable location and facility, barring any heavy objection from the neighoring residents.

Overall good site, But slopes beyond 5% witin the site will require regrading/paving, possibly retaining walls. Cost issue.

DRAFT
City of Lakeport Navigation Center
Feasibility Study
Lakeport Navigation Center
Potential Sites 5th 6th 7th
Address 916 N. Forbes St. Score
1-5
1329 Todd Rd. Ext Score
1-5
52 Soda Bay Rd. Score
1-5
APN 026-274-07 005-042-16 008-001-28, 008-001-29, 008-001-30, and 008- 001-31
Owner City of Lakeport Private Private
Site Acres 0.24 1.58 25.73
Site Size SF 10454 1 68825 2 1120799 2
Existing Structure Size x 900 23779 sf
Year Built 1978
Price $0.00 $641,000.00 $1,750,000.00
Cost per Site SF $0.00 $9.31 $1.56
Zone R3 4 C2 3 C3-DR 5
Adjacent Zoning PO, C2, and R3 1 C2 5 C3-DR, and C3FF 5 Zone Ordinance Restrictions No 5 No 5 No 5
General Plan Designation Current Office Space 3 Commercial Community Commercial 3 Is Use Permitted Yes 5 Maybe 2 Yes 5
Flood Zone Map North Property Line is on A0 Flood Zone Boundry 4 No 5 No 4 Charactoristics / Terrain Approx 2,400 sf office building on site 5 Lots of slope 1 Reasonably accessible 4 Existing City & County Assetts That are
Underused
Yes
5 N/A
4 N/A
3 Proximity to Public Transit Nearest Transit Stop is about 300' from site 3 within 500 feet but path is not accessible. Public Transit stop is on Parallel Drive, North of the Todd Road and
Parallel Drive round-a-bout. Todd Road Ext is too steep 1 Es
2 Sensitivity to Neighborhood -
Residential
Somewhat Impact
1 Minor impact
5 Low Impact - but would have an impact on
theatre which in turn would have impact on
neighborhood.
2 Sensitivity to Neighborhood -
Commercial
Potential impact to adjacent offices
2 Minor impact
4 Low Impact
2 Least Disruptive to Neighborhood and
Communities
Considerable dissruption to residential properties
2 Little or low disruption to surrounding properties
5 Little or low disruption to surrounding
properties
2 Available Utilities and Services Yes 5 Yes 4 No water - site is on private well 1 Accessibility to Site Level or near level
5 Will require grading work
1 Use will probably require frontage curb,
gutter, and sidewalk for accessibility.
3 Required parking: 25 stalls for cars, 2
RVs
Room for apprx 12 cars. Not enough parking for 25 cars and 2 RVs.
0 Enough room, but accessibility from the street may be difficult 4
Parking lot primarily for theatre, New parking
lot will be required 1
Average scoring 3.19 3.19 3.06
Comments: Too small, should not be considered Has 23,779 SF existing structure that may be reused. Has a lot of un-usable space. Lease
condition
Overall Approval Rating/Comment Overall, the site and building is too small. Not a suitable facility and should not be considered.

Overall, not the most favorable site. Will require
complete development of site with regrading, paving and utility connections.

Overall, it's in a good location, but the site
and building are too big for what we need for
the Navigation Center. Cost of property
acquisition should be considered and may be
an issue. Theatre and drive-in lot are
currently ran under a operation lease and
would need to be negotiated with owner or
bought out. Because theatre would not be
viable for LBNC, new Center would need to
DRAFT
be built in vacant land on lot.

City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 129
Appendix 4: Property Summary Reports
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2150 S Main St - Lake County Record

PREPARED BY
Jeff Berris
Managing Director
Underwriting Report
14,250 SF Industrial Warehouse
DRAFT

SUBJECT PROPERTY
Property Details 1

MARKET SUMMARY
Clearlake Market Summary 7
Clearlake Economic Summary 8

PEER PROPERTIES
Peer Properties Summary 13
Peer Property Photos 15
Peer Property Comparison 17
Peer Property Details 21

LEASING ANALYTICS
Vacancy Analytics 28
Rent Analytics 32
Absorption Analytics 33
Leasing Analytics 34

LEASE COMPS
Lease Comps Summary 37
Lease Comps Details 39

CONSTRUCTION
Overall Construction Summary 41
Clearlake Construction 42
Construction Activity 43
Under Construction Summary 48
Under Construction Details 50
Completed Construction Past 12 Months 51
Deliveries Past 12 Months Details 53

SALE COMPS
Investment Trends 55
Sale Comps Detail 58
Sales Volume 60
Sales Pricing 61
Cap Rates 63
Top Buyers & Sellers 64
Table Of Contents
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365
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Subject Property
2150 S Main St - Lake County Record
Lakeport, CA 95453 - California North Rural Area

LOCATION
Distance to Airport: -
Distance to Seaport: 111.9 mi
Population 500 Mile Radius: 41,428,634
Population 250 Mile Radius: 14,501,090
Population 50 Mile Radius: 561,822
Distance to Rail Terminal: 104.0 mi
OWNER
Carl E & Linda L Olson
Purchased Jan 2015
$580,000 (-/Unit)

PROPERTY
Type: Warehouse Tenancy: -
Park: - Construction: -
RBA: 14,250 SF Column Spacing: -
Year Built/Renov: 1988 Truck Wells: -
Ceiling Height: - Rail Served: None
Docks: 2 ext Sprinklers: -
Drive Ins: - Power: -
Truck Court: - Cranes: -
Land Square Feet: 81,893 SF Levelators: -
Office: - Taxes: -
Parking: 131 Surface Spaces are available; Ratio of 9.19/1,000 SF Features: Air Conditioning
12 MO. LEASING ACTIVITY SF
Subject Property:

Peers Total:
-
-
Peers Count: 15
Peers Avg: -
Peer Submarkets Total: 56,803
Peer Submarkets Avg: 134

ASKING RENT PER SF
Current:

Last Quarter:
-
-
Year Ago: -
Peers: -
Peer Submarkets: $0.64

VACANCY
Current:

Last Quarter:

98.2%
0%
Year Ago: 0%
Peers: 0%
Peer Submarkets: 9.0%

AVAILABLE SPACES
Currently No Available Spaces
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 2
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Subject Property
Tenant Industry Floor SF # Emps Move Date Exp Date

KEY TENANTS
California Newspapers Partnership Wholesaler 1st 14,412 - Jan 2015 - Penny Slaver Professional, Scientific, a… 1st - 2 Feb 2016 - CoStar Research Moving Out Moving In My Data Shared Data 9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 3
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Subject Property
Primary Building
Building
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 4
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Subject Property

PRIMARY LEASING COMPANY
Carl E Olson
San Anselmo, CA 94960
55 W Oak Knoll Dr
(415) 721-0772
Carl Olson
Owner
[email protected]
(415) 721-0772 (p)
(415) 203-2486 (m)

TRUE OWNER
Carl E & Linda L Olson
San Francisco, CA 94114
4248 23rd St
(415) 721-0772
Carl E. Olson
(415) 824-8822

RECORDED OWNER
Carl Edward Olson
San Anselmo, CA 94960
55 W Oak Knoll Dr
(415) 824-8822

PROPERTY MANAGEMENT
Twenty Lake Holdings
www.twentylake.com
Stamford, CT 06901
300 Main St
(646) 979-9573
Joseph Miller
President
[email protected]
(646) 790-5553
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DRAFT
2150 S Main St - Lake County Record

PREPARED BY
Jeff Berris
Managing Director
Market Summary
14,250 SF Industrial Warehouse
DRAFT
No Data Available
No Data Available
No submarket data available for this property.
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 7
DRAFT
Clearlake Market Summary
Clearlake Industrial
Vacancy in the Clearlake industrial market is 5.0% and
has increased by 0.7% over the past 12 months.

Meanwhile, the national average increased by 1.6%.

During this period, there has been 6,200 SF of negative absorption and no net deliveries.

Within this market, logistics space is by far the largest subtype with 630,000 SF in this category, followed by
190,000 SF of specialized space and 53,000 SF of flex
space. With total inventory at 870,000 SF, Clearlake is much smaller than the average industrial market.

Rents are around $10.40/SF, which is a 0.7% increase
from where they were a year ago. In the past three
years, rents have increased a cumulative 15.2%.

Furthermore, this is a structurally inexpensive market, with average rents below the national average of
$12.00/SF.

There is nothing under construction, and nothing has
delivered in the past three years. There have been
6 sales in the past year.

Over the past three years, there have been 14 sales,
which have traded for approximately $20.0 million.

During this time, the market cap rate for Clearlake has increased to 7.6%, higher than its trailing three-year
average of 6.9%.

NET ABSORPTION, NET DELIVERIES & VACANCY
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DRAFT
Clearlake Economic Summary
Clearlake Industrial
Source: Oxford Economics

JOB GROWTH (YOY)
UNEMPLOYMENT RATE (%)
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 9
DRAFT
Clearlake Economic Summary
Clearlake Industrial

NET EMPLOYMENT CHANGE (YOY)

MEDIAN HOUSEHOLD INCOME
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DRAFT
Clearlake Economic Summary
Clearlake Industrial
POPULATION GROWTH (YOY %)

NET POPULATION CHANGE (YOY)
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DRAFT
Clearlake Economic Summary
Clearlake Industrial

DEMOGRAPHIC TRENDS
Current Level 12 Month Change
Demographic Category Metro US Metro US
10 Year Change
Metro US Metro US
5 Year Forecast
Population - 336,651,094 - 0.5% - 0.5% - 0.5%
Households - 131,568,281 - 0.7% - 0.9% - 0.6%
Median Household Income - $78,007 - 2.3% - 3.9% - 3.5%
Labor Force - 168,290,000 - 0.5% - 0.8% - 0.5%
Unemployment - 3.9% - 0.2% - -0.2% - -
Source: Oxford Economics

POPULATION GROWTH
Source: Oxford Economics

LABOR FORCE GROWTH INCOME GROWTH
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DRAFT
2150 S Main St - Lake County Record

PREPARED BY
Jeff Berris
Managing Director
Construction
14,250 SF Industrial Warehouse
DRAFT
20,124 0 0 0
All-Time Annual Avg. SF Delivered SF Past 8 Qtrs Delivered SF Next 8 Qtrs Proposed SF Next 8 Qtrs PAST 8 QUARTERS DELIVERIES, UNDER CONSTRUCTION, & PROPOSED

PAST & FUTURE DELIVERIES IN SQUARE FEET
Overall Construction Summary
2150 S Main St - Lake County Record
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 42
DRAFT
Clearlake Construction
Clearlake Industrial

DELIVERIES & DEMOLITIONS
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 43
DRAFT
UNDER CONSTRUCTION IN SQUARE FEET (30 Mile Radius)
PROJECTED DELIVERIES IN SQUARE FEET (30 Mile Radius)
Construction Activity
2150 S Main St - Lake County Record
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DRAFT
Construction Activity
2150 S Main St - Lake County Record
DELIVERIES IN SQUARE FEET (30 Mile Radius)
STARTS IN SQUARE FEET (30 Mile Radius)
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DRAFT
Construction Activity
2150 S Main St - Lake County Record
PERCENT OCCUPIED AT DELIVERY (30 Mile Radius)
DELIVERIES AND OCCUPANCY IN SQUARE FEET (30 Mile Radius) 9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 46
DRAFT
Construction Activity
2150 S Main St - Lake County Record
NEW CONSTRUCTION OCCUPANCY AFTER DELIVERY BY YEAR BUILT (30 Mile Radius) NET ABSORPTION IN SQUARE FEET (30 Mile Radius)
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 47
DRAFT
Construction Activity
2150 S Main St - Lake County Record
ASKING RENT PER SQUARE FOOT (30 Mile Radius)
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 48
DRAFT
0 0 - -
Properties Square Feet Percent of Inventory Preleased

UNDER CONSTRUCTION PROPERTIES

UNDER CONSTRUCTION SUMMARY STATISTICS
Low Average Median High
Building SF - - - -
Ceiling Height - - - -
Docks - - - -
Preleasing - - - -
Estimated Delivery Date - - - -
Months to Delivery - - - -
Construction Period in Months - - - -
Star Rating
Under Construction Summary
2150 S Main St - Lake County Record
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DRAFT
Under Construction Summary
2150 S Main St - Lake County Record
No under construction properties found.
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DRAFT
Under Construction Property Details
2150 S Main St - Lake County Record
No under construction properties found.
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 51
DRAFT
0 0 - -
Properties Square Feet Percent Leased Asking Rent
COMPLETED CONSTRUCTION PAST 12 MONTHS

CONSTRUCTION SUMMARY STATISTICS
Low Average Median High

RBA - - - -
Ceiling Height - - - -
Docks - - - -
Leases Signed - - - -
Percent Leased - - - -
Asking Rent - - - -
Star Rating
Completed Construction Past 12 Months
2150 S Main St - Lake County Record
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DRAFT
Completed Construction Past 12 Months
2150 S Main St - Lake County Record
No Completed Construction Past 12 Months
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DRAFT
Deliveries Past 12 Months
2150 S Main St - Lake County Record
No Deliveries Past 12 Months
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DRAFT
2150 S Main St - Lake County Record

PREPARED BY
Jeff Berris
Managing Director
Sale Comps
14,250 SF Industrial Warehouse
DRAFT
Investment Trends
2150 S Main St - Lake County Record
4 6.7% $127 0%
Sale Comparables Avg. Cap Rate Avg. Price/SF Avg. Vacancy At Sale

SALE COMPARABLES LOCATIONS

SALE COMPARABLES SUMMARY STATISTICS
Sales Attributes Low Average Median High
Sale Price $800,000 $1,950,000 $1,350,000 $4,300,000
Price/SF $70 $127 $98 $196
Cap Rate 6.1% 6.7% 6.7% 7.3%
Time Since Sale in Months 1.1 9.4 8.5 19.4
Property Attributes Low Average Median High
Building SF 9,600 15,345 14,946 21,888
Ceiling Height 12' 17' 17' 22'
Docks 2 2 2 2
Vacancy Rate At Sale 0% 0% 0% 0%
Year Built 1985 1990 1989 1999
Star Rating 2.3
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 56
DRAFT
Investment Trends
2150 S Main St - Lake County Record
Property Name - Address Rating Yr Built Bldg SF Vacancy Price Price/SF Property
Sale Date
Sale
Cap Rate
1 - 650 Babcock Ln 1985 15,731 0% 8/8/2024 $1,100,000 $70 - 2 - 11735 Socrates Mine Rd 1989 9,600 0% 7/26/2024 $800,000 $83 - 3 - 1441 Grove St 1999 21,888 0% 5/31/2023 $4,300,000 $196 6.1% 4 - 2020 Industry Rd 1988 14,160 0% 1/31/2023 $1,600,000 $113 7.3% 9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 57
DRAFT
Investment Trends
2150 S Main St - Lake County Record

CLEARLAKE INVESTMENT TRENDS
There have been 6 sales in the past year.

Over the past three years, there have been 14 sales,
which have traded for approximately $20.0 million.

During this time, the market cap rate for Clearlake has increased to 7.6%, higher than its trailing three-year
average of 6.9%.

SALES VOLUME & MARKET SALE PRICE PER SF
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 58
DRAFT
Sale Comps Details
2150 S Main St - Lake County Record
1 650 Babcock Ln
Distance to Subject Property: 17.0 Miles
SALE
Sale Type: Investment
Sale Date: 8/8/2024
Time On Mar… 55 Days
Sale Price: $1,100,000
Price/SF: $70

PROPERTY
Year Built/Re… 1985
RBA: 15,731 SF
Ceiling Height: 14'
Docks: 2 ext
Vacancy At S… 0%
Parking: 16 Surface Spaces are…

SALE TERMS
Financing: 1st Mortgage Bal/P… CONTACTS
Buyer: For Kindness Stand
Seller: Reyes Coca-cola Bottli…
Listing Broker: JLL - Tony Sarno
2 11735 Socrates Mine Rd
Distance to Subject Property: 20.9 Miles
SALE
Sale Type: Investment
Sale Date: 7/26/2024
Sale Price: $800,000
Price/SF: $83

PROPERTY
Type: Warehouse
Year Built/Re… 1989
RBA: 9,600 SF
Ceiling Height: 20'
Power: 480v 3p
Vacancy At S… 0%
Rail Served: None
Parking: 25 Surface Spaces are…

SALE TERMS
Financing: 1st Mortgage: Redw…

CONTACTS
Buyer: Joseph A Layman
Seller: Lair Jack & Karen
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 59
DRAFT
Sale Comps Details
2150 S Main St - Lake County Record
3 1441 Grove St
Distance to Subject Property: 27.4 Miles

PROPERTY
Type: Warehouse
Year Built/Re… 1999; Dec 2006
RBA: 21,888 SF
Ceiling Height: 22'
Vacancy At S… 0%
Parking: 18 Surface Spaces are…
SALE
Sale Type: Investment
Sale Date: 5/31/2023
Sale Price: $4,300,000
Price/SF: $196
Cap Rate: 6.1%

CONTACTS
Buyer: Stanely & Brenda Kisling
Seller: Stanely & Brenda Kisling
Buyer Broker: W Commercial - Todd S…
Listing Broker: Newmark - Barry Palma

SALE TERMS
Financing: 1st Mortgage: Redw…

TRANSACTION NOTES
This deal was a change in title and shouldn't be used as a comparable. 4 2020 Industry Rd
Distance to Subject Property: 19.5 Miles

PROPERTY
Type: Warehouse
Year Built/Re… 1988
RBA: 14,160 SF
Ceiling Height: 12'
Vacancy At S… 0%
Parking: 18 Surface Spaces are…
SALE
Sale Type: Investment
Sale Date: 1/31/2023
Time On Mar… 308 Days
Sale Price: $1,600,000
Price/SF: $113
Cap Rate: 7.3%

CONTACTS
Buyer: Keith L. Rongey
Seller: Fredric Soderlind, Razo…
Buyer Broker: W Real Estate - Austin…
Listing Broker: Matthew Shapiro - Matt…

SALE TERMS
Financing: 1st Mortgage: Redw…

TRANSACTION NOTES
Subject property is a 14,160 square foot industrial building located at 2020 Industry Road in Ukiah, CA. The property is fully leased to a variety o… 9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 60
DRAFT
Sales Volume
2150 S Main St - Lake County Record

CALIFORNIA NORTH RURAL AREA SUBMARKET SALES VOLUME IN SQUARE FEET

CALIFORNIA NORTH HOS SUBMARKET CLUSTER SALES VOLUME IN SQUARE FEET

CLEARLAKE METRO SALES VOLUME IN SQUARE FEET
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 61
DRAFT
Sales Pricing
2150 S Main St - Lake County Record

NATIONAL PRICE INDICES

REGIONAL INDUSTRIAL PRICE INDICES
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DRAFT
Sales Pricing
2150 S Main St - Lake County Record

MARKET PRICE PER SF
UNITED STATES SALE PRICE PER SF DISTRIBUTION PAST 12
MONTHS
CLEARLAKE SALE PRICE PER SF DISTRIBUTION PAST 12
MONTHS

PRICE PER SF SUMMARY OF SALES IN PAST YEAR
Geography Transactions Low Bottom 25% Median Average Top 25% High United States 15,754 $0.01 $34 $116 $111 $395 $12,215
Clearlake 3 $33 N/A $40 $42 N/A $83
California North HOS 34 $25 $40 $95 $68 $242 $663
California North Rural Area… 21 $25 $37 $82 $66 $174 $250 Selected Sale Comps 2 $70 N/A $77 $75 N/A $83
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 63
DRAFT
Cap Rates
2150 S Main St - Lake County Record

MARKET CAP RATE
UNITED STATES CAP RATE DISTRIBUTION PAST 12 MONTHS CLEARLAKE CAP RATE DISTRIBUTION PAST 12 MONTHS

CAP RATE SUMMARY OF SALES IN PAST YEAR
Geography Transactions Low Bottom 25% Median Average Top 25% High United States 977 0.1% 4.9% 7.0% 7.2% 9.7% 25.0%
Clearlake 0 - - - - - -
California North HOS 2 7.2% N/A 7.7% 7.7% N/A 8.1%
California North Rural Area… 1 7.2% N/A 7.2% 7.2% N/A 7.2% Selected Sale Comps 0 - - - - - -
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 64
DRAFT
Buyers
2150 S Main St - Lake County Record

TOP CLEARLAKE INDUSTRIAL BUYERS PAST TWO YEARS
Purchased at least one asset in California North Rural Area HOS submarket Properties Bought
Company Name Bldgs SF Volume
Properties Sold
SF Volume Bldgs
Fussell, Edward 1 161,000 $6,500,000 0 0 -
Waste Connections 1 9,800 $1,208,000 0 0 -

TYPES OF INDUSTRIAL CLEARLAKE BUYERS PAST TWO YEARS
Company Type Bldgs Millions Price/SF Avg Price
Average Purchase
SF
Buying Volume
Private 1 161,000 $6.50 $40 $6,500,000
User 1 9,800 $1.21 $123 $1,208,000
Private Equity 0 0 - - -
Institutional 0 0 - - -
REIT/Public 0 0 - - -
$0 $1.70 $3.40 $5.10 $6.80
9/11/2024 © 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365 Page 65
DRAFT
Sellers
2150 S Main St - Lake County Record

TOP CLEARLAKE INDUSTRIAL SELLERS PAST TWO YEARS
Sold at least one asset in California North Rural Area HOS submarket Properties Sold
Company Name Bldgs SF Volume
Properties Bought
SF Volume Bldgs
David W. Lanza 1 161,000 $6,500,000 0 0 -
Linda K Sereni 1 9,800 $1,208,000 0 0 -
Lair Jack & Karen 1 9,600 $800,000 0 0 -

TYPES OF INDUSTRIAL CLEARLAKE SELLERS PAST TWO YEARS
Company Type Bldgs Millions Price/SF Avg Price
Average Sale
SF
Selling Volume
Private 3 180,400 $8.51 $47 $2,836,000
Private Equity 0 0 - - -
User 0 0 - - -
Institutional 0 0 - - -
REIT/Public 0 0 - - -
$0 $2.20 $4.40 $6.60 $8.80
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DRAFT
Property Map Overview
2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365

Page 1 ends

9/12/2024
DRAFT
Property Summary Report
901 Larrecou Ln
Lakeport, CA 95453 - California North Rural Area Submarket LAND
Type 2 Star Commercial Land
Land SF - Gross 203,861 SF
Land AC - Gross 4.68 AC
No. of Lots 1
Topography Rolling
Parcels 025-472-060-000

CURRENT CONDITION
Grading Raw land

TRAFFIC & FRONTAGE
Traffic Volume 9,939 on Lakeport Blvd & Bevins St
SW (2022)
14,406 on Lakeport Blvd & Bevins St
NE (2022)
Made with TrafficMetrix® Products

TRANSPORTATION
Walk Score® Somewhat Walkable (62)

PROPERTY CONTACTS
Recorded Owner Lakeport Fire Protection District
445 N Main St
Lakeport, CA 95453
(707) 263-4396 (p)
2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365

Page 2 ends

9/12/2024
DRAFT
Aerial / Map Report
901 Larrecou Ln - Lakeport, CA 95453
© 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365.

Page 3 ends

DRAFT
9/12/2024
Aerial / Map Report
901 Larrecou Ln - Lakeport, CA 95453
© 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365.

Page 4 ends

DRAFT
9/12/2024
Location:

Zoning:

Lot Dimensions:

Proposed Use:

Developer:

Management:

Recorded Owner: Lakeport Fire Protection District
-
-
-
-
Cluster
Submarket
Lake County
Lakeport, CA 95453
-
Type: Land
Improvements: -
Density: -
Parcel Size: 203,861 SF
Parcel Number: 025-472-060-000
On-Site Improv: Raw land
True Owner: -
901 Larrecou Ln
© 2024 CoStar Group - Licensed to Nelson Shelton & Associates Real Estate - 608365.

Page 5 ends

9/12/2024
DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 174
Appendix 5: Potential Sites & Properties Photos
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-1

1. 2150 S. Main St.

APN, Lot Size - 005-050-01; 1.82 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-2

2. 901 Larrecou Ln.

APN, Lot Size - 025-472-03; 1.68 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-3

3. 922 S. Forbes St.

APN, Lot Size - 025-621-19; 0.46 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-4

4. 910 Bevins St.

APN, Lot Size - 025-472-03; 1.68 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-5

5. 916 N. Forbes St.

APN, Lot Size - 026-274-07; 0.24 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-6

6. 1329 Todd Rd. Ext
APN, Lot Size - 005-042-16; 1.58 Acres
DRAFT
City of Lakeport Navigation Center
Feasibility Study
A6-7

7. 52 Soda Bay Rd
APN, Lot Size - 008-001-28, 008-001-29, 008-001-30, and 008-001-31; 25.73 Acres DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 182
Appendix 6: Preliminary Site Plan
For property at 2150 S. Main Street
DRAFT
60$,167
352326('59
9(+,&/(
3$5.,1*$5($
(;,67,1*75$6+
(1&/2685(
352326('02%,/(
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5(&5($7,21$/$5($
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1$9,*$7,21&(17(5&5,7(5,$'2&80(176
&,7<2)/$.(3257
$
29(5$//6,7(3/$1
29(5$//6,7(3/$1

1257+
S. MAIN ST.

PROPOSED RV/

VEHICLE

PARKING AREA

EXISTING TRASH

ENCLOSURE

PROPOSED MOBILE

MEDICAL SERVICES

PROPOSED OUTDOOR

RECREATIONAL AREA

EXISTING

BUILDING

ENTRANCE
EXISTING 1-STORY

BUILDING
14,250 SF.

EXISTING PARKING

EXISTING

SITE ENTRY

EXISTING

SITE EXIT

EXISTING LOADING
DOCK

PROPOSED

LANDSCAPED AREA

EXISTING

LANDSCAPED
AREA
4540 Duckhorn Drive, Suite 300
Sacramento, CA 95834
TEL 916-575-8888
FAX 916-575-8887
Sheet No.

NAVIGATION CENTER

CITY OF LAKEPORT
A0.1

OVERALL SITE PLAN

OVERALL SITE PLAN
10/15/2024
2150 S. MAIN STREET

1.82 ACRES SCALE: NOT TO SCALE
DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 184
Appendix 7: Preliminary Cost Estimate
For property at 2150 S. Main Street
DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget Estimate
Date: July 18, 2024 & revised on October 11, 2024
CSI Description Base Cost Cost/sf Total
1 1 General Conditions $75,087 $5.27 $75,087
2 Existing Conditions $383,832 $26.94 $383,832
3 Concrete $21,500 $1.51 $21,500
4 Masonry $0 $0.00 $0
5 Metals $0 $0.00 $0
6 Wood, Plastics & Composites $70,251 $4.93 $70,251
7 Thermal & Moisture Protection $25,276 $1.77 $25,276
8 Openings $29,563 $2.07 $29,563
9 Finishes $875,429 $61.43 $875,429
10 Specialties $70,380 $4.94 $70,380
11 Equipment $69,069 $4.85 $69,069
12 Furnishings $354,172 $24.85 $354,172
13 Special Construction $0 $0.00 $0
14 Conveying Systems $0 $0.00 $0
21 Fire Suppression $155,332 $10.90 $155,332
22 Plumbing $552,013 $38.74 $552,013
23 HVAC $36,612 $2.57 $36,612
25 Integrated Automation $0 $0.00 $0
26 Electrical $205,397 $14.41 $205,397
27 Communications $0 $0.00 $0
28 Electronic Safety and Security $45,795 $3.21 $45,795 31 Earthwork $0 $0.00 $0
32 Exterior Improvements $162,970 $11.44 $162,970
33 Utilites $182,750 $12.82 $182,750
34 Transportation $0 $0.00 $0
Subtotal $3,315,427 $232.66 $3,315,427
General Contractor Job Overhead 8.00% $265,234 $18.61 $265,234 Design-Build Fees 5.50% $182,349 $12.80 $182,349
General Contractor Markup 5.00% $179,033 $12.56 $179,033 General Contractor Bond 2.00% $78,841 $5.53 $78,841
Construction & Design Contingency 10.00% $402,088 $28.22 $402,088 Market Factor 0.00% $0 $0.00 $0
Construction Cost -- July 2024 $4,422,972 $310.38 $4,422,972 Escalation to July 2025 5.05% $223,360 $15.67 $4,646,332 Escalation to July 2026 10.15% $448,932 $31.50 $4,871,904 Escalation to July 2027 15.20% $672,292 $47.18 $5,095,264 Escalation to July 2028 20.30% $897,863 $63.01 $5,320,835 Escalation to July 2029 25.35% $1,121,223 $78.68 $5,544,195 Additional Soft Cost Items Based on 2024 Costs
Site Acquisition Cost * N/A $1,350,000 $94.74 $1,350,000 Design/inspection Costs * 30.00% $1,326,892 $93.12 $1,326,892 Project Contingency Factor * 20.00% $884,594 $62.08 $884,594 Grant Funding Manager estimated cost * N/A $100,000 $7.02 $100,000 Subtotal $3,661,486 $257 $3,661,486
Total 2024 Cost $8,084,458 $567.33 $8,084,458
* = Based on 2024 known costs, subject to change in subsequent years.

CSI - Lakeport NC Budget 10_11 update R2_MB.xlsx
printed on 10/22/2024 Page 1
DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB 01 00 00 GENERAL REQUIREMENTS 14,250 SF
01 00 00 Temporary Facilities and Controls 14,250 SF 1.96 $0 $0 $0 $27,930 $27,930 $2.11 $30,025 01 00 00 Mobilization 1 LS 13,418.00 $0 $0 $0 $13,418 $13,418 $14,424.35 $14,42401 00 00 Cleaning and Waste Management 14,250 SF 1.00 $0 $0 $0 $14,250 $14,250 $1.08 $15,319 01 00 00 GENERAL REQUIREMENTS 14,250 SF $0 $0 $0 $55,598 $55,598 $4.19 $59,76802 00 00 DEMOLITION 14,250 SF 02 00 00 Assume Minimal Demolition on interior for renovation 14,250 SF 1.00 $0 $0 $0 $14,250 $14,250 $1.08 $15,319 02 00 00 DEMOLITION 14,250 SF $0 $0 $0 $14,250 $14,250 $1.08 $15,31903 30 00 CONCRETE EXTERIOR WALLS 14,250 SF03 30 00 Existing Exterior Wall, minor repairs as needed 1 LS 20,000.00 $0 $0 $0 $20,000 $20,000 $21,500.00 $21,500 03 30 00 CONCRETE EXTERIOR WALLS 14,250 SF $0 $0 $0 $20,000 $20,000 $1.51 $21,50006 10 00 ROUGH CARPENTRY 14,250 SF06 10 00 Interior Rough Carpentry, Common spaces, Restrooms, kitchen area, etc. 1 LS 36,850.00 $0 $0 $0 $36,850 $36,850 $39,613.75 $39,614 06 10 00 ROUGH CARPENTRY 14,250 SF $0 $0 $0 $36,850 $36,850 $2.78 $39,61406 20 00 FINISH CARPENTRY 14,250 SF06 20 00 Interior Finish Carpentry, Common spaces, Restrooms, kitchen area, etc. 1 LS 28,500.00 $0 $0 $0 $28,500 $28,500 $30,637.50 $30,638 06 20 00 FINISH CARPENTRY 14,250 SF $0 $0 $0 $28,500 $28,500 $2.15 $30,63807 31 00 ROOFING 14,250 SF 07 31 00 Roof to remain, assume minor repairs 14,250 SF 1.65 $0 $0 $0 $23,513 $23,513 $1.77 $25,276 07 31 00 ROOFING 14,250 SF $0 $0 $0 $23,513 $23,513 $1.77 $25,27608 12 00 HM WINDOW FRAMES - INTERIOR 14,250 SF08 12 00 Automatic Door Operators 1 LS 14,000.00 $0 $0 $0 $14,000 $14,000 $15,050.00 $15,050 08 12 00 Common Space Doors & Restroom Entrance Doors 1 LS 13,500.00 $0 $0 $0 $13,500 $13,500 $14,512.50 $14,513 08 12 00 HM WINDOW FRAMES - INTERIOR 14,250 SF $0 $0 $0 $27,500 $27,500 $2.07 $29,56309 20 00 FRAMING & GYP. BOARD PANELS - WALLS 14,250 SF09 20 00 Interior Plaster and Gypsum Board 7,125 SF 18.61 $0 $0 $0 $132,596 $132,596 $20.01 $142,541 09 20 00 Interior Non-Structural Framing & Gypsum Board Panels 7,125 SF 14.04 $0 $0 $0 $100,035 $100,035 $15.09 $107,538 09 20 00 Office / Workstations Spaces to be included: 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Supervisor 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Metting Room 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Director's Office 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Open Office 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Common Spaces to be included: 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Lobby 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Welcome Center 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Community Center 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Dorm Room 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Dining Room 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Laundry Room 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Women's Restroom (1) ea. 1 EA 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Women's Showers (3) ea. 3 EA 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Men's Restroom (1) ea. 1 EA 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Men's Restroom (4) ea. 4 EA 0.00 $0 $0 $0 $0 $0 $0.00 $0 CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 2 DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB 09 20 00 Support Spaces to be included: 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Fire Room Control 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Janitor Closet 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Kitchenette 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0
09 20 00 Staff Restrooms (2) ea. 2 EA 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 FRAMING & GYP. BOARD PANELS - WALLS 14,250 SF $0 $0 $0 $232,631 $232,631 $17.55 $250,07909 20 00 CEILINGS 14,250 SF09 20 00 Include Gyp. Board ceilings in Restrooms & Kitchenette: 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 Ceiling - Gypsum Board 5/8" on wood framing 1,925 SF 9.21 $0 $0 $0 $17,729 $17,729 $9.90 $19,059 09 20 00 Ceiling - Water resistant Gypsum Board 5/8" on 1/2" Plywood wood 900 SF 13.46 $0 $0 $0 $12,114 $12,114 $14.47 $13,023 09 20 00 Include Suspended Ceiling: 1 LS 0.00 $0 $0 $0 $0 $0 $0.00 $0 09 20 00 10' Suspended Ceiling in Dorm Area 2,000 SF 6.89 $0 $0 $0 $13,780 $13,780 $7.41 $14,814 09 20 00 CEILINGS 14,250 SF $0 $0 $0 $43,623 $43,623 $3.29 $46,89509 30 00 FLOORING 14,250 SF 09 30 00 Floor Tiles - good quality. Includes backerboard, motar, & grout 1750 SF 136.70 $0 $0 $0 $239,225 $239,225 $146.95 $257,167 09 30 00 Floor trim pieces & edge tile including mortar & grout 1536 LF 48.01 $0 $0 $0 $73,743 $73,743 $51.61 $79,274 09 30 00 Flooring Treatment 12500 SF 16.04 $0 $0 $0 $200,500 $200,500 $17.24 $215,538 09 30 00 FLOORING 14,250 SF $0 $0 $0 $513,468 $513,468 $38.74 $551,97809 90 00 PAINT - EXTERIOR 14,250 SF09 90 00 Paint Allowance, possible re-paint 1 LS 14,630.00 $0 $0 $0 $14,630 $14,630 $15,727.25 $15,727 09 90 00 PAINT - EXTERIOR 14,250 SF $0 $0 $0 $14,630 $14,630 $1.10 $15,72709 90 00 PAINT - INTERIOR 14,250 SF09 90 00 Paint Allowance 1 LS 10,000.00 $0 $0 $0 $10,000 $10,000 $10,750.00 $10,750 09 90 00 PAINT - INTERIOR 14,250 SF $0 $0 $0 $10,000 $10,000 $0.75 $10,75010 00 00 SPECIALTIES10 10 00 Common Space Restrooms, Showers, Toilet & Bath Accessories 1 LS 30,000.00 $0 $0 $0 $30,000 $30,000 $32,250.00 $32,250 10 10 00 Signage - Interior 1 LS 8,000.00 $0 $0 $0 $8,000 $8,000 $8,600.00 $8,600 10 10 00 Signage - Exterior 1 LS 5,000.00 $0 $0 $0 $5,000 $5,000 $5,375.00 $5,375 10 10 00 Rolling partitions to enable different sections of sleeping 30 EA 749.00 $0 $0 $0 $22,470 $22,470 $805.18 $24,155 10 00 00 SPECIALTIES 14,250 SF $0 $0 $0 $65,470 $65,470 $4.94 $70,38011 00 00 EQUIPMENT 14,250 SF11 70 00 Kitchenette w/ large or walk-in refrigerator 1 LS 5,250.00 $0 $0 $0 $5,250 $5,250 $5,643.75 $5,644 11 70 00 Laundry room w/ 2 Heavy duty Washer/Dryer 2 EA 29,500.00 $0 $0 $0 $59,000 $59,000 $31,712.50 $63,425 11 00 00 EQUIPMENT 14,250 SF $0 $0 $0 $64,250 $64,250 $4.85 $69,06912 40 00 FURNISHINGS AND ACCESSORIES 14,250 SF12 40 00 Furnishings 1 LS 65,000.00 $0 $0 $0 $65,000 $65,000 $69,875.00 $69,875 12 40 00 Community Center to include workstations, coffee station, seating area, etc.. 1 LS 25,850.00 $0 $0 $0 $25,850 $25,850 $27,788.75 $27,789 12 40 00 Dining room & multi-purpose / teaching space 1 LS 60,000.00 $0 $0 $0 $60,000 $60,000 $64,500.00 $64,500 12 40 00 Casework 1 LS 28,000.00 $0 $0 $0 $28,000 $28,000 $30,100.00 $30,100 12 40 00 Countertops 1 LS 16,000.00 $0 $0 $0 $16,000 $16,000 $17,200.00 $17,200 12 40 00 Bicycle Lockers (4) ea. 4 EA 925.00 $0 $0 $0 $3,700 $3,700 $994.38 $3,978 12 40 00 Lockers, break area & copy / printer station 1 LS 24,500.00 $0 $0 $0 $24,500 $24,500 $26,337.50 $26,338 12 40 00 Dining room - Tables and Chairs 1 LS 21,500.00 $0 $0 $0 $21,500 $21,500 $23,112.50 $23,113 CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 3 DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB 12 40 00 Office / Furnishings and Accessories 1 LS 18,686.00 $0 $0 $0 $18,686 $18,686 $20,087.45 $20,087 12 40 00 Single beds & mattress 30 EA 1,465.00 $0 $0 $0 $43,950 $43,950 $1,574.88 $47,246 12 40 00 FURNISHINGS AND ACCESSORIES 14,250 SF $0 $0 $0 $307,186 $307,186 $23.17 $330,22512 21 00 WINDOW TREATMENTS 14,250 SF12 21 00 Interior Window Treatments 1 LS 15,000.00 $0 $0 $0 $15,000 $15,000 $16,125.00 $16,125 12 21 00 WINDOW TREATMENTS 14,250 SF $0 $0 $0 $15,000 $15,000 $1.13 $16,12521 00 00 FIRE SUPPRESSION SYSTEMS 14,250 SF21 20 00 Fire protection systems - Area Floor 1 14,250 SF 10.14 $0 $0 $0 $144,495 $144,495 $10.90 $155,332 21 00 00 FIRE SUPPRESSION SYSTEMS 14,250 SF $0 $0 $0 $144,495 $144,495 $10.90 $155,33222 30 00 PLUMBING 14,250 SF22 30 00 Plumbing Equipment 1 LS 85,000.00 $0 $0 $0 $85,000 $85,000 $91,375.00 $91,375 22 30 00 Plumbing Fixtures 1 LS 149,550.00 $0 $0 $0 $149,550 $149,550 $160,766.25 $160,766 22 30 00 Gas & Condesate 1 LS 10,150.00 $0 $0 $0 $10,150 $10,150 $10,911.25 $10,911 22 30 00 Plumbing Systems 1 LS 126,000.00 $0 $0 $0 $126,000 $126,000 $135,450.00 $135,450 22 30 00 Waste 1 LS 28,900.00 $0 $0 $0 $28,900 $28,900 $31,067.50 $31,068 22 30 00 Water 1 LS 40,200.00 $0 $0 $0 $40,200 $40,200 $43,215.00 $43,215 22 30 00 Vent 1 LS 10,150.00 $0 $0 $0 $10,150 $10,150 $10,911.25 $10,911 22 30 00 Rough-in Water/Waste 1 LS 48,550.00 $0 $0 $0 $48,550 $48,550 $52,191.25 $52,191 22 30 00 Seismic/Labling 1 LS 15,000.00 $0 $0 $0 $15,000 $15,000 $16,125.00 $16,125 22 30 00 PLUMBING 14,250 SF $0 $0 $0 $513,500 $513,500 $38.74 $552,01323 20 00 HVAC 14,250 SF23 20 00 HVAC Test/Balance 14,250 SF 1.24 $0 $0 $0 $17,670 $17,670 $1.33 $18,995 23 20 00 Start-up/Commissioning Assistance 14,250 SF 1.15 $0 $0 $0 $16,388 $16,388 $1.24 $17,617 23 20 00 HVAC 14,250 SF $0 $0 $0 $34,058 $34,058 $2.57 $36,61226 00 00 ELECTRICAL 14,250 SF 26 32 00 Main Gear & Panels 1 LS 78,619.00 $0 $0 $0 $78,619 $78,619 $84,515.43 $84,515 26 32 00 Testing, Atudy, ARC Flash, Start-up, Commissioning 1 LS 16,998.00 $0 $0 $0 $16,998 $16,998 $18,272.85 $18,273 26 32 00 Lighting Inverter w/ 90 min battery supply (Allowance) 1 LS 56,850.00 $0 $0 $0 $56,850 $56,850 $61,113.75 $61,114 26 00 00 ELECTRICAL 14,250 SF $0 $0 $0 $152,467 $152,467 $11.50 $163,90228 00 00 ELECTRONIC SAFETY AND SECURITY 14,250 SF28 00 00 Cameras on Interior, CCTV, Panic Buttons (Wireless) 1 LS 17,500.00 $0 $0 $0 $17,500 $17,500 $18,812.50 $18,81328 00 00 Key Card Entry Systems, Equipment, Card Readers, Hooks 1 LS 8,900.00 $0 $0 $0 $8,900 $8,900 $9,567.50 $9,568 28 00 00 Exterior Lighting 1 LS 12,200.00 $0 $0 $0 $12,200 $12,200 $13,115.00 $13,115 28 00 00 ELECTRONIC SAFETY AND SECURITY 14,250 SF $0 $0 $0 $38,600 $38,600 $2.91 $41,495 Grand Total Subtotal subcontractor cost $0 $0 $0 $2,355,589 $2,355,589 $177.70 $2,532,258 CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 4 DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB General contractor Job overhead 8.00% $14.22 $202,581Design-Build Fees 5.50% $9.77 $139,274General contractor markup 5.00% $9.60 $136,742General contractor bond 2.00% $4.23 $60,217Design / Estimate Contingency 10.00% $21.55 $307,107 Market Factor 0.00% $0.00 $0Current Construction Cost $237.07 $3,378,179 TRUE
CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 5 DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB 02 41 00 DEMOLITION 81,893 SF
02 41 00 Removal of Existing Landscape & Site Work 81,893 SF 4.36 $0 $0 $0 $357,053 $357,053 $4.69 $383,832 02 41 00 DEMOLITION 81,893 SF $0 $0 $0 $357,053 $357,053 $26.94 $383,83232 00 00 EXTERIOR IMPROVEMENTS 81,893 SF32 12 00 Parking Paving & Striping as needed 1 LS 17,800.00 $0 $0 $0 $17,800 $17,800 $19,135.00 $19,135 32 12 00 Minimal changes to Parking and layout (131 existing spaces) 1 LS 13,850.00 $0 $0 $0 $13,850 $13,850 $14,888.75 $14,889 32 00 00 EXTERIOR IMPROVEMENTS 81,893 SF $0 $0 $0 $31,650 $31,650 $2.39 $34,02432 31 00 FENCES & GATES 81,893 SF32 31 00 Security Fence & Gates Fence Work 1 LS 80,000.00 $0 $0 $0 $80,000 $80,000 $86,000.00 $86,000 32 31 00 FENCES & GATES 81,893 SF $0 $0 $0 $80,000 $80,000 $6.04 $86,00012 93 00 SITE FURNISHINGS 81,893 SF12 93 00 Bicycle Lockers 4 EA 869.00 $0 $0 $0 $3,476 $3,476 $934.18 $3,737 12 93 00 Site Improvements & Furnishings 1 LS 3,800.00 $0 $0 $0 $3,800 $3,800 $4,085.00 $4,085 12 93 00 SITE FURNISHINGS 81,893 SF $0 $0 $0 $7,276 $7,276 $0.55 $7,82232 93 00 PLANTS & TREES 81,893 SF32 93 00 Protection of Existing Site Items 1 LS 18,650.00 $0 $0 $0 $18,650 $18,650 $20,048.75 $20,049 32 93 00 Turf & Landscaping water system 1 LS 3,300.00 $0 $0 $0 $3,300 $3,300 $3,547.50 $3,548 32 93 00 Planting 1 LS 8,000.00 $0 $0 $0 $8,000 $8,000 $8,600.00 $8,600 32 93 00 Irrigation 1 LS 10,000.00 $0 $0 $0 $10,000 $10,000 $10,750.00 $10,750 32 93 00 PLANTS & TREES 81,893 SF $0 $0 $0 $39,950 $39,950 $3.01 $42,94633 00 00 UTILITIES 81,893 SF33 51 00 Water line Utilities 1 LS 80,000.00 $0 $0 $0 $80,000 $80,000 $86,000.00 $86,000 33 51 00 Sanitary Sewerage Piping 1 LS 65,000.00 $0 $0 $0 $65,000 $65,000 $69,875.00 $69,875 33 51 00 SD & Overflow Control 1 LS 25,000.00 $0 $0 $0 $25,000 $25,000 $26,875.00 $26,875 33 00 00 UTILITIES 81,893 SF $0 $0 $0 $170,000 $170,000 $12.82 $182,75026 30 00 EMERGENCY GENERATOR 81,893 SF26 30 00 Emergency Power 1 LS 13,600.00 $0 $0 $0 $13,600 $13,600 $14,620.00 $14,620 26 30 00 EMERGENCY GENERATOR 81,893 SF $0 $0 $0 $13,600 $13,600 $1.03 $14,62026 56 00 SITE LIGHTING 81,893 SF26 56 00 Site Lighting & Exterior Lighting 1 LS 25,000.00 $0 $0 $0 $25,000 $25,000 $26,875.00 $26,875 26 56 00 SITE LIGHTING 81,893 SF $0 $0 $0 $25,000 $25,000 $1.89 $26,87528 50 00 SITE SECURITY SYSTEMS 81,893 SF28 50 00 Cameras, Exterior 1 LS 4,000.00 $0 $0 $0 $4,000 $4,000 $4,300.00 $4,300 28 50 00 SITE SECURITY SYSTEMS 81,893 SF $0 $0 $0 $4,000 $4,000 $0.30 $4,300 Grand Total Subtotal subcontractor cost $0 $0 $0 $728,529 $728,529 $54.96 $783,169 General contractor job overhead 8.00% $4.40 $62,654Design-Build Fees 5.50% $3.02 $43,074General contractor markup 5.00% $2.97 $42,291General contractor bond 2.00% $1.31 $18,624 CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 6 DRAFT
Project: Lakeport Navigation Center
Title: ROM Budget EstimateDate: July 18, 2024 & revised on October 11, 2024

UNIT LABOR MATL EQUIP SUB DIRECT UNIT TOTAL

TRADE DESCRIPTION QTY UOM SUB COST COST COST COST COST COST COST - SUB Design Contingency 10.00% $6.67 $94,981
Market Factor 0.00% $0.00 $0Total construction cost $73.32 $1,044,793 CSI - Lakeport NC Budget 10_11 update R2_MB.xlsxprinted on 10/22/2024 Page 7 DRAFT
City of Lakeport Navigation Center
Feasibility Study
October 22, 2024 192
Appendix 8: Preliminary Project Schedule
For property at 2150 S. Main Street based on Pre-construction activities starting 9/2/2024.

DRAFT
ID Task Name Duration Start Finish
1 Lakeport Navigation Center (2150 South Main St.) 679 days 9/2/24 4/8/27 2 Preconstruction 393 days 9/2/24 3/4/26
3 Funding 88 days 9/2/24 1/1/25
4 Procure Criteria Architect 45 days 1/2/25 3/5/25
5 Develop Bridging Documents 35 days 3/6/25 4/23/25
6 Prepare RFQ for DBE 15 days 4/24/25 5/14/25
7 Issue RFQ 0 days 5/14/25 5/14/25
8 Procure DBE And Award Contract 30 days 5/15/25 6/25/25 9 City Council Approval 30 days 6/26/25 8/6/25
10 Execute DBE Contract 25 days 8/7/25 9/10/25
11 Design / Construction Documents 75 days 9/11/25 12/24/25 12 Plan Check / Building Permit 50 days 12/25/25 3/4/26 13 Office Space Renovation (5,000 SF) 150 days 3/5/26 10/1/26 14 NTP 0 days 3/5/26 3/5/26
15 Mobilization 5 days 3/6/26 3/12/26
16 Demo 15 days 3/13/26 4/2/26
17 Underground MEP 15 days 4/3/26 4/23/26
18 Overhead MEP 30 days 4/24/26 6/4/26
19 Framing 15 days 6/5/26 6/25/26
20 In-Wall MEP 15 days 6/26/26 7/16/26
21 Drywall 20 days 7/17/26 8/13/26
22 Finishes 20 days 8/14/26 9/10/26
23 Punchlist 15 days 9/11/26 10/1/26
24 Warehouse Space Buildout (9,000 SF) 260 days 3/5/26 3/4/27 25 NTP 0 days 3/5/26 3/5/26
26 Mobilization 5 days 3/6/26 3/12/26
27 Demo 15 days 3/13/26 4/2/26
28 Rooftop HVAC 60 days 4/3/26 6/25/26
29 Underground MEP 25 days 4/3/26 5/7/26
30 Overhead MEP 45 days 5/8/26 7/9/26
31 Framing 30 days 7/10/26 8/20/26
32 In-Wall MEP 50 days 8/21/26 10/29/26
33 Drywall 35 days 10/30/26 12/17/26
34 Finishes 40 days 12/18/26 2/11/27
35 Punchlist 15 days 2/12/27 3/4/27
36 Final Completion 0 days 3/4/27 3/4/27
37 Sitework 85 days 3/5/26 7/2/26
38 NTP 0 days 3/5/26 3/5/26
5/14
3/5
3/5
3/4
3/5

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M Half 2, 2024 Half 1, 2025 Half 2, 2025 Half 1, 2026 Half 2, 2026 Half 1, 2027 Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress

Page 1 ends

Lakeport City CouncilNovember 19, 2024

Lakeport City Council
November 19, 2024