Attachments:
1. Resolution
2. 2021 Homelessness Strategic Plan
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-
RESOLUTION ACCEPTING AN UPDATE ON THE 2021 STANISLAUS
REGIONAL STRATEGIC PLAN TO ADDRESS HOMELESSNESS AND
APPROVING THE DIRECTION OF THE IMPLEMENTATION PLAN
WHEREAS, the City of Modesto, alongside the County of Stanislaus, has worked tirelessly to address the challenge of homelessness, and WHEREAS, since the Ninth Circuit Federal Court ruling on Martin v. City of Boise, the City embarked on various initiatives to address the need for shelter beds and programs to support individuals experiencing homelessness with their path to self-sufficiency, and WHEREAS, for example, the City launched Beard Brook Park, the Modesto Outdoor Emergency Shelter, Access Center Emergency Shelter, Kansas House, and continues to make housing opportunities available, and
WHEREAS, further, to align efforts and initiatives between all stakeholders involved in addressing homelessness the Stanislaus Homeless Alliance (SHA) and Stanislaus Community System of Care (CSOC) created a strategic plan workgroup that began meeting to discuss the creation of a communitywide plan to address homelessness.
The result of this workgroup’s efforts is the 2021 Stanislaus Regional Homeless Strategic Plan (plan) that includes regional initiatives and is intended align efforts from the public, private, and faith-based communities, and
WHEREAS, the plan captures information on the current state of homelessness, current community concerns, gaps in homeless resources and housing, barriers to effectively addressing homelessness, and priorities for homeless assistance funding, and #32..
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WHEREAS, this information was collected through an extensive feedback and information collection process where existing data, reports, and community feedback, received from a diverse group of stakeholders regarding gaps in homeless services and housing in the community, was obtained and reviewed, and WHEREAS, broadly speaking, the community feedback collected demonstrated that the most significant issues identified by community members to addressing homelessness are a lack of mental health support, substance abuse, and the lack of permanent affordable housing in the county, and
WHEREAS, further, community data as well as previous community research and reports, support a lack of permanent housing availability and demonstrate that the cost of rent in the county has steadily risen over the last few years, outpacing wage growth and benefits to support the higher cost of living. Perhaps unsurprisingly, the number of people experiencing homelessness has also risen steadily over the last several years, in tandem, and
WHEREAS, further, the data analyzed for this plan showed racial disparities in populations experiencing homelessness in the community, with rates of homelessness among Black or African American residents being four times higher than the percentage of Black or African American residents in the general population of the county, and WHEREAS, considering this data and feedback, the community has identified eight goals targeted to address homelessness and respond to gaps in services and housing and they include the following:
Goal 1: Increase availability of permanent housing for people experiencing homelessness, and
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Goal 2: Increase access to and availability of mental health, substance abuse treatment, and other supportive services to increase housing stability and well-being in the community, and
Goal 3: Achieve equity in governance, outreach, provision of services, program participation, and outcomes while improving outreach, care, and culturally attuned services to vulnerable and historically underserved subpopulations, and Goal 4: Increase coordination of services, access, and information to build capacity across the homeless system of care, and
Goal 5: Increase pathways to essential community services that support selfsufficiency, and Goal 6: Increase participation of people with lived experience of homelessness in decision-making and feedback processes across the system of care, and Goal 7: Strategically support homelessness prevention, diversion, and rapid resolution, and
Goal 8: Improve coordination of homeless programs to further public health and safety in support of community standards, and
WHEREAS, since the approval of the plan, a workgroup comprised of members from the SHA and the CSOC has met on a regular basis to develop an implementation plan and begin working on carrying out the initiatives outline in the plan, and WHEREAS, the implementation plan has included the assignment of Ron Reid, Interim Animal Services Agency Director, to serve as incident command and implement the incident command structure for this plan, and
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WHEREAS, since Ron’s assignment, the workgroup has identified Goal 1:
Housing, Goal 3: Equity, and Goal 6: Participation from people with Lived Experience as the key priorities that the group will aim to address and are the objectives for the incident command structure, and
WHEREAS, the initial steps have included presentations to each city council of the nine cities in Stanislaus County to provide an update on the selected priorities, and to assign individuals from the various communities in Stanislaus County to serve as a liaison for their community and help the workgroup achieve the priority goals that have been identified, and
WHEREAS, the next steps include: fully forming the workgroup, assigning individuals to the incident command structure, and eventually providing periodic status updates to the SHA, CSOC, and other respective governing bodies on the various initiatives, and
WHEREAS, there is no fiscal impact associated with the acceptance of this report, and the endorsement of the direction, and
WHEREAS, this item was considered by the Citizens Housing and Community Development Committee on June 9, 2022 and was approved to be forwarded to Council.
NOW, THEREFORE BE IT FRESOLVED by the Council of the City of Modesto that it hereby accepts an update on the 2021 Stanislaus Regional Strategic Plan to Address Homelessness and approves the direction of the implementation plan.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 12th day of July, 2022, by Councilmember ?, who moved #32..
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its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
DIANA NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY:
JOSE M. SANCHEZ, City Attorney
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1 Stanislaus
2021 REGIONAL STRATEGIC PLAN
TO ADDRESS HOMELESSNESS
VERSION II 9.30.2021
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TABLE OF CONTENTS
Table of Contents _______________________________________________________________________ 2 Executive Summary______________________________________________________________________ 6 Vision _________________________________________________________________________________ 8 Strategic Planning Process _______________________________________________________________ 9 Environmental Scan.................................................................................................................................................................................................. 9 Community Feedback Collection....................................................................................................................................................................... 9 Recommended Uses of the Document........................................................................................................................................................10 Homelessness in Stanislaus County_______________________________________________________11 Overview of Existing Community Data on Homelessness ........................................................................................................................11 Numbers of People Experiencing Homelessness Across the County..................................................................................................13 PIT Data .......................................................................................................................................................................................................................13 System Level Data ..................................................................................................................................................................................................15 Number of People Experiencing Homelessness in Each Incorporated City & Unincorporated Areas...........................15 System Level Data ..................................................................................................................................................................................................17 Stanislaus County’s Homeless System of Care and Response _________________________________ 18 Overview...........................................................................................................................................................................................................................18 Efforts to Address Homelessness .........................................................................................................................................................................19 Stanislaus County Housing and Supportive Services Collaborative ...............................................................................................19 Focus on Prevention..............................................................................................................................................................................................19 SHA................................................................................................................................................................................................................................21 Emergency Response Structures ...........................................................................................................................................................................23 Coordinated Entry...................................................................................................................................................................................................23 Homeless Response System Governance .........................................................................................................................................................24 CoC Governance Structure Requirements...................................................................................................................................................24 Homeless Response System Governance: Best Practices.....................................................................................................................25 Governance Structure Case Studies ...............................................................................................................................................................26 #32..
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Available Homeless Assistance Funding ......................................................................................................................................................28 Available Programs and Services for People Experiencing Homelessness in Stanislaus County ...........................................29 Who is Experiencing Homelessness in Stanislaus County?......................................................................................................................30 Subpopulations Experiencing Homelessness.............................................................................................................................................34 Survivors of Domestic Violence .......................................................................................................................................................................35 Housing in Stanislaus County.................................................................................................................................................................................35 Rental Market and Available Housing ..........................................................................................................................................................36 Rent and Economic Insecurity ..........................................................................................................................................................................38 Current Availability of Housing Designated for People Experiencing Homelessness in Stanislaus County................41 Impact of the Martin v. Boise Decision........................................................................................................................................................42 Looking Beyond the HIC .....................................................................................................................................................................................43 Housing Construction and the Housing Pipeline ....................................................................................................................................44 Placement into Housing and Housing Retention....................................................................................................................................45 Project Highlights.........................................................................................................................................................................................................48 Access Center............................................................................................................................................................................................................50 Outreach and Engagement................................................................................................................................................................................50 Community Feedback, Priorities, and Needs ..................................................................................................................................................52 Survey Demographic Highlights ......................................................................................................................................................................52 General Findings from the Community Feedback and Environmental Scan Processes ........................................................54 Gaps and Recommendations Identified by Geographic Area ...........................................................................................................58 Quick View of Feedback by Geographic Area ..........................................................................................................................................64 Feedback from People with Lived Experience of Homelessness......................................................................................................66 Gaps and Recommendations Identified by Historically Underserved Subpopulations .........................................................67 Framework for Implementation of Goals, Strategies and Action Steps........................................................................................69 Recommendations for Implementation _____________________________________________________69 Systemwide Recommended Goals ________________________________________________________72 Goal 1: Increase availability of permanent housing for people experiencing homelessness .............................................72 Goal 2: Increase access to and availability of mental health, substance abuse treatment, and other supportive services to increase housing stability and well-being in the community....................................................................................76 #32..
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Goal 3: Achieve equity in governance, outreach, provision of services, program participation, and outcomes while improving outreach, care and culturally attuned services to vulnerable and historically underserved subpopulations .........................................................................................................................................................................................................78 Goal 4: Increase coordination of services, access, and information to build capacity across the homeless system of care ..........................................................................................................................................................................................................................82 Goal 5: Increase pathways to essential community services that support self-sufficiency..................................................84 Goal 6: Increase participation of people with lived experience of homelessness in decision-making and feedback processes across the homeless system of care........................................................................................................................................85 Goal 7: Strategically support homelessness prevention, diversion, and rapid resolution....................................................86 Goal 8: Improve coordination of homeless programs to further public health and safety in support of community standards and increased access to services for people experiencing homelessness....................................88 Conclusion ____________________________________________________________________________90 Appendix A: Glossary of Acronyms and Key Words__________________________________________91 Appendix B: Environmental Scan and Feedback Collected ____________________________________95 Appendix C: Implementation Plan Template_________________________________________________98 Appendix D: Snapshot of Homeless Assistance Funding Available in Stanislaus County __________105 Appendix E: Snapshot of Programs and Services in Stanislaus County ________________________106 Appendix F: System Performance Map____________________________________________________110 #32..
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LETTER OF ENDORSEMENT FROM THE STANISLAUS HOMELESS
ALLIANCE AND STANISLAUS COMMUNITY SYSTEM OF CARE
STRATEGIC PLAN WORKGROUP
Stanislaus County continues to work tirelessly to address the challenge of homelessness. Through the countywide Focus on Prevention initiative, the community stood together to address homelessness. This collaboration across multiple sectors led to the creation of the Modesto Outdoor Shelter, which eventually added over 200 shelter beds to bring homeless people inside.
Then COVID-19 hit.
Even though we were not prepared to deal with a national pandemic, this event didn’t end the progress we have made over the years. While we faced tremendous hardships that could have stopped us in our tracks, we persisted together, finding new paths forward to forge connections, to communicate openly and to stand united with the final goal of having no one lacking shelter in our community. Unfortunately, despite our efforts to strengthen the housing continuum, this crisis continues to grow. With COVID-19, some of the gaps in serving people experiencing homelessness came to light and made the work we do more urgent. In addition, COVID19 exacerbated existing disparities in the county, with Hispanic, Latinx, and Mexican American populations in Stanislaus experiencing higher COVID-19 positivity rates relative to the general population size. In finding ways to shelter vulnerable people from the pandemic, we discovered that there are many hidden barriers to consider. On a positive note, we learned we could ramp up quickly to provide a coordinated community response. We decided this period of transition was a good time to take stock and make sure the course ahead is informed and strategic.
We were pleased but not surprised when we received over 1,000 responses to the community survey distributed to gather community insight to create this strategic plan. We heard from advocates, elected officials, administrators, people with lived experience, the faith community and more. We learned that mental health and housing costs burdens were universally identified as an area of focus. We listened when the community said a cookie cutter approach is a non-starter and that every area of the county has unique needs that must be honored.
We hope this plan will help us take what we’ve learned from all feedback received to transform what we do as a community and to support many more people experiencing or who are at-risk of becoming homelessness.
This is a living document and we need your help to make it impactful. There is no one single group or organization that can resolve the root causes of homelessness or eliminate it all together. Only the collective will of the people can help us reach our goal to make homelessness rare, brief, and non-recurring.
Sincerely,
The Stanislaus Homeless Alliance/Community System of Care Strategic Plan Workgroup • Luis Uribe
• Lise Talbot
• Jessica Hill
• Brad Hawn
• Kathryn Harwell
• Jason Conway
• Sean Scully
• Andrew Nosrati
• Dana Bailey
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EXECUTIVE SUMMARY
Effectively addressing homelessness in Stanislaus County is a priority issue for local governments and residents. The community has a wealth of resources and providers, community groups, and governance structures to serve people experiencing homelessness as well as motivated and concerned citizens who want to take part in crafting workable solutions to improving conditions across the county. During 2020, the COVID19 pandemic increased concerns for Stanislaus’s unhoused populations who are especially vulnerable to contracting COVID-19 and suffering more severe effects of the disease. The pandemic also brought an enormous influx of federal and state funding for homeless services, shelters, and housing which requires community collaboration to allocate and spend these funds.
To respond to these realities, in the fall of 2020 the Stanislaus Homeless Alliance and Stanislaus Community System of Care created a strategic plan workgroup whose members began meeting to discuss the creation of a communitywide plan to address homelessness. The result of this workgroup’s efforts is the Stanislaus Regional Homeless Strategic Plan (“strategic plan” or “plan”).
The plan captures information on the current state of homelessness, current community concerns, gaps in homeless resources and housing, barriers to effectively addressing homelessness, and priorities for homeless assistance funding. This information was collected through an extensive feedback and information collection process where existing data, reports, and community feedback, received from a diverse group of stakeholders regarding gaps in homeless services and housing in the community, was obtained and reviewed.
Broadly speaking, the community feedback collected demonstrated that the most significant issues identified by community members to addressing homelessness are a lack of mental health supports, substance abuse, and the lack of permanent and affordable housing in the county. Further, community data as well as previous community research and reports, indicate a lack of permanent housing availability and demonstrate that the cost of rent in the county has steadily risen over the last few years, outpacing wage growth and benefits to support the higher cost of living. Perhaps unsurprisingly, the number of people experiencing homelessness has also risen steadily over the last several years, in tandem. Further, the data analyzed for this plan showed racial disparities in populations experiencing homelessness in the community, with rates of homelessness among Black or African American residents being four times higher than the percentage of Black or African American residents in the general population of the county.
In light of this data and feedback, the community has identified eight goals targeted to address homelessness and respond to gaps in homelessness services and housing in Stanislaus, which are as follows and described in detail in this strategic plan.
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Eight Goals to Address Homelessness:
Goal 1: Increase availability of
permanent housing for people
experiencing homelessness
Goal 2: Increase access to and
availability of mental health, substance
abuse treatment, and other supportive
services to increase housing stability and
well-being in the community
Goal 3: Achieve equity in governance,
outreach, provision of services, program
participation, and outcomes while
improving outreach, care, and culturally
attuned services to vulnerable and
historically underserved subpopulations
Goal 4: Increase coordination of
services, access, and information to
build capacity across the homeless
system of care
Goal 5: Increase pathways to essential
community services that support selfsufficiency
Goal 6: Increase participation of people
with lived experience of homelessness in
decision-making and feedback
processes across the homeless system
of care
Goal 7: Strategically support
homelessness prevention, diversion, and
rapid resolution
Goal 8: Improve coordination of
homeless programs to further public
health and safety in support of
community standards and increased
access to services for people
experiencing homelessness
These goals are not listed in order of importance, nor do they exist in isolation from each other. Working towards each of these goals is essential for a strong community response to homelessness. Further, this strategic plan is not intended to create mandates for any group, municipality, or other governing body. Instead, it is meant to reflect shared community priorities and best practices so the community can move forward with a shared understanding of the causes, gaps, barriers, and workable solutions to effectively addressing homelessness across the county. The goals are drafted with the intention of being carried out over a five-year period and plan drafters recommend using the implementation planning resources in this document to prioritize and allocate responsibility to governing bodies and individuals.
The community must work collaboratively to identify stakeholders and community advocates who can take charge of moving each goal forward while also monitoring and reporting out progress to the community.
For definitions of key terms and acronyms used throughout this document please see the glossary in Appendix A.
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VISION
In order to guide the planning process, the strategic plan workgroup, which took leadership over the creation of this plan, drafted the following guiding vision:
The homeless strategic plan will identify shared goals to foster a community where homelessness is rare, brief, and non-recurring and where households experiencing homelessness or who are at risk of becoming homelessness have access to supports and services to help them secure a permanent, safe, and affordable place to call home.
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STRATEGIC PLANNING PROCESS
In order to collect robust data and feedback from the community for this strategic plan, the strategic plan workgroup and the Community System of Care (CSoC) retained Homebase, a California nonprofit with more than 30 years of experience assisting communities in implementing best practices to address homelessness, to assist with feedback collection, data analysis, and plan drafting. To collect meaningful data and feedback, Homebase implemented a multipart community engagement and information collection process. The publicly available environmental scan resources can be found here. This included an environmental scan and community feedback collection as detailed below:
Environmental Scan
Reports and Community Information Reviewed:
• Plan to Address Homelessness in
Stanislaus County 2019
• Modesto Blue Ribbon Commission on
Homelessness
• Community Inquiry: Homeless Shelter in
Turlock
• Stanislaus Urban County, City of
Turlock, Modesto Consolidated Plans,
Annual Action Plans, CAPERs, and
other relevant updates
• Community Health Needs Assessments
• Stanislaus County Behavioral Health
and Recovery Services reports,
updates, and other Mental Health
Service Act Planning
• City of Turlock, Modesto, Stanislaus
County Housing Element
• Aggregated Housing Element Data from
Entitlement Jurisdictions
• Building a Better Turlock
• Stanislaus County Disadvantaged
Unincorporated Communities Report
• Regional Analysis of Impediments to
Fair Housing Choice
• Relevant City Council and Board of
Supervisor homeless updates and
presentations
• Stanislaus County Comprehensive
Economic Development Strategy
• Focus on Prevention summaries,
reports, and other updates
Data Collected and Analyzed:
• Point-In-Time (PIT) count data
• Housing Inventory Count (HIC) data
• Homeless management information
system data
o Including Longitudinal Systems
Analysis (LSA) and System
Performance Measures (SPM) data
• Coordinated entry system data
• State of California’s Homeless Data
Information System
• Census American Community Survey
data
• US Bureau of Labor Statics Consumer
Price Index data
• Regional Housing Needs Allocation
(RHNA) and HCD Annual Progress
Report data
• Local data regarding housing in the
acquisition/construction pipeline
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Community Feedback Collection
Homebase and the strategic plan workgroup members also collected community feedback from stakeholders, homeless service providers, local governments and concerned citizens. The feedback collected included:
• 1,021 responses from community members who completed the strategic plan community survey (available in English, Spanish, hard copy and online);
• 9 local government feedback sessions (City Councils, Municipal Advisory Board (MAC), County CEO’s Office and other County officials); • 4 community focus groups with homeless service providers, people with lived experience, and community-based organizations (over 110 providers were invited to participate); and
• 11 individual and group interviews with key stakeholders and community members including the hospital shelter group, Housing Authority, Area Agency on Aging, California Rural Legal Assistance, community organizers, law enforcement/HEART team representatives, CARE TEAM, case managers and direct service providers, veterans service provider, Salvation Army, behavioral health and recovery services and the McKinney-Vento School Liaison.
See Appendix B for an overview of contacts for the community feedback process including a link to the complete results of the community survey.
Goals of Environmental Scan and Community Feedback Process Through the feedback and information collections strategies detailed above, plan drafters sought to identify key information through collecting responses to the questions below from a diverse array of community members and data sources. The answers to these questions helped to shape the information contained in this plan as well as the goals, strategies, and action steps identified:
• What is the current state and causes of homelessness in Stanislaus County? • How is the current homeless system of care working?
o What services, housing, and emergency response systems are currently available? o What are strengths of the system of care?
• What gaps exist in the homeless system of care?
o If funding is available to address homelessness, what should it be used for? o Are there racial or ethnic disparities in the homeless system of care? o How can the homeless system of care be more equitable and inclusive? • What goals, strategies, and action steps represent workable solutions to addressing homelessness in the community?
Once feedback and relevant data was collected and reviewed, a virtual Community Summit event was held on May 22, 2021 via Zoom. At this meeting, which was advertised throughout the community and included Spanish-language interpretation, results from the environmental scan and community feedback processes were presented to the community along with draft goals identified from these data and feedback collection efforts. Attendees were able to give feedback on the draft goals at the meeting as well as in a follow-up survey, available in both English and Spanish. The final goals and strategies detailed in this plan also reflect some of the additional key feedback gathered from the Community Summit and follow-up survey.
Over 11 Individual and
Group Interviews
Over 1020 Survey
Responses
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Partners
The Stanislaus Homeless Alliance (SHA) and Stanislaus Community System of Care (CSoC) partnered with Homebase to collect feedback and draft the final strategic plan. In addition, more than a thousand community members, homeless service providers, community-based organizations, City Council members, local government representatives, and people with lived experience partnered with plan drafters to ensure that this plan represents community needs and plans for change. The strategic plan work group offers heartfelt thanks to everyone who participated in giving feedback and sharing expertise to create this collaborative document.
For more information on partnerships, see Appendix B.
Recommended Uses of the Document
This document can be used by homeless system of care actors and stakeholders (e.g. CSoC, SHA, and homeless service providers) in a number of ways. A proposed implementation plan is outlined in the Recommendations for Implementation section, but generally, the uses may include:
CSoC and SHA
• Guide discussion of allocation of homeless assistance funds • Align community planning processes over multiple funding sources and committees • Present an annual review and update of community goals, actions, and strategies to mark progress and identify specific outcomes
Community Stakeholders
• Monitor progress in reducing barriers to serving people experiencing homelessness • Use as guidance for community discussion with leadership on resources and funding gaps • Demonstrate how proposals and projects further the goals identified in the plan Local Jurisdictions
• Use as guidance to assist in drafting local strategic plans or to supplement local planning processes • Assess the priorities of their specific communities and identify how their funding proposals will support the goals and strategies identified in the plan
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HOMELESSNESS IN STANISLAUS COUNTY
Overview of Existing Community Data on Homelessness
The Department of Housing and Urban Development (HUD) requires communities to collect and report data on homelessness through several means. Each of those reporting systems provides different insights into people experiencing homelessness in Stanislaus as well as insights into the nature of homelessness in the community. For example, data shows who is experiencing homelessness, how long they have remained homeless, history of where they had stayed and/or where they are staying, and what factors precipitated homelessness.
For this report, three principal data sources were used to analyze the county’s population of people experiencing homelessness:
1. The annual Point-in-Time Count (PIT), which provides a snapshot estimate of the population and general characteristics of people experiencing homelessness during a single 24-hour period in January.
2. Homeless Management Information System (HMIS) data, which is entered by homeless service providers operating emergency shelter, transitional housing, rapid rehousing, and permanent supportive housing programs and provides individual level data of people who received shelter or housing services. HMIS data includes the universe of people served by participating programs and can be analyzed over a period of time, allowing for a better understanding of total clients served, rather than providing a snapshot. For this plan, the HMIS data analyzed and discussed was reviewed over a threeyear period (from October 1, 2017 to October 1, 2020) and also includes an analysis of HUD-mandated System Performance Measures (SPM) and Longitudinal Systems Analysis (LSA) data, which are sources of information for tracking system performance that come from HMIS data. a. Longitudinal Systems Analysis (LSA) data is household-level data from HMIS and can be displayed through HUD’s data visualization program Stella. It provides an analysis that illustrates how individual households and families move through the homeless system of care, year after year. This data allows the reviewer to view HMIS data at a household level, as opposed to an individual or system level.
b. System Performance Measures (SPM) are systems-level data points from HMIS that can be viewed in standardized reports that are submitted to HUD. SPMs shows how the homeless system of care is performing overall and can reveal larger trends for the entire system, as opposed to the individual or household level.
3. Homeless Data Integration System (HDIS) data, which includes data submitted from California Continuums of Care (CoCs) to the state, can track trends and service use across and between communities. HDIS captures a year-long count of people experiencing homelessness who have accessed services, including shelter, housing, and other triages and assessments. It can show movement and interactions between local homeless response systems and communities. #32..
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Snapshot of Existing Community Data on Homelessness
Point-In-Time Data shows Statewide HDIS Data Shows
2,107 96%
People counted as experiencing homelessness on
January 23, 2020
Percentage of people who accessed services in only
one CoC between 2018-20201
48%
Sheltered
(n=1020)
4% Percent of people accessed
services in 2 CoCs and less
52%
Unsheltered
(n=1087)
1% Percent of people accessed
services in 3+ CoCs
Individual Level Data shows Household Level Data shows
5,0522 52%
Unique individuals served by the homeless system of
care in shelter and housing projects in FY 2020 Percentage of households being served by the homeless system of care for the first time in FY 2020
3,325 Households served in shelter and
housing projects in FY 2020
1 Business Consumer Services, and Housing Agency (BCSH) HDIS. 2018-2020. 2 Individual level data total pulled from FY 2020 LSA Report. #32..
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Numbers of People Experiencing Homelessness Across the
County
PIT3 Data
Each year, Stanislaus County conducts both a sheltered and unsheltered Point in Time (PIT) Count of people experiencing homelessness on a single night at the end of January. Although a full count of people in unsheltered situations, such as in living in tents, vehicles or under bridges, is required only every other year, and while a count of people in shelters and some other temporary housing placements is required each year, Stanislaus County conducts a full PIT Count of both populations annually. Since there is a consistent and standardized way the PIT count is conducted, it provides some of the best data available for a year-by-year comparison. The 2021 PIT count process was an anomaly heavily impacted by the COVID-19 pandemic.
Though HUD approved and accepted alternative data for 2021, it was not used for comparative purposes.
In the chart below, a year-by-year comparison shows changes to the sheltered, unsheltered, chronically homeless, unaccompanied youths, veterans, and family populations of people experiencing homelessness.
3 Due to concerns related to the COVID-19 pandemic, HUD changed requirements for the 2021 PIT that allowed for exceptions to the normally required unsheltered PIT count. In 2021, many communities only conducted sheltered counts, including Stanislaus.
1661
1356
1923 2107
840
750
835
1020
821
606
1088 1087
0 500
1000
1500
2000
2500
2017 2018 2019 2020
Point-In-Time (PIT) Homelessness in Stanislaus County
Chronically Homeless Veterans
Unaccompanied Youth (up to 24) Persons in Households with Families Total Sheltered
Unsheltered
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With the exception of 2018, the number of people experiencing homelessness on the PIT count has been steadily increasing over the past several years. Since 2017, the number of people identified as homeless in the Stanislaus County PIT count has increased by 27%. Changes in PIT count results are common as communities change and alter methodologies to increase accuracy. In 2019, Stanislaus County implemented a new approach that utilized the County’s Office of Emergency Services (OES) Incident Command System (ICS), which is typically used to provide field-level response to account for individuals in the community during a time of crisis. The 2019 implementation of the ICS to coordinate the logistically challenging PIT count led to a significant increase in the number of individuals counted and provided a more accurate snapshot of the numbers of people experiencing unsheltered homelessness.
Thus, Stanislaus has seen a 27% increase in homelessness since 2017, and such increases are not unusual in California. Of note, Stanislaus data shows a comparatively lower rate of people who are counted as chronically homeless4 than do other similar communities in the state. 2015 Total 2019 Total Increase Unsheltered
in 2019
2019
Unsheltered
Percentage
Chronically
Homeless in
2019
2019
Chronically
Homeless
Percentage
Sacramento Steps
Forward5 2,659 5,570 +109% 3,900 70% 1,641 29%
San Joaquin CoC6 1,708 2,629 +54% 1,558 59% 752 29%
Stanislaus
Community
System of Care7
1,408 1,923 +37% 1,088 57% 285 15%
Fresno Madera
CoC8 1,722 2,508 +46% 2,069 82% 698 28%
Kern County
Homeless
Collaborative9
954 1,330 +39% 805 61% 73 5%
Tulare County
(part of
Kings/Tulare CoC)
636 814 +28% 576 71% 244 30%
California10 115,738 151,278 +31% 108,920 72% 41,557 29%
4 An individual or head of household with a disability who lives in a place not meant for human habitation, safe haven, or emergency shelter; and has been homeless and living in one of these places continuously for at least 12 months or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living in one of the aforementioned places.
5 2015 CoC Homeless Populations and Subpopulations Reports, CA-503: Sacramento City and County CoC, HUD Exchange; Homelessness in Sacramento County: Results from the 2019 Point-in-Time Count, California State University for Sacramento Steps Forward, June 2019.
6 2015 CoC Homeless Populations and Subpopulations Reports, CA-511: Stockton/San Joaquin County CoC, HUD Exchange; San Joaquin Continuum of Care Report on the Point in time Count of the Sheltered and Unsheltered Homeless, April 2019.
7 2015 CoC Homeless Populations and Subpopulations Reports, CA-510: Turlock, Modesto/Stanislaus County CoC, HUD Exchange; 2019 Stanislaus County Point-In-Time Count Survey Results, Modestogov.com. 8 2015 CoC Homeless Populations and Subpopulations Reports, CA-514: Fresno City and County/Madera County CoC, HUD Exchange; 2019 HDX Competition Report, PIT Count Data for CA-514 - Fresno City & County/Madera County CoC. 9 2015 CoC Homeless Populations and Subpopulations Reports, CA-604: Bakersfield/Kern County CoC, HUD Exchange; 2019 Homeless Point-in-Time County Reflects 50% Increase, Kern County Homeless Collaborative, 2019 10 2015 CoC Homeless Populations and Subpopulations Report – California, HUD Exchange; 2019 CoC Homeless Populations and Subpopulations Report – California, HUD Exchange. #32..
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System Level Data
Examining a system of care’s HMIS data can provide a picture of the universe of people who experience homelessness over time, often painting a fuller picture of the number of people the homeless system of care is serving. The Department of Housing and Urban Development (HUD) mandated System Performance Measures (SPMs) provide insights into several specific measures of system performance for the entire universe of clients. According to the FY 2020 SPMs, the system served a total of 4,358 unique individuals entering transitional housing, emergency shelter, safe haven, and permanent housing during the reporting period. This is a decrease of 1,035 individuals served from the prior reporting year. Out of the 4,358 individuals served, 2,640 of them did not previously have records in shelter and/or housing projects, meaning it was likely their first time entering the homeless system of care. This indicates that roughly 61% of clients being served by homeless service providers in HMIS in FY 2020 were first-time clients. For FY 2019, the number of clients being served in shelter and/or housing projects for the first time was similarly high at roughly 66%.
Number of People Experiencing Homelessness in Each Incorporated City & Unincorporated Areas
Since people who experience homelessness do not have a fixed address, it can be difficult to get data on where people experiencing homelessness are and where they are served. Although state data has shown that people rarely travel between CoCs for services,
11 the lack of a fixed location makes tracking the geography of unhoused people within a CoC challenging. HMIS data can provide some information, but many communities use PIT data to determine where people are located within the CoC area.
PIT Data
Since Stanislaus captures a person’s current zip code when conducting the PIT count, this information is typically the best means to determine the geographic distribution of people experiencing homelessness across the county, even though it only represents people who were experiencing homelessness on a single night.
According to recent PIT counts, a large majority of people who are experiencing homelessness reside in Modesto. In the 2020 PIT count, the city accounted for roughly 76% of the homeless population. This is consistent with the larger population of Modesto and the higher number of HMIS enrollments in the city, as discussed below.
11 According to the California Homeless Data Integration System (HDIS), 96% of people access services in 1 Continuum of Care between 2018-2020. Only 4% of people accessed services in 2 Continuums of Care and less than 1% of people accessed services in 3+ Continuums of Care.
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0 200
400
600
800
1000
1200
1400
1600
1800
PIT Over Time by City
2017 2018 2019 2020
0 50
100
150
200
250
300
PIT Over Time by City Without Modesto
2017 2018 2019 2020
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The same information broken down by
specific zip codes for 2018-2020 can be
seen to the left.
Absent Modesto, the cities with the next
highest populations according to the PIT
count are Turlock, Patterson, Empire,
Oakdale, and then Ceres, respectively. A
year-by-year comparison of PIT counts by
city without Modesto for comparison can
be seen below.
System Level Data
In HMIS, tracking program enrollments by
Geocode12 can offer some insight on
where services are used, but tends to be
more of a loose estimate rather than a
definitive number. This is because HUD
requires Geocodes to be determined for
an entire project, rather than where each
specific client is served. For example, if
51% of a project operates in Modesto and
22% operates in Patterson, 10% operates
in Oakdale, 13% operates in Turlock, and 5% operates in Riverbank, the entire project is given a Modesto Geocode and it becomes difficult to know exactly where clients are being served outside of that. With this understanding, however, examining Geocodes does indicate generally where clients are served. In the example below, total enrollments (not de-duplicated) by Geocode show that a majority of clients are enrolled in projects that mostly operate in Modesto. After that, Stanislaus County overall has the second highest amounts of enrollments and includes areas within the county that are not Turlock or Modesto, specifically. This indicates that a number of people are accessing services outside of Modesto and Turlock. After Modesto and the County, the third highest Geocode by enrollment is Turlock.
FY 2018 FY 2019 FY 2020
Turlock 1447 2031 1533
Modesto 4856 7753 9096
Stanislaus County 3769 5887 4652
12 A Geocode is a 6-digit number that corresponds to a particular geographic location within a Continuum of Care (CoC).
Most CoCs have multiple Geocodes and a Geocode does not necessarily represent a specific census tract or zip code.
An updated list of all HUD Geocodes is provided annually. #32..
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STANISLAUS COUNTY’S HOMELESS SYSTEM OF CARE
AND RESPONSE
Stanislaus has a robust homelessness response system that includes governmental and private resources, services, emergency response frameworks, and governance structures that currently work to address homelessness in the community.
Overview
Stanislaus’s current homeless system of care includes a network of funders, governance structures, providers (service, housing and shelter), and other community organizations and stakeholders that respond to homelessness in a given area, and the emergency response structures that are put in place to allocate resources and prioritize limited services in the community (e.g. coordinated entry). Each community across the country has different response system that is based on available funding, resources, support of the larger community and unique features of the area (demographic makeup, economic realities, large or small county, urban or rural etc.). While responses to homelessness may vary, communities with successful homeless response systems have several common features.
These include:
1. Clearly defined leadership and accountability structures with diverse representation from all levels of the system of care, including people with lived experience of homelessness
2. Mobilization and participation in homeless response planning and implementation from all actors in the system of care
3. Clear communication and structured information exchange pathways between all levels of the homeless response and the larger community
4. Accessible and clear information detailing all services that exist in the community
5. Regularly evaluating and identifying gaps in homeless response using data and qualitative feedback processes and making necessary adjustments to effectuate equity and better system processes
6. Strategic alignment of funding for homeless services and housing
7. Support for the response to homelessness from the larger community The goals outlined in the plan are intended to move the community into full alignment with the principles above.
Further, reviewing other community governance structures for best practices can also aid in creating a sustainable homeless response system with equitable outcomes and higher rates of exit to permanent housing for people experiencing homelessness.
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Efforts to Address Homelessness
Stanislaus County Housing and Supportive Services Collaborative In 1988, the Stanislaus County Housing and Support Services Collaborative/Continuum of Care was formed. In July of 2001, the Stanislaus County Board of Supervisors and the City of Modesto recognized the Stanislaus Housing and Supportive Services Collaborative (the Collaborative) as the coordinating body for homeless programs and services in the county. It was also set as the lead agency for the Stanislaus CoC.
In 2005, the Collaborative launched a 10-year strategy to end chronic homelessness, with a special focus on the first 5 years. A large focus of the plan was identifying resources and funding sources, and the main measurable outcome was the creation of supportive housing units. This plan was adopted with input from over 88 members and more than 50 agencies and organizations representing all cities within Stanislaus County.
The 10-Year Vision consisted of the following three elements:
• Create enough permanent supportive housing and services to meet the need (at least 1,200 units) • Create support systems to help long-term homeless people secure and maintain their housing and employment
• Establish a mechanism to ensure accountability for the performance and outcomes of the Collaborative’s efforts to develop new supportive housing and provide high-quality support systems Goals for First 5 Years:
• Identify and secure the increased resourced needed to finance the development and operation of 500 units of permanent supportive housing in Stanislaus County; • Test the strategies and approaches to implement the production effort recommended in this plan to determine which are best suited to the local community
• Build the housing development capacity, relationships, political will and alliances necessary for meeting these goals;
• Implement systems to measure progress and maintain accountability towards meeting the goals; and
• Provide results and build the momentum for even greater success in the second 5-year timeframe Focus on Prevention
In 2014, the Stanislaus County Board of Supervisors launched the Focus on Prevention Countywide initiative with the aim to improve the quality of life for all Stanislaus residents and families through coordinated prevention efforts that work across multiple sectors and address root causes. These sectors include arts, entertainment and sports; business; education; faith; government; healthcare; media; non-profits; neighborhoods; and philanthropy. The initial area of focus was preventing and reducing homelessness and a Homelessness Action Council (HAC) convened to develop results, indicators, and strategies to guide this effort.
The HAC began meeting in May 2015 to map the current realities for people who are experiencing homelessness or at risk of homelessness in Stanislaus County. The HAC developed recommendations for high-leverage strategies that can have both immediate and long-term positive impacts on preventing and reducing homelessness. In December of 2015, the HAC reached consensus and endorsed a set of priority results, indicators and strategies. This set of results and strategies are now known as the “Common Agenda to Prevent and Reduce Homelessness in Stanislaus County.”
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Multiple partners have since participated in a variety of workgroups to provide input on the restructuring of the County’s Homelessness Community System of Care, which united the Focus on Prevention Homeless Action Council and the Continuum of Care. A multisector leadership collaborative of 25 board members, named the Stanislaus Community System of Care (CSOC) Council, was established to provide overall guidance for the Homelessness Community System of Care and function as the Continuum of Care leadership body.
Focus on Prevention Core Strategies
Instead of isolated interventions of the past, multiple homelessness service agencies and community partners in Stanislaus County have come together to align their efforts and form partnerships that have resulted in a Homelessness Community System of Care.
In December of 2015, the HAC reached consensus and endorsed a set of priority results, indicators and strategies. This set of results and strategies are now known as the “Common Agenda to Prevent and Reduce Homelessness in Stanislaus County.”
The CSOC, along with input from the Countywide Initiative Focus on Prevention, developed core strategies that guide practice and form the basis of this updated plan. Each core strategy was shaped with input and data from past and current plans and reports relating to experiences of homelessness.
The Focus on Prevention core strategies:
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Access Center
Central to the Focus on Prevention core strategies was
the recommendation to develop a "one-stop" Access
Center that would centralize and serve as a physical entry point and service hub for the County’s homelessness
services system providing access and referrals to a widerange of housing and supportive services in one location.
In January 2017, a visioning process was initiated in
partnership with HOK, a global design, architecture,
engineering and planning firm. HOK provided their
facilitation and initial concept design work, and convened several community meetings to help craft a vision and
plan for the “One Stop” Access Center and corresponding distributive community shelter/housing system, known as the Hub and Satellite model.
Over 80 stakeholders participated in the first day-long visioning process that resulted in a shared vision
statement, and a draft visioning document. In July 2017 the community stakeholders reconvened to adopt the
Access Center Vision. As the graphic below highlights,
the Initial Outreach and Engagement
Center was the first new strategy to launch in the summer of 2017. The Access Center was the next strategy in further developing a Coordinated Access System and housing strategy.
The Access Center Vision included a low-barrier shelter (LBS) program component. What differentiates a lowbarrier shelter from a traditional shelter is a low threshold criterion for access, such as accommodations for couples to lodge together, allowing pets, and storage for personal belongings. The LBS is a short‐ term shelter for people experiencing long‐ term street homelessness.
SHA
Over the past few years, the CSOC has made great progress in further developing the local homeless system of care and implementing the Focus on Prevention core strategies. As the community worked to implement the Focus on Prevention strategies, changes to the CSOC’s governing body were identified as a need to ensure continued success. In response, in 2019 the Stanislaus Homeless Alliance (SHA), was launched. The SHA is a collaborative entity formed to align homelessness services, planning, and funding among stakeholders in Stanislaus County. The SHA consists of community leaders working to end homelessness and representatives #32..
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of local government throughout the county. The group adds value and local decision-making power through the inclusion of local government representatives on their board, and has been working collaboratively with CSoC.
Currently, the SHA is working with community stakeholders to add satellite housing options for communities in Stanislaus County, and further align resources and address community concerns of governance structure, accountability, and authority.
13 The identified purpose of the Stanislaus Homeless Alliance is to:
• Promote alignment and coordination of homeless services funding in Stanislaus County • Support the further development and full implementation of the Common Agenda to Prevent and Reduce homelessness, informed by aligning the multiple homelessness plans, funding and community efforts into a single vision and integrated plan • Coordinate the development of a shared performance measurement system to assess effectiveness, quality, efficiency, access and availability of homeless services throughout Stanislaus County
• Coordinate with community partners to ensure alignment of efforts to address and end homelessness
• Adopt Memorandums of Understanding (MOUs) necessary to align community resources to end homelessness
• Create and implement necessary committees to carry out the responsibilities of the Stanislaus Homeless Alliance
• Coordinate policies and procedures governing the provision and delivery of homeless services in Stanislaus County
• Create and implement membership rules for the Stanislaus Homeless Alliance • Develop, follow, and update annually by laws governing the Stanislaus Homeless Alliance The SHA structure was implemented to bring together local leadership to support developments along the housing continuum, with specific regard to emergency shelter, transitional housing, and permanent supportive housing.
13 Among some community groups and members, there is confusion and/or concern as to the SHA’s role and authority. Memos and some additional feedback from the Latino COVID-19 Coalition, the American GI Forum, CRLA, and the Modesto Citizen’s Housing and Community Development Committee can be read here.
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Emergency Response Structures
Coordinated Entry
HUD mandates all CoCs, including the CSOC, create and operate a Coordinated Entry System. Coordinated Entry is a formalized process to assess and prioritize people experiencing homelessness for certain types of housing and resources in the community. The current Coordinated Entry System policies, as of June 2021, are captured in the Coordinated Entry Policies and Procedures. As of June 2021, the community is working to update these procedures.
The policies and procedures detail the Coordinated Entry process for intake, assessment, and referral within the CoC area with the goal of efficiently expanding the system’s ability to deliver the appropriate resources to individuals and families who are experiencing homelessness. Stanislaus’s Coordinated Entry System has multiple points of entry (access points at shelters, outreach teams, etc.) where households experiencing homelessness are assessed for their level of vulnerability using an assessment tool (VI-SPDAT), which generates a vulnerability score. Once the level of vulnerability has been determined, participant information is stored in a data system called the Homeless Management Information System (HMIS) and placed into a community queue, which is a list of people experiencing homelessness prioritized by vulnerability score and other factors.
Through case conferencing (where housing, homeless service, shelter and outreach providers meet in a group) persons on the community queue are matched with available housing based on their eligibility for certain programs and level of vulnerability per the community’s prioritization framework. (See page 14 of the Coordinated Entry Policies and Procedures.) Participants are then referred to the applicable housing provider and placed into the available housing unit for which they were matched.
Many providers that receive certain homelessness assistance grants must only place clients into housing through Coordinated Entry and may not place clients into housing through their own agency-based waitlists. A list of these providers can be found in the Coordinated Entry Policies and Procedures. #32..
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Homeless Response System Governance
Stanislaus County has a number of governing bodies that make recommendations, align funding, and carry out a number of other activities related to homelessness across the county. While no two homeless response systems are the same, some best practices and requirements for CoC and homeless response governance structures are outlined below.
CoC Governance Structure Requirements
Communities that receive certain types of federal and state homeless assistance funding, including funding through HUD’s Continuum of Care Program, are mandated to create CoCs, which consist of a Continuum of Care Board and general membership body with representation from housing and homelessness service providers as well as community representatives from the geographic area, with a focus on individuals and organizations involved in the system of care. CoC activities are governed by federal and state rules that outline the Continuum of Care’s responsibilities, which include applying for CoC program funds, operating the CoC, conducting CoC system response planning (that respond to homelessness), and designating a Homeless Management Information System (HMIS), as discussed below.
Across CoCs, there is no universal standard for governance structure. As defined in the CoC Interim Rule, HUD has set some specific requirements for a CoC board, but there is not a mandated governance model they must adhere to.
At a base level, HUD requires the following for CoC board membership:
• Be representative of the subpopulations of homeless persons that exist within the geographic area, and include someone who is currently or who has formerly experienced homelessness • Be free of conflicts of interest, and no board member may participate or influence discussions or decisions concerning the award of a grant or other financial benefits for an organization that the member represents
In addition, a recent California State Auditor’s report, auditing CoCs in the state of California, suggested that, “although federal regulations do not specify the number of members the board must have, they require that the board must include at least one person who is currently or has been homeless and that, in addition, the board must be representative of 15 types of relevant organizations within the CoC’s area14 […]. Having the interests of these relevant organizations represented helps ensure that a board will take into account these perspectives when making decisions related to critical issues, such as funding priorities, policies, and strategies to address homelessness.”
Additionally, HUD is considering four additional characteristics for all board compositions for incorporation in the final rule, including:
1. All CoC boards must have a Chair or Co-Chair
2. ESG Grantee must serve on the CoC board
3. Directors serve in staggered terms
4. Have an uneven number
HUD funding streams increasingly are also providing incentives and encouragement to communities to ensure their CoCs and decision makers are representative of people served by the system of care, and also represent communities who have been marginalized and underserved by that system.
14 These relevant organizations are defined as: Nonprofit homeless assistance providers, victim service providers, faith-based organizations, governments, businesses, homeless advocate, public housing agencies, school districts, social service providers, mental health agencies, hospitals, colleges, affordable housing developers, law enforcement, organizations that serve veterans, and individuals who are or were formerly homeless. #32..
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Homeless Response System Governance: Best Practices
As a best practice, an ideal system of care structure includes some kind of leadership group(s), a lead agency, and task groups and/or committees.
Leadership Group
The primary decision-making group, or Leadership Group, is the one that sets the overall vision for ending homelessness and coordinates policy and funding, with a focus on decisions as opposed to details. The group is comprised of key decision makers, informed on best practices, and overall owns the issue of homelessness in the community.
As a best practice, the Leadership Group typically includes the following:
• People with lived experience of
homelessness
• Key agency heads
• Housing Authorities
• Philanthropic representatives
• Elected officials
Lead Agency
A Lead Agency can be a singular entity, like a government agency or high capacity nonprofit, or it can be multiple entities, each tasked with a specific duty. The Lead Agency provides the main support, staffing, and data used to inform decision making and analysis, and takes written assignment of responsibility form the Leadership Group. Additionally, it serves as the bridge between the Leadership Group(s) and the Task Groups and Committees and has professional staff accountable to the Leadership Group(s). The key to forming an effective Lead Agency lies in what it is charged with doing, and empowered to do, rather than how it is structured.
A Lead Agency often includes one or more of the following:
• City staff
• County staff
• Provider staff
• High capacity nonprofit staff
Task Groups and Committees
A Task Group or Committee is the entity/group doing the groundwork to make change happen. They are in charge of the operational work and often provide the information, data, analysis, and input needed to make decisions. They include subject-matter experts and are typically dedicated to one particular topic.
Examples of common Task Groups and Committees include:
• HMIS policy
• Youth Task Force
• Racial Equity Workgroup
• Program Standards
• PIT Coordination
• Veterans Workgroup
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Sonoma County California
Prior to restructuring, Sonoma County’s System of Care led to the decentralization of resources, and the confusing and often conflicting processes for obtaining and implementing those resources and measuring success, as shown by the graphic below. Leaders of the County’s multiple decision-making groups felt there was a lack of clear community vision and inability to collectively prioritize funding. #32..
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After implementing a collective-impact decision-making group that owned the issue of homelessness in the community, a new CoC structure was developed.
The newly created Leadership Council became the primary decision-making body for the Sonoma County homeless system of care and served as the HUD-required CoC Board. Consisting of four Technical Advisory Committee (TAC) members, formerly the Leadership Group, and 5 elected officials, the group focuses on highlevel decision making. The group also establishes the funding priorities and makes funding-related decisions.
The leadership council includes the following:
• 2 City Council members from the largest city in Sonoma County (Santa Rosa) • 2 Board of Supervisors
• 1 City Council member from the second largest city (Petaluma) • 1 Set aside for a housing developer
• 1 provider from the community
• 1 rotating City Manager
• 1 individual with lived experience of homelessness
The TAC, formerly the Leadership Group, now serves as the advisory body to the Leadership Council and is made up of 25 members with backgrounds in homeless services, housing development, or lived experience of homelessness.
Houston, Texas
In Houston, a more narrowly consolidated model with dedicated nonprofit staffing is used. The structure includes the CoC Steering Committee, Network and Task Groups, and the Coalition for the Homeless.
Each entity has the following duties:
• CoC Steering Committee – Federally mandated representative board and primary decision-making body for homeless system of care
• Coalition for the Homeless – Coordinates and performs all federally mandated activities and staffs the CoC Steering Committee and supporting work groups
• Network and Task Groups – In charge of planning, oversight, and policy recommendations to the CoC Steering Committee
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Case Study Takeaways
The diversity of governing homeless response structures demonstrates that no one structure is universally best. A high-level model can allow for additional funds to be brought into the process by involvement of elected officials and foundations. Executive and outside voices allow for tough decisions to be made and local funding sources to be effectively aligned with community-wide goals, but must be balanced by information and decision-makers aligned around on-the-ground realities and system priorities.
Available Homeless Assistance Funding
Stanislaus funds services, supports, shelter and housing for people experiencing homelessness through a mix of federal, state, local, and private funding. This funding includes a variety of state and federal housing vouchers and subsidies with differing eligibility, duration, and challenges in locating housing to pair with subsidies.
Generally speaking, each homeless assistance funding source has its own complex requirements regarding what money can be used for, when it must be used by, and who is eligible to receive funding. For most federal and state homeless assistance grants, grant recipients must assess whether their clients meet complex definitions of homelessness in order to receive assistance and can only expend dollars on certain eligible activities. In addition, many grants are competitive, and funds are not guaranteed. Adding to this complexity, there is no centralized source that receives all of these funds and can work to align them. Instead, money is allocated to and administered by the County, cities, the CoC, as well as private nonprofits and other community-based organizations, leaving the community as a whole to figure out how best to align and allocate complex federal, state, and local grants. For an overview of some of the federal and state homeless assistance grants currently used by the Stanislaus homeless system of care, please see Appendix D.
Especially in recent years, with the influx of new forms of state and federal funding distributed to different partners, communities have struggled to align their homeless assistance funds.
Communities that do so successfully will typically:
• Have strong leadership with an understanding of federal and state grant requirements and that can monitor when new funding is released and make successful applications for competitive funds • Have support from and collaboration with the larger community and homeless service providers to plan for use of funds and capacity to apply to request for proposals and grant applications • Create feedback loops to get input from a diverse array of stakeholders in the community on allocation of funds
• Perform regular gaps analyses to assess needs in the community based on data, and conduct equity assessments in allocation and utilization of funds #32..
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Braiding Funding: Kansas House
To illustrate how homeless assistance projects are supported by a complex web of funding sources, here is one example from the community: Kansas House, located in Modesto, is a housing project made possible through a partnership between the Stanislaus Regional Housing Authority, Stanislaus County, and the City of Modesto. In fall of 2019, the Housing Authority was able to purchase a motel and renovate the space to create permanent housing for people experiencing homelessness.
There are 103 units of permanent supportive apartments, with capacity for around 200 residents. Each unit in Kansas House is approximately 275 square feet and has bathroom facilities, kitchenette, sleeping area, and washer dryer. The total cost of this project is approximately $8M. As shown in the chart below, the project was funded through a variety of sources. Each source has their own eligibility, documentation, administering agency, and reporting requirements.
Available Programs and Services for People Experiencing Homelessness in Stanislaus County
Programs and services available in Stanislaus County are offered through a combination of county and city departments, nonprofit and/or religious organizations, and other private entities. Existing services directly target people experiencing homelessness and also provide touchpoints with intersecting systems like behavioral health, education, and criminal justice. The community has both outreach resources, that may serve clients across the county, and brick and mortar facilities like the Modesto Gospel Mission that primarily serve clients in a certain geographic area. Similarly, homeless providers in the community provide services across the housing continuum. For example, nonprofits like Community Housing and Shelter Services (CHSS) offer families permanent supportive housing, whereas the Turlock Gospel Mission offers emergency shelter. A list of programs and services by provider or city/county department can be viewed in Appendix E. aps, Needs, and Priorities e
Source Administering Agency Amount
Housing Authority Housing Authority $2.1M
Community
Development Block
Grant (CDBG) –
Federal Funds
City of Modesto $2.5M
No Place Like Home
– CA State Funds
Stanislaus Behavioral Health
and Recovery Services $2.3M
Mental Health
Services Act – CA
State Funds
Stanislaus Behavioral Health
and Recovery Services $1.1M
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While Stanislaus County has systems, partnerships, and resources in place to address and reduce the number of people experiencing homelessness and improve outcomes for vulnerable unhoused populations, there are also existing gaps and needs in the homeless system of care. To identify gaps, needs, and priorities communitywide, plan drafters carefully performed both an environmental scan, which included reviewing data from dozens of existing community reports and data sources, as well as an intensive community feedback collection process where a diverse array of over 1,050 community members provided feedback on homelessness in the community.
The data, information, and feedback collected is outlined below and forms the basis of the community-specific goals, strategies, and action steps to address homelessness.
Who is Experiencing Homelessness in Stanislaus County?
Homelessness is a crisis that is both visible and invisible. Unsheltered homeless tends to be more visible to the public, but this visibility does not always give an accurate or complete picture of the demographics of persons who are experiencing homelessness in a given area. Often left out of this highly visible category are populations still considered highly vulnerable like families, youth, or people fleeing from or with a history of domestic violence. Having an accurate understanding of the scale and demographics of the population of people experiencing homelessness is key to setting goals and designing strategies. Below is a snapshot of characteristics and subpopulations of people experiencing homelessness across Stanislaus County.
Household Composition
HMIS data shows that a majority of
people within the system of care are
households consisting of one adult, or
single adults. In FY 2020, single adults
represented 75% of the total population
served, a 4% increase from the year
prior where they represented 71% of the
total population served. In comparison,
households with children represented
15% for single parents and 7% for two
or more adults with children, equating to
decreases of 4% and 1% respectively
from their prior reporting year.
This decrease is also reflected in PIT
data, and from 2019 to 2020, the
number of children under age 18
counted on a given night decreased by
43, or 17%.
75%
3%
15%
7%
Household Composition
Single Adults Households with 2+ Adults
Single Adults with Children 2+ Adults with Children
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Gender
Male-identified persons are overrepresented in
the Stanislaus homeless system of care in
comparison to their proportion of the general
population in the county. This tends to be true for
most communities nationally. In FY 2020, men
represented 57% of those within the system of
care according to HMIS data as shown on the
chart to the right (2027 out of 3,614 total served).
In FY 2019, they represented 55%.
Comparatively on the PIT count, the percentage
of men counted on a given night increased 14%
from 2019 to 2020. For transgender and gender
non-conforming people, it is important to note
that although they are typically a numerically
smaller community in homeless populations, it is
known that LGBTQ+ people in general are overrepresented across homeless systems of care nationally at increasing rates.
15 For transgender
and gender non-conforming people specifically,
studies have shown that nearly one out of three
persons experience homelessness at some point
in their lives, and many report experiences of
discrimination and denial of services and
housing.
16 Because of this, they may not be comfortable disclosing their identity and as a result are often not accurately reflected in PIT counts and HMIS data.
Racial and Ethnic Equity: Current Disparities in the Homeless System of Care Disaggregating data from homeless system of care by race and ethnicity is essential to ensuring the community is working to identify and eliminate disparities and effectuate equity. Further, a majority of state and federal homeless assistance funding now requires communities to assess racial equity and implement system changes as necessary in order to receive funds. The County, as well as members of the CSoC and SHA have also expressed commitment to addressing the racial disparities in the system of care and have called for shared community understandings of standards to effectuate racial equity and more robust review of data to identify disparities.
As a starting point, looking to the existing community data is informative of what specific disparities exist. Since a community’s PIT count includes unsheltered populations who are potentially not active in a project, comparing this information to who is enrolled in a shelter and housing project, or who is in the general population according to Census data, can reveal additional context and insight related to disparities as explored below.
In Stanislaus County, this analysis showed that Black people experience homelessness at a rate of four times their proportion to the general population according to the 2020 PIT count, and Black families experience homelessness at a rate of six times their proportion to the general population. In the chart below, the race and ethnicity, as captured by the PIT and HMIS to mirror Census race and ethnicity categories, of those served in
15 National Alliance to End Homelessness, Trans and Gender Non-Conforming Homelessness. (2017). https://endhomelessness.org/trans-and-gender-non-conforming-homelessness/ 16 Sandy E. James and others, The Report of the 2015 US Transgender Survey. National Center for Transgender Equality. 2016. Available at: https://www.transequality.org/sites/default/files/docs/usts/USTS%20Full%20Report%20- %20FINAL%201.6.17.pdf
56.1%
43.58%
.32%
Gender
Men Women Transgender or Gender non-conforming
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shelter and housing projects roughly matches the PIT demographics except for those identifying as multi-racial who are over-represented in shelter and housing projects by eight times their PIT demographics.
Note: To address community feedback and confusion on categorizations of race and ethnicity, both "race" and "ethnicity" comparisons are shown below. As a result, numbers will add to over 100%.
Disaggregating system performance data reveals that the flow of people entering the homeless system of care for the first time is also racially disproportionate for Black/African American households. In FY 2020, Black or African American households entered the homeless system at nearly five times their representation in the general population. When comparing this to the 2020 PIT count and who had experienced homelessness for less than a year, the figure was similar with people who identified as Black being over-represented at 5.3 times their representation in the general county population. Comparatively, Asian and multiple race households entered the system of care for the first time at a rate less than their representation in the general county population. However, Asian households had the highest average number of days homeless within the system at 140 days, 50 days higher than the 90-day average of those within a shelter or housing project in HMIS. 3% 2%
12%
1% 1%
78%
29%
2% 1%
13%
8%
1%
75%
29%
1%
6%
3%
15%
1%
75%
45%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
American Indian
or Alaska Native
Asian Black or African
American
Multiple Races Native Hawaiian /
Other Pacific
Islander
White Hispanic
Race and Ethnicity Comparison
2020 PIT Count Served in HMIS Stanislaus County General Population #32..
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Note: To address community feedback and confusion on categorizations of race and ethnicity, both "race" and "ethnicity" comparisons are shown below. As a result, numbers will add to over 100%.
Examining the community survey and other feedback collected demonstrated that while a majority of white respondents “did not know” if everyone was treated equally in the homeless system of care, a majority of Black or African American respondents identified that they “strongly disagreed” that everyone was treated equally within the system of care. For more detail, please see Systemwide Recommended Goals Section below.
During feedback collection, advocates and stakeholders additionally noted that there is an underrepresentation of Hispanic or Latinx identified persons, including Mexican American populations, in the PIT and HMIS data when comparing the proportions of both those in poverty and the general population overall. These stakeholders posited that many Hispanic and Latinx populations are not effectively reached by outreach and homeless service providers in the community. Stakeholders explained that this lack of connection is often due to a lack of staff with Spanish language proficiency or the absence of staff that is representative of the Hispanic and Latinx community. Anecdotal feedback from providers and outreach staff in the survey and focus groups suggested that this has led to an undercount of Hispanic and Latinx persons experiencing homelessness in the PIT count and in HMIS. The data shows that Hispanic, Latinx and Mexican American populations were disproportionately affected by the COVID-19 pandemic. This population constituted 63% of all positive cases while representing approximately 45% of the general population, 17 which research shows may lead to
increased housing instability and other vulnerabilities for this population. Recent studies also indicate that people of color nationwide will be disproportionately affected once eviction protection are lifted and that, “Black and Hispanic renter households in particular were twice as likely as white renter households to be behind on housing payments and twice as likely to report being at risk of eviction.”18
17 Stanislaus County COVID-19 Dashboard: http://schsa.org/tabs.shtm#home 18 Black and Hispanic Renters Face Greatest Risk of Eviction in Pandemic: https://www.jchs.harvard.edu/blog/black-andhispanic-renters-face-greatest-threat-eviction-pandemic 2% 2%
14%
7%
1%
71%
37%
1%
6%
3%
15%
1%
75%
45%
0%
10%
20%
30%
40%
50%
60%
70%
80%
American Indian
or Alaska Native
Asian Black or African
American
Multiple Races Native Hawaiian
/ Other Pacific
Islander
White Hispanic
Racial and Ethnic Distribution of People Entering the Homeless System for the First Time
Homeless Population Stanislaus County General Population #32..
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A recent article published by HUD’s Office of Policy Development and Research found that nationally, Hispanic Americans face housing barriers that include poor housing conditions and overcrowding, as well as a high level of rent burden, but do not access housing resources at rates that are proportional to their poverty level and access homeless shelters and other services at a lower rate than non-Hispanics when they do experience homelessness.
19 The study found that, “language barriers, immigration status, national origin, geographic location, and poverty all result in difficulty accessing affordable housing and homeless services.” Further, the study discussed that many Hispanics are alienated from accessing homeless services due to geographic, cultural, and language barriers.
Several community groups in Stanislaus also noted that the community’s existing data on race and ethnicity fails to capture the diverse populations in Stanislaus County, specifically, the Mexican and Mexican-American populations. At present, current methods require clients to choose between limited racial and ethnic categories:
Race: White, Asian, African American, Native American, Pacific-Islander, multiple races; and Ethnicity:
Hispanic/Latino, Non-Hispanic/Non-Latino for HMIS or PIT data collection. These existing identifiers pose challenges for Mexicans and Mexican Americans who may identify as White as opposed to Hispanic or Latino.20 This current mode of data collection was suggested by several stakeholders to lead to an overrepresentation in the data of white people experiencing homelessness. Goal 3 provides some action steps to address this issue.
Subpopulations Experiencing Homelessness
Out of each subpopulation21 recorded on the PIT count each sub-group of persons shown below saw an increase over the past three years, with the exception of veterans where the overall population decreased by 17% from 2019-2020.
2019 2018-2019
Change 2020 2019-2020 Change
Veterans 133 53% 110 -17%
Adults with Serious Mental Illness 176 24% 380 116%
Adults with Substance Use
Disorder 144 15% 397 176%
Adult Survivors of Domestic
Violence22 130 48% 161 24%
19 U.S. Department of Housing and Urban Development, Office of Policy Development and Research, Aiken, C., Reina, V., & Culhane, D. (2021). Understanding Low-Income Hispanic Housing Challenges and the Use of Housing and Homelessness Assistance. Cityscape: A Journal of Policy Development and Research:
https://www.huduser.gov/portal/periodicals/cityscpe/vol23num2/ch7.pdf. 20 Pew Research Center, Cohn, D. (2014, May). Millions of Americans changed their racial or ethnic identity from one census to the next. Pew Research Center: https://www.pewresearch.org/facttank/2014/05/05/millions-of-americanschanged-their-racial-or-ethnic-identity-from-one-census-to-the-next/ and Pew Research Center, Taylor, P., Lopez, M. H., Martinez, J., & Velasco, G. (2012, April). When Labels Don’t Fit: Hispanics and Their Views of Identity. Pew Research Center: https://www.pewresearch.org/hispanic/2012/04/04/when-labels-dont-fit-hispanics-and-their-views-of-identity/ 21 These subpopulation identifiers were reported by individuals experiencing sheltered and unsheltered homelessness responding to the PIT survey.
22 “Domestic violence” includes dating violence, sexual assault, stalking, and other dangerous or life-threatening conditions that relate to violence against the individual/family member that make them afraid to return to their primary nighttime residence.
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Survivors of Domestic Violence
Of note within the subpopulations tracked through the PIT is the high prevalence of respondents identifying as Adult Survivors of Domestic Violence. When examining this group, using the Stella System Performance Module, it revealed a similar trend showing that 29% of households reported having experienced domestic violence in both FY2019 and FY 2020, a figure 11% and 12% higher than the state average of the same time frames. According to the state’s HDIS system, Stanislaus County has the third highest rate of domestic violence in the state. A comparison chart of other California and Central Valley CoCs is shown on the next page.
Housing in Stanislaus County
Understanding “who” is experiencing homelessness in the community is vital to identifying what housing opportunities and supports are needed to address homelessness. Further understanding of the rental market landscape and what housing opportunities exist in the county can help identify gaps in resources and assist the community in obtaining and prioritizing funding that is responsive to actual need.
With San Joaquin and Calaveras Counties in the north, Mariposa and Tuolumne Counties in the east, Merced County in the south, and Santa Clara, Alameda, and San Francisco Counties to the west, Stanislaus is situated as a gateway between the state’s largest metropolitan areas and some of the most famous recreational rural areas. The county has and is continuing to see an increasing population, along with a tight and expensive rental market that is growing faster than the state average. Even with rest of the state experiencing a population decline due to COVID, Stanislaus County’s population is increasing. 23 While many areas in
California have seen decreases in rent during the pandemic, interviews and focus groups suggest Stanislaus county is experiencing the opposite. According to the county’s Housing Element, much of this is attributed to
23 COVID-19 Impact on Resident Migration Patterns. CBRE (April 2021) https://www.cbre.us/research-andreports/COVID-19-Impact-on-Resident-Migration-Patterns
29.00%
17.00%
8.00%
24.00%
17.00%
7.00%
22.00%
13.00%
20.00%
25.00%
30.00%
44.00%
System Experience of Domestic Violence
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the county’s geographic proximity to the Bay Area.24 With the combination of the Bay Area job markets, freeway access, and comparatively lower rents, finding affordable housing in the county is a difficult task.25 Rental Market and Available Housing
Current Housing Types & Availability
Housing stock in the county largely consists of single units (76%), meaning single-family homes typically containing one household. Buildings containing 2+ units representing approximately 16% of all housing units.
Coupled with a low rental vacancy rate of approximately 2%,26 the data shows that the number of units available for someone trying to exit the homeless system of care is low. This point was also supported and echoed by focus groups and interviews in every jurisdiction within the county.
Housing Data from the American Community Survey:28
24 U.S. Census Bureau, American Community Survey 5-year estimates (2015-2019) 25 Stanislaus County 2015-2023 Housing Element Update (2016) 26 The rental vacancy rate uses ACS data and represents the number of vacant units for rent by the sum of the renteroccupied units, vacant units for rent, and vacant units that have been rented but are not yet occupied 27 U.S. Census Bureau, Occupancy Status American Community Survey 5-year estimates (2015-2019). 28 U.S. Census Bureau, Occupancy Status American Community Survey 5-year estimates (2015-2019).
Current Housing Stock27
Property Type Number %
Single Unit 137,469 75.6%
1 unit attached 6,443 3.5%
2 units 3,987 2.2%
3-4 units 7,295 4%
5-19 units 8,729 4.8%
20+ units 9650 5.3%
Mobile Home, Boat, RV, ETC 8,175 4.5%
Totals: 181,748
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• 57.8% of units in the county are owner occupied
• 42.2% of units in the county are renter occupied
• 69.3% of housing units in the county have a mortgage
• 67.9% of housing units in the county have 3+ bedrooms • 86% of extremely low-income households are paying more than half of their income on housing costs Determining Fair Market Rent
Each fiscal year, the Department of Housing and Urban Development (HUD) calculates a rental rate it determines as suitable for a household to rent a privately owned, decent, safe, and sanitary unit of modest nature. The rate includes the estimated cost of utilities. Known as Fair Market Rent (FMR), this rate is then used as the basis for paying many federal and state housing assistance programs, including the Housing Choice Voucher Program and other kinds of rental subsidies.
In Modesto, FMR for a 1-bedroom is $987. Compared nationally, the Modesto FMR area is more expensive than 95% of other FMR areas in the country. Even with FMR rates based on modest housing costs, many households still are not able to meet the HUD recommended income levels to afford housing in the area. For housing costs, HUD considers a household spending over 30% of income to be housing burdened, and over 50% to be severely housing burdened. The table below shows the gross income amounts corresponding to the HUD categories.
Fair Market Rents and Income Needed
to Afford Housing Costs
Unit Size Cost per Month (2021
FMR)29
Income Needed for
Housing Costs at 30%
of Income
Income Needed for
Housing Costs at 50%
of Income
Studio $890 $2,967 $1,780
1-bedroom $987 $3,290 $1,974
2-bedroom $1,224 $4,080 $2,448
3-bedroom $1,733 $5,776 $3,466
4-bedroom $2,033 $6,776 $4,066
29 2021 HUD FMR rates
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Rent and Economic Insecurity
As many renters and providers know, the FMR amounts are often not enough to cover the real-world rental prices on the market, and according to the California Housing Partnership, 15,485 low-income renter households in the County do not have access to an affordable home.30 Since it can often be difficult to find housing available at the HUD FMR rates, it can also be helpful to make comparisons to the median monthly gross rent figures. In 2019, the median monthly gross rent31 in Stanislaus County was $1,231 according to the Census American Community Survey (ACS).
Since this is the ACS gross rent estimate, it includes the contract rent plus the estimated average monthly cost of utilities like electricity, gas, water, and sewer, but not internet or cell phone expenses. According to the United States Bureau of Labor Statistics Consumer Price Index, this represents an increase of 4.41% from the previous year and 13.46% over 3 years. Comparatively for the same time frames, the California increases were 4.33% and 12.08% respectively. This means the median gross rent in Stanislaus is increasing at a rate higher than the state average. Since the median and average rent data is released in September of the following year, this increase also reflects pre-COVID numbers.
Similarly, wages in the county have not kept up with the increases in rent, and minimum wage in Stanislaus County follows the statewide minimum wage level between $13 and $14 per hour depending on the number of employees at the business. At these rates, gross monthly income32 for a full-time employee working at minimum wage falls between $2,253 and $2,427 respectively, well below the gross monthly income HUD recommends, with a minimum of $4,123 in order for housing costs to be no more than 30% of overall income of the Median Gross Rent amount. Notably, someone working two full-time, minimum wage jobs amounting to 80 hours a week would only be $383 worth of gross monthly income over the recommended HUD amount in Stanislaus County for Median Gross Rent.
30 California Housing Partnership, Stanislaus County 2020 Affordable Housing Needs Report. (2020). 31 According to the American Community Survey Subject Definitions, “The data on gross rent were obtained from answers to Housing Questions 14 a-d and 18a in the 2019 American Community Survey (ACS). Gross rent is the contract rent plus the estimated average monthly cost of utilities (electricity, gas, and water and sewer) and fuels (oil, coal, kerosene, wood, etc.) if these are paid by the renter (or paid for the renter by someone else). Gross rent is intended to eliminate differentials that result from varying practices with respect to the inclusion of utilities and fuels as part of the rental payment.”
32 Gross income refers to total compensation before taxes or other kinds of deductions. For hourly employees, the standard calculation for monthly gross income is found by multiplying the hourly wage by the number of hours worked each week, then multiplied by 52, the total number of weeks in a year. This gives the annual gross income, which is then divided by 12 to find the monthly amount.
2019 1 Year Change 3 Year Change
US Median Gross Rent $1,097 1.86% 6.82%
California Median Gross Rent $1,614 4.33% 12.08%
Stanislaus County CA Median Gross
Rent $1,231 4.41% 13.46%
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Within Stanislaus County, a renter would need to make approximately $23.79/hour to be able to afford the Real Median Gross Rent, substantially higher than the $13/hour rate currently in effect. To put this in perspective, a family of three with the head of household earning minimum wage would be severely cost-burdened, meaning that over 50% of their income would be going towards housing costs for the Real Median Gross Rent amount.
In fact, many households in the county are considered either cost-burdened or severely cost-burdened. For extremely low-income households,33 86% are considered severely cost burdened.
33 There are currently several income standards defined by HUD that are used both for demographic characterization, and to determine program eligibility. Income standards are typically referred to as a proportion of Area Median Income (AMI).
In this standard, Extremely Low-Income is defined as up to 30% of AMI, Very Low-Income defined at up to 50% AMI, and Low-Income defined at up to 80% AMI.
$4,123 /Month
$2,253 /Month
$2,342 /Month
$2,430 /Month
$2,500 /Month
$2,938 /Month
$3,689 /Month
$2,308 /Month
$3,635
$23.79
$13.00 /Hour
$13.51 /Hour
$14.02 /Hour
$14.42 /Hour
$16.95 /Hour
$21.28 /Hour
$13.32 /Hour
$20.97
$- $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 Income Needed to Afford Median Gross Rent
Stanislaus Minimum Wage
Home Health & Personal Care Aides
Farmworkers
Retail Salespersons
Building and Grounds Cleaning
Construction Laborers
Fast Food and Counter Worker
Truck Driver
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Households considered homeless typically have extremely low incomes and often rely on a combination of Social Security, public benefits, or minimum wage. Among renter households at the extremely low-income level nationally, 36% are in the labor force, 30% are seniors, 18% have a member in their household with a disability, and another 7% are students or single-adult caregivers to a young child or household member with a disability themselves.
34 Even when factoring in the amounts of benefits available and potential minimum wage earnings, this combination is often not enough to afford the high cost of housing in the county.
A comparison of common benefit amounts for Stanislaus County can be seen below:
34 National Low Income Housing Coalition, The GAP. (March 2021). 35 U.S. Census Bureau, American Community Survey 5-year estimates (2015-2019) 36 Cash public assistance income includes general assistance and Temporary Assistance to Needy Families (TANF).
Separate payments received for hospital or other medical care (vendor payments) are excluded. This does not include 93%
87%
66%
37%
4%
86%
47%
18%
4% 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Extremely LowIncomeVery Low-Income Low-Income Moderate-Income Above ModerateIncome Cost Burdened Households Severly Cost Burdened Households Monthly Public Benefit and Social Security Income Estimates Supplemental Security
Income $937/month Stanislaus County average35
Social Security Disability $1,258/month national average Cash Public Assistance36 $429/month Stanislaus County average #32..
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Current Availability of Housing Designated for People Experiencing Homelessness in Stanislaus County
Along with the Point-in-Time (PIT) count, the Housing Inventory Count (HIC) similarly aims to provide a foundational understanding of shelter and housing options that exist within a community to respond to homelessness. As such, examining the HIC can be a good method for determining how much housing is currently available for people experiencing homelessness. Below is a chart that includes definitions for housing considered permanent and temporary on the HIC, as well as types of common housing in the community often utilized by unhoused populations but not specifically designated for people experiencing homelessness.
Supplemental Security Income (SSI) or noncash benefits such as Food Stamps. The terms “public assistance income” and “cash public assistance” are used interchangeably in the 2019 ACS data products.
Permanent Housing
Permanent
Supportive
Housing
Provides long-term housing with intensive supportive services to persons with disabilities.
Rapid Rehousing
Provides housing subsidies and supportive services for up to 24 months, with the goal of helping people to transition to self-sufficiency and retain their housing unit independently.
Temporary Housing
Transitional
Housing
Provides temporary housing accommodations and supportive services for up to 24 months, with the goal of the participant moving on to permanent housing after the program concludes.
Bridge Housing
Offers temporary housing, typically for people who have been matched with a permanent housing opportunity such as permanent supportive housing or rapid rehousing and are looking for a unit to rent.
Emergency
Shelter
Provides beds for homeless single adults and families, often including meals, showers, case management support, and connections to the Coordinated Entry System and other services.
Other Specialized Housing Not Dedicated to People Experiencing Homelessness Senior Housing Provides care that meets the needs of an aging population, ranging from independent living to 24-hour care.
Board & Care Licensed residential care facilities for people with special needs that provide intensive support and assistance with daily living. #32..
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According to the 2020 HIC, there are a total of 1,632 shelter and housing beds available to homeless and formerly homeless households in Stanislaus County. Out of that total, 65% are considered temporary, including 817 emergency shelter beds and 248 transitional housing beds, and 34% are considered permanent beds, including 12 rapid re-housing “beds” (i.e., rental subsidy spots) and 555 permanent supportive housing beds.
Some programs and funding streams are also targeted toward specific populations. Available temporary and permanent housing categorized by household type can be seen in the table below.
Shelter and Housing Inventory37 (2020)
Shelter or Housing Type Total Beds % of Total
Inventory
Beds for
Homeless
Households
w/o
Children
Beds for
Homeless
Households
w/Children
Beds for
Homeless
Households
w/ Only
Children
Emergency Shelter 817 50% 643 152 22
Transitional Housing 248 15% 152 96 0
Rapid Re-Housing 12 .001% 3 9 0
Permanent Supportive Housing 555 34% 316 239 0
Total Beds 1,632 1,114 496 22
Impact of the Martin v. Boise Decision
In September 2018 a federal ruling by the Ninth Circuit Court of Appeals determined cities were not allowed to prosecute people for sleeping on public property if there is no shelter space available. As a result of the order, cities within the jurisdiction of the court, including all California cities, worked to create emergency shelter capacity with the least amount of barriers to entrance in order to provide practical sleeping space.
In December of 2019, the Supreme Court left in place the Ninth Circuit ruling that people experiencing homelessness cannot be punished for sleeping outside on public property in the absence of adequate alternatives. In response to this decision, Stanislaus has focused on increasing the number of shelter beds and housing available with the goal that all people experiencing homelessness have the option to say inside.
Efforts in the City of Modesto included the designation of Beard Brook Park and the Modesto Outdoor Emergency Shelter (MOES) at the Tuolumne River Regional Park as the allowable site for those otherwise without shelter. With this designation, the City of Modesto enforced its no camping ordinance in other City parks.
MOES provides an example of an innovative approach for moving people from the parks and streets into shelter and housing. In February 20, 2019, MOES opened as a temporary response, employing tents for a limited term, while the County, City of Modesto, and other partners worked to create a Permanent Access Center and additional emergency shelter capacity as part of the community plan. Over 425 individuals were served at MOES. On February 26, 2019, the Board approved a Memorandum of Understanding (MOU) with
37 Shelter and housing inventory as noted on the 2020 Housing Inventory Count Report #32..
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The Salvation Army and the City of Modesto for collaboration on Homeless Programs and Sheltering. The purpose of the MOU was to formalize the collaboration on the development of a long-term plan to create a sustainable system of care for people experiencing homelessness in Stanislaus County.
The Salvation Army operated a 156-bed emergency shelter at 330 9th Street. The MOU established a framework for the ongoing financial support of existing Salvation Army shelter operations. The MOU also provided for the existing kitchen at the Salvation Army facility to be upgraded to increase food service capacity, and allowed for other infrastructure improvements at the shelter site. In addition to these improvements, the Salvation Army created a 50-bed expansion of their existing shelter. In addition, a facility lease between the County and The Salvation Army for the improvement of 18,000 square feet inside the north half of the Salvation Army’s existing warehouse for the creation of a new Emergency Shelter with a 182-bed capacity and placement of the Access Center at the 330 9th Street site was also executed. The Access Center serves as a “one-stop” shop where coordinated services can be provided to those at risk of or experiencing homelessness.
The Emergency Shelter component of the Access Center project opened in late November 2019 and the Access Center facility became operational in February 2020.
Additionally, in response to the Boise decision, the County and local jurisdictions have been working in partnership with local housing and shelter providers to address the lack of affordable housing in the community. In September 2019, there were a total of 649 beds and 239 units for shelter, transitional housing, and permanent supportive housing in various stages of construction countywide. Since that time, 533 beds and 171 units have been completed.
Looking Beyond the HIC
While the HIC illustrates the housing units within the system of care, it does not necessarily show all of the housing on the rental market that might be appropriate for people experiencing homelessness. Due to their incomes, people within or working to exit the homeless system of care will often be seeking units matching the extremely low-income category at up to 30% AMI,
38 very low-income category at up to 50% AMI, or even
sometimes the low-income housing category at up to 80% AMI. For each category, households looking for units must also compete with all higher-income households for the affordable and available rental units in the private market. For extremely low-income renters, this means not only are they competing with other households at their income level, but also those at every income category above theirs. Households at the above moderate-income level are typically only competing with other households in their same category and have more overall units available and affordable to them.
For extremely-low and low-income households, data available shows that there is a limited supply of housing that is both affordable and available within Stanislaus County. Existing units that are affordable are often unavailable and there are long waitlists for existing affordable and subsidized units. According to the Stanislaus County 2021 Affordable Housing Needs Report by the California Housing Partnership, this amounts to an additional 15,485 units that are needed across the county for the extremely low- and very low-income categories.
39 38 Area Median Income is defined as the midpoint of a region’s income distribution, meaning that half of households in a region earn more than the median and half earn less than the median. 39 California Housing Partnership, Stanislaus County 2020 Affordable Housing Needs Report. (2020). #32..
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Housing Construction and the Housing Pipeline
To assess progress to meet this need, tracking new housing construction is key. One way to track this in California is to review progress on a jurisdictions Regional Housing Needs Allocation (RHNA), permit data submitted to the state that tracks new housing units by affordability level. It is important to note, that while RHNA requires jurisdictions develop a plan to accommodate the state's identified number of needed housing units, it does not require, at least at this time, that the units be developed, and it does not provide any type of funding to assist with the development.
Further, there are a number of factors that influence housing development.40 These include environmental regulations, government regulations, land use controls, and other factors. For example, state agencies and local government compliance with state statutes can complicate the development of housing. Statutes such as the California Environmental Quality Act and sections of the Government Code relating to rezoning and general plan amendment procedures can also act to prolong the review and approval of development proposals by local governments. In many instances, compliance with these mandates establishes time constraints that cannot be altered by local governments. In addition, land use constraints can present significant challenges to development. Land use regulations in zoning ordinances influence housing production in a number of ways. The permitted and conditionally permitted uses in each zone guide new development and provide both developers and the general public an understanding of how unbuilt land will develop in the future.
40 Stanislaus County 2015-2023 Housing Element Update: Chapter 6 Constraints and Modesto Housing Element 2015 2016 2017 2018 2019 Estimated
Need
Above Moderate Income 194 403 339 485 574 9085
Moderate Income 71 610 98 101 148 3670
Low Income 3 218 0 15 289 3350
Very Low Income 1 34 0 0 46 5225
0 5000
10000
15000
20000
25000
Very Low Income Low Income Moderate Income Above Moderate Income #32..
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Based on the type of housing planned for development, land use restrictions may limit development plans by limiting density in particular areas.
These constraints may contribute to current data that shows that the permitting rate of units has not been enough to match the additional 15,485 units required to meet current community need. Out of the 5,225 very low-income permits41 needed as estimated by the state through its RHNA formula, only 65 have been issued, or approximately 1.2% of the estimated need. For the low-income category, 411 out of the RHNA estimated 3,350 permits have been issued, or 12.3%. Since RHNA allocations are in reference to permits issued, it’s important to note that permits do not necessarily translate to units that have or will make it through the entire construction process. It’s also important to note that although the state calculates the RHNA allocation, it does not provide funding construction estimates or even attach funding to the allocation amounts. A year-by-year progress of permits reported to the state during the reporting duration from 2015-2019 compared to the overall RHNA allocation is shown below.
42 In 2017, Governor Brown signed a 15-bill housing package aimed at addressing the state’s housing shortage and high housing costs. This included the Building Homes and Jobs act which establishes a $75 recording fee on real estate documents to increase the supply of affordable homes in California. Further, initiatives like Housing Stanislaus, a county-wide initiative to build a shared visioning and policy framework for housing in Stanislaus County (effort will be underway in August 2021), development Accessory Dwelling Unit (ADU) templates through a partnership with multiple jurisdictions, and various housing related ordinance amendments aimed at accelerating housing of all types. The 2017 State Legislation also established the Permanent Local Housing Allocation (PLHA) which provides an ongoing funding source for various affordable housing related activities aimed at the acquisition, development, and preservation of affordable housing.
Both the State of California and the Federal Government is allocating funding for communities to respond to the COVID-19 pandemic in historic amounts. Funding for housing and homelessness is higher than it has been in decades, with more funding expected to be on the way. In July of 2021, California Governor Gavin Newsome signed the housing and homelessness funding package as part of the $100 billion California Comeback Plan, and in March of 2021, the American Rescue Plan Act became law. Importantly, both funding packages have their own specific set of requirements and allowable expenses that communities must work to braid together with existing funding streams.
Placement into Housing and Housing Retention
In accordance with HUD and state guidelines, CoC and many state-funded housing programs receive referrals through the Coordinated Entry System. Within the system of care, households are prioritized for types of housing interventions based on their assessment scores and the policies outlined further in the Coordinated Entry Policies and Procedures.
According to data from HMIS, there were 3,626 unique clients considered active in emergency shelter, transitional housing, rapid re-housing, or permanent supportive housing projects in FY 2020. This represents a decrease of active clients of around 30% from the year prior (5,144 total clients) and almost 40% from FY 2018 (6,006 total clients), largely due to decreases in clients enrolled in Emergency Shelter projects. Since prior year numbers have been heavily influenced by both COVID-19 quarantine and isolation requirements and the Martin v. Boise43 case, as discussed below, it can be helpful to compare the amount of people served by project type, as shown below.
41 Note that for RHNA allocations, the state combines the extremely low- and very low-income categories 42 California Department of Housing and Community Development, Housing Element Implementation and APR Data Dashboard. May 2021. Available at: https://apr.hcd.ca.gov/APR This link asks for a login 43 Martin v. City of Boise, No. 15-35845 (9th Cir.2019). #32..
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FY 2018 FY 2019 FY 2020
Emergency Shelter 5,020 4,260 2,665
Transitional Housing 306 199 301
Rapid Re-Housing 292 263 255
Permanent Supportive
Housing 388 392 405
Examining system-level data at the household level, 3,325 households representing 5,052 people spent an average of 90 days homeless within the homeless system of care in FY 2020. Out of these households, 11% of were exited from the homeless system of care to permanent destinations44 and 26% were exited to temporary destinations,45 with 14% of those who exited to permanent destinations returning to homelessness within six months.
90 11% 14%
Average cumulative days
homeless
Exited to permanent
destinations
Eventually returned to
homelessness
According to the Stella System Performance Map, the number of households exiting to permanent destinations has been decreasing year-by-year, and 90% of households were only served by emergency shelter in FY 2020. Out of the households only served by emergency shelters, only 7% of those households exited to permanent housing. Rapid re-housing served 3% of total households, transitional housing served 4%, and permanent supportive housing served less than 1%. Out of all these interventions, rapid re-housing had the highest proportion of exits to permanent destinations with 87% of households served moving onto a permanent housing situation. Please see Appendix F for a full system performance map.
44 According to HMIS data standards used in the Stella System Performance Map, “permanent destination” is defined as any of the following: permanent supportive housing, a rental or unit owned with an ongoing subsidy such as VASH or RRH, rental or owned unit without a subsidy, or staying with family or friends on a permanent tenure basis. 45 According to HMIS data standards used in the Stella System Performance Map, “temporary destination” is defined as any of the following: an institution or group/assisted foster care, long-term care, or nursing home, medical institution like a psychiatric hospital or other psychiatric facility, incarceration institution, temporary unit like a hotel or motel paid without a voucher that does not remove homeless criteria, emergency shelter, safe haven, or transitional housing, in a temporary living situation with family or friends, or unsheltered or in another place not meant for habitation. #32..
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18% 13% 11%
Exited to permanent destinations Exited to permanent destinations Exited to permanent destinations As the impacts of the COVID-19 pandemic become clearer over time, many organizations across the country are expecting the number of people experiencing homelessness to increase. Examining the number of people on the by-name list prior to the pandemic shows that 1,519 people were prioritized for housing on February 1, 2020. By September 1, 2020, that number had increased to 1,832. However, even prior to COVID, the number of people receiving housing interventions through the Coordinated Entry System shows a large gap in comparison to the number of people assessed. In the 2020 calendar year, for example, a total of 2,261 people were assessed as needing a housing intervention. Out of those, only 171 clients received a housing referral through Coordinated Entry and 156 clients moved into a unit.
In addition to the gap between clients assessed as needing housing and those receiving referrals to a project, Stella System Performance data also revealed that a majority of households are entering the homeless system of care for the first time. In the 2020 reporting year, 52% of households (1,730) entered the homeless system of care for the first time. Out of recorded exits from the homeless system, 11% of households exited to permanent destinations (297). This means for each household that exited to permanent housing, nearly 6 households (5.8) became homeless for the first time.46
Even when examining prior years to remove factors like the county’s 100-day assessment challenge and COVID, 58% of households (2,174) entered the homeless system of care for the first time in the year prior. Out of recorded exits from the homeless system, 14% of households exited to permanent destinations (431). This means for each household that exited to permanent housing, nearly 5 households became homeless for the first time in FY 2019. Although the number of households entering the homeless system of care for the first time decreased 6% between FY2019 and FY2020, it is still clear that there is not enough housing to match the need.
46 FY 2020 CA510 CoC LSA for reporting period 10/1/2019-9/30/2020 2018 2019
3,202
Households
Exited
2020
Clients
assessed as
needing
housing
2,261
Clients
received a
housing
referral
171 Clients moved 156 into a unit
3,119
Households
Exited
2,637
Households
Exited
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Project Highlights
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Access Center
On February 3, 2020, the Access Center, a “hub location” for multiple homeless programs and the entry way into the shelter system, opened at 912 D Street, Modesto, California. The Access Center serves as a one-stop hub and physical entry point for individuals at-risk of or currently experiencing homelessness to access a wide range of co-located homelessness services including centralized homeless outreach and engagement; housing assessments and navigation; and homelessness support services and referrals. The Access Center also employs a “meet you where you are” strategy that has specialized homeless outreach workers meet individuals on the street and in homeless encampment areas and encourages individuals to connect to services.
The following partners are co-located at the Access Center - Center for Human Services; Community Housing and Shelter Services; Community Impact Central Valley; Disability Resource Agency for Independent Living; Downtown Streets Team Modesto; Golden Valley Health Centers; Salvation Army - Modesto; Stanislaus County (Behavioral Health and Recovery Services and Community Services Agency); Telecare Corporation and Turning Point Community Programs.
The Housing Assessment Team (HAT), staffed by Turning Point Community Programs, works in collaboration with other community partners, recognizing that a whole-person approach is required in order to support and assist individuals out of homelessness. The first point of contact at the Access Center for those impacted by homelessness is the HAT, who completes a personalized client assessment which is then entered into the coordinated entry Homeless Management Information System (HMIS) database. Based on the client’s vulnerability and specific needs, they are connected with housing interventions, resource information and other benefits all while receiving case managed support to navigate the system.
Outreach and Engagement
Data and Mapping
The Planning & Development Committee subcommittee of CSOC is in the process of reviewing the type of data that is collected by outreach providers countywide and is looking to establish one universal form to measure homeless outreach data and to assist in measuring the successes and connections to services. To facilitate this effort and assist with real-time data entry, the County and the City of Modesto information technology staff are collaborating with ESRI to develop a customizable survey tool to reflect the data and #32..
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success measures chosen by our community. This system will allow the outreach providers to enter data while they are in the field and a community dashboard will automatically update with GIS location of encampments and services provided and will allow for additional collaboration throughout the county with the unsheltered housing population.
Employment Continuum – Camp2Home
In working with the Downtown Streets Team, several barriers to employment have been identified, including a history of incarceration, drug/alcohol issues, and mental health issues. To address these barriers and assist individuals to become self-sufficient, the City of Modesto has launched Camp2Home, an initiative that builds upon the housing continuum with the addition of an employment continuum component. Together, the housing and employment continuum are intended to provide a process that meets people where they are that offers a stairway to self-sufficiency. The Camp2Home initiative includes five elements – Outreach, Shelter, Job Training, Employment and Housing.
To implement Camp2Home, the City of Modesto is partnering with Downtown Streets Team to add a second 25-member team for those who shelter at ACES (Expanded Downtown Streets Team) that will offer robust job training alongside key City of Modesto Departments such as Public Works, Police, and Parks. The key functions and training will include peer engagement, litter abatement, green waste abatement, and park and trail clean up. In conjunction with expanded training opportunities, Downtown Streets Team will provide an expanded job readiness curriculum to further prepare an individual for full time employment. The City of Modesto is also looking to establish employment opportunities with private sector partners such as Opportunity Stanislaus, Stanislaus Community Foundation, and the United Way of Stanislaus County and has taken part in this endeavor by recently hiring four Maintenance Aides with the Modesto Police Department to support the Modesto Police Department Blight Abatement Team. Those who receive full-time employment will partner with Downtown Streets Team in an employment-based rental assistance program to become permanently housed.
The Camp2Home program is designed to continue in perpetuity to assist those unsheltered individuals reach self-sufficiency.
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Community Feedback, Priorities, and Needs
Data and community reports on who is experiencing homelessness and what housing resources are required to meet the needs of this population help illustrate the needs and gaps in the current homeless system of care.
However, it is equally important to assess what community members and stakeholders identify as the gaps in resources and ways the system of care can improve and better serve unhoused populations. In January of 2021, the process of collecting community feedback to identify gaps in resources and inform goals, strategies, and action steps began to take place. As noted above, the feedback collection process included local government feedback sessions with 9 government entities, 4 focus groups with providers and people with lived experience of homelessness, and 11 individual and group interviews and the community survey, which received 1,021 responses. For a complete overview of outreach efforts and specifics on the feedback process please see Appendix B.
The community survey was the most common way community members provided feedback for this plan.
Therefore, an analysis of who in the community responded to the survey is necessary to ensure the feedback is as representative of the community as possible.
Survey Demographic Highlights
Of the 1,021 survey respondents there were:
Race and Ethnicity of Survey Respondents47
The race and ethnicity breakdown of people who responded to the survey is detailed in the chart below and compared to both the most recent PIT count available and general population of Stanislaus County. Of the 1,021 people who completed the survey 1,011 completed the question on race. The race categories identified on the survey mirror the categories used by the US Census so the data could be compared. It is also important to note that the vast majority of respondents who choose the “other” category in answer to the race identification question wrote in that they identify as Hispanic or Latinx. In addition, over 100 people answered
47 Note that to be able to make comparisons to available Census and HMIS data, the race and ethnicity categories in the chart below were used to collect information on the community survey. 137 people with lived experience of homelessness (paper and online survey) 481 people that responded ‘yes’ to the question asking whether they or someone they knew had experienced homelessness
107 city and county employees
126 business owners
620 property owners
136 individuals affiliated with faith-based community groups 127 individuals affiliated with service providers/community-based organizations 87 individuals affiliated with neighborhood groups or coalitions #32..
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“preferred not to say” in response to the race identification question. For ethnicity, 148 people stated that they “preferred not to say” in response.
For race, underrepresentation of response to the survey was noted with regard to Black or African American and Asian respondents, who came in under the Census estimates by 1.61% and 3.81%, respectively. Although it is important to note that roughly 10% of respondents marked “preferred not to state,” the noted disparity is an opportunity for the community to continue to evaluate community data by race and adjust outreach protocols as necessary to increase proportional racial input and engagement.
For ethnicity, underrepresentation of response to the survey was noted with regard to Hispanic or Latinx respondents, including Mexican American populations, who came in under the Census estimates by 22.88%.
This underrepresentation reflects community data that shows that Hispanic, Latinx, Mexican American, and Spanish-speaking communities are not effectively being reached by the system of care. To supplement this low response rate relative to the population, plan drafters reached out to a number of Latinx, Hispanic-lead organizations to collect additional feedback, including El Concilio and the Hispanic Leadership Council as well as other organizations that work with Hispanic, Latinx, and Mexican American populations including California Rural Assistance Foundation, Migrant Center, Valley Improvement Project, and the International Rescue Committee. However, feedback from some of these organizations remained low. This reflects the urgent need for the community to increase outreach and connection with the Latinx, Hispanic, and Mexican American communities in Stanislaus. Recommendations regarding better outreach to these communities are detailed in Goal 3.
Note: 1 Note that the “Race and Ethnicity” comparison chart does not add up to 100% for each category because White and Hispanic are shown in a singular comparison, rather than separating out race and ethnicity as categorized on the Census and within HMIS data 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
American Indian
or Alaska Native
Asian Black or African
American
Multiple Races Native Hawaiian /
Other Pacific
Islander
White Hispanic
Race and Ethnicity Comparison
2020 PIT Count Community Survey Stanislaus County General Population #32..
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General Findings from the Community Feedback and Environmental Scan Processes
The following sections explore the general findings from community feedback as well as the data that supports these qualitative responses in several key areas.
Causes of Homelessness
When conducting the PIT count, some communities ask additional supplemental questions along with the HUD required demographic and subpopulation data points. In Stanislaus County, capturing “reasons for homelessness” has been a standard addition for the past several years allowing for a year-by-year comparison. From 2018-2020, the top reasons people identified as causing their homelessness were: abuse or violence in the home, alcohol/substance abuse, lost job/couldn’t find work, unable to pay rent/mortgage, and being asked to leave their home. The “other” category has also consistently ranked as a top reason. An exploration of the raw data reveals that many answers in this category relate to the death of a family member or housing that was lost due to factors out of a person’s control, like a fire, owner move-in, or potential Ellis Act eviction.
48 On the survey and a number of interviews and focus groups, respondents were asked what they identified as the primary reason people become homelessness in Stanislaus County. Of the 1,021 survey takers, 898 responded to this question. Answers sometimes varied by respondent population. Please see below for the
48 The Ellis Act is a California state law enacted in 1985 that allows landlords to evict residential tenants in particular scenarios where they “go out of the rental business.”
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
abuse or violence in the home
alcohol/substance abuse
asked to leave
bad credit
blank response
discharged from foster care
discharged from hospital
discharged from jail/prison
divorvced/separation/break-up
evictions
Illness -self or family
legal problems
lost job/couldn't find work
medical expenses
mental illness
moved to find work
other
problem with public benefits
reasons related to sexual orientation
unable to pay rent/mortgage
Causes for Homelessness
2020 2019 2018
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survey responses from few historically underserved populations49 and people with lived experience of homelessness.
A majority of those interviewed and who responded to this question on the community survey identified the top three primary reasons for homelessness as:
• Alcohol and substance abuse
• People are unable to pay their rent or mortgage
• People have lost jobs/can’t find work
Notably, individuals with lived experience of homelessness or housing insecurity similarly noted these three top reasons for homelessness but identified the top cause as unable to pay rent or mortgage. See more details on responses from those with lived experience in the Feedback from People with Lived Experience of Homelessness section below.
In comparison to PIT survey results, the top three responses to causes of homelessness from survey results mostly mirror the PIT survey responses, with the exception that abuse or violence in the home and being asked to leave are consistently marked as reasons for homelessness in PIT surveys.
49 Historically underserved populations are defined in this document as populations who have historically not received equitable allocations of resources or equal treatment in the homeless system of care and larger community. Typically, these populations include but are not limited to: Black, Indigenous, and People of Color (BIPOC), aging adults, LGBTQI+ persons, immigrants, persons who are non-English speakers or have limited English proficiency, people who have been incarcerated or have had involvement with the criminal justice system, youth, people with disabilities, families with children, domestic violence survivors, and chronically homeless persons.
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% Alcohol/substance abuse
Unable to pay rent/mortgage
Lost job/can't find work
Illness
Divorce/separation/breakup
Causes of Homelessness Comparison
2020 PIT 2019 PIT 2018 PIT Community Survey
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Biggest Roadblocks to Ending Homelessness
Survey takers were asked to identify the biggest roadblocks to keeping Stanislaus from ending homelessness.
Of the 1,021 survey takers, 797 responded to this question. These respondents identified insufficient mental health supports, insufficient permanent and affordable housing, and the high cost of housing as the top three roadblocks. See chart below.
Similarly, in a majority of the feedback sessions insufficient mental health support as well as lack of permanent housing were the top barriers identified with the addition of substance abuse.
Insufficient mental health support
Insufficient permanent and affordable housing
The high cost of housing
Poverty
Insufficient coordination among homeless providers
Other (please specify)
Insufficient homeless assistance funding
Insufficient support for criminal justice-involved individuals & re-entry services, post-incarceration
Insufficient homeless prevention and diversion programs (e.g. eviction defense and tenant rights programs, one-time rental assistance) Insufficient law enforcement/criminal justice system interventions Insufficient job training and development
Insufficient shelter capacity
Unemployment
Insufficient access to affordable medical care
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
What do you think are the biggest roadblocks to keeping Stanislaus from ending homelessness
Responses
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Highest Priorities for Community Funding
Survey takers and interviewees were also asked to identify the highest priorities for community funding. Of the 1,021 respondents to the survey, 796 answered this question. Unsurprisingly given the barriers to addressing homelessness and causes of homelessness identified, survey respondents identified the top priorities (ranked in order) as follows:
Similarly, in a majority of the feedback sessions, top priorities for community funding included mental health support, substance abuse treatment and permanent housing. Community members made numerous suggestions to align supportive services, case management, and addiction treatment many of which are outlined in Goal 2 below.
Contextualizing this perception and prioritization of behavioral health services needs with data, however, it is important to note that although a large number of people in the community identified mental health support and substance abuse treatment as the highest priorities for funding, the total proportion of unhoused people identified in the PIT Count as experiencing a substance use disorder is only 19%, and adults identified with serious mental illness represent 18% of the total population of homeless individuals.
Community Perceptions of Equity in the System of Care
Survey takers were asked whether in the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless services and housing in the community, regardless of who they are.
Of the 1,021 survey takers, 769 responded to this question. A majority of these respondents stated that they didn’t know or weren’t sure of the answer to the question and the second largest majority of respondents strongly disagreed that everyone is treated fairly and has equal access to homeless services. An almost equal number of respondents either somewhat disagreed or strongly agreed with the statement.
Priority Category
Percentage of Survey Respondents that
Identified This Priority Category as a High
Priority for Funding
Mental Health Support 54.15%
Substance Abuse Treatment 47.36%
Housing designated for people experiencing
homelessness 39.94%
Housing for low- and moderate-income people 37.43%
Permanent supportive housing (long-term
housing with intensive case management)
37.31%
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Responses from historically underserved subpopulations are detailed below in the Gaps and Recommendations Identified by Historically Underserved Subpopulations Section. Of note, a majority trans/non-binary/gender-non-conforming and Black or African American respondents either strongly disagreed or somewhat disagreed with the statement above.
Similarly, in feedback sessions with providers, those with lived experience and other stakeholders, a significant number of respondents stated that they think there are certain populations that the homeless system of care is not effectively making connections or outreach to. Specifically, many providers and stakeholders mentioned that the homeless system of care has more limited connections and less effective outreach for Hispanic and Latinx populations and non-English speaking persons. Several providers also mentioned that LGTBQI+ populations do not feel comfortable and safe accessing services, shelter, and housing in the community because they feel they will be discriminated against. Further, some providers also mentioned that they believed having a more diverse staff would help with better outreach and services to Black, Indigenous, and other People of Color in the community experiencing homelessness. El Concilio, a community-based non-profit, suggested that specifically that it is, “important the community work closely with “trusted messengers” in the Latino community to outreach and explain in a culturally sensitive manner the available materials.” Best practices to make the homeless system of care more equitable and inclusive are detailed in Goal 3, below.
Gaps and Recommendations Identified by Geographic Area
In order to address the specific concerns and needs of cities and unincorporated area within the county to address homelessness, community feedback was requested from each local government and community by interviewing providers, as well as local government officials and members of the public at city council meetings.
In addition, feedback collected by the community survey was analyzed by where respondents lived to get a better picture of the concerns, priorities, and resources that exist in each area and existing data specific to each area was analyzed. Finally, plan drafters received feedback from the Stanislaus County Chief Executive’s Office (CEO) and other County leadership to understand county-wide concerns.
The following sections outline feedback received from residents and representatives of different geographic areas throughout the county and County officials. The number of people experiencing homelessness in each area is identified by the point in time (PIT) count. Please note this represents only a snapshot of people experiencing homelessness on a single night of the year. Other data from the homeless management information system presents a more robust view as discussed in sections above.
Don’t know/unsure Strongly disagree Strongly agree Somewhat disagree Somewhat agree
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
In the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless services and housing in the community, regardless of who they are.
Responses
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Ceres
The City of Ceres, with a population of 48,214 (2019),
50 is home to 29 people experiencing sheltered and
unsheltered homelessness, according to the 2020 PIT county. Residents from Ceres represented 4.01% of community survey takers. In addition, feedback on homelessness was provided by the Mayor of Ceres and other City Council members.
Barriers to Addressing Homelessness
The biggest barriers to addressing homelessness were identified by Ceres community members as high cost of housing, insufficient mental health support, and lack of permanent affordable housing. Community members also identified the high need for mental health and substance abuse treatment outreach to the area.
Stakeholders explained that more data from the County is needed to assess how many people are experiencing homelessness in Ceres so the city can more accurately identified the needs that exist. Some stakeholders also identified wanting stronger partnerships with the County to receive this much-needed data and to monitor the number of people experiencing homelessness in the area and their needs.
Strategies to Address Homelessness
Residents recommended that if there is funding available to address homelessness it should be used for housing for people experiencing homelessness, mental health support, and housing for low and moderateincome people. Community stakeholders also identified that it is important to deal with each situation where someone is experiencing homelessness independently and that enforcement may be necessary.
County: County Department Directors and CEO
The Stanislaus County CEO staff provides leadership and management of County government including management of resources, long-range financial planning, personnel and employee relations, capital projects and organizational planning. The office and its staff, along with other key County divisions like the Planning and Community Development Department and Community Services Agency (CSA), are also involved in planning and implementing interventions to address homelessness and supporting the efforts of localities to address homelessness within Stanislaus County. On May 12, 2021, feedback was provided to plan drafters by the County officials and leadership.
Barriers to Addressing Homelessness
The biggest barriers to addressing homelessness identified by County officials were a lack of available housing paired with consistently increasing housing prices, a lack of sufficient case management, outreach resources, and system navigation support for unhoused populations, and increasing substance abuse and mental health issues across the community. In addition, County officials also noted concerns about the need to ensure that leadership in the homeless system of care has the power to make decisions about and align homeless assistance funds. Further, rental applications and their cost, as well as concerns that some landlords may not be willing to rent properties at the quality standards required by homeless assistance programs, and the need for ongoing as opposed to one-time funding from the state were also identified as barriers.
Strategies to Address Homelessness
County officials identified high priorities for funding as increasing outreach, case management, and available housing units. In addition, officials noted having a comprehensive list of available housing units would assist the community in accurately identifying availability and need. Further, officials also noted that there is a need for shelter operating funds, transitional housing, permanent supportive housing support, and funds for homeless prevention as well as support for satellite/hub and spoke services across the county.
Hughson
The City of Hughson, with a population of 7,460 (2019), is home to approximately 1 unhoused person according to the 2019 PIT count. Residents from Hughson represented the third largest city response to the community survey, accounting for 4.73% of survey takers.
Barriers to Addressing Homelessness
50 All population estimates per city are based on 2019 U.S. Census Bureau population estimates. #32..
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The two biggest roadblocks to addressing homelessness were identified by Hughson residents as insufficient mental health support and the high cost of housing. Community members also noted that that there is a lack of support and prevention services for young people. These services are needed before people begin patterns of substance use.
Strategies to Address Homelessness
Hughson residents further identified the two highest priorities for community funding as being substance abuse treatment and mental health support. Residents also noted that housing designated for people experiencing homelessness is needed in the community and that facilities or initiatives that would make a significant impact for people experiencing homelessness are a women/children’s shelter, homeless to work initiatives, and day centers.
Modesto
The City of Modesto, with a population of approximately 212,616 (2019,) is home to 1,592 people experiencing sheltered and unsheltered homelessness, according to the 2020 PIT Count. Residents of Modesto comprised
63.89% of survey respondents. In addition, feedback on homelessness was provided by City Council members and members of the public on April 5, 2021.
Barriers to Addressing Homelessness
The two biggest roadblocks to addressing homelessness were identified by Modesto community members as insufficient mental health support and the high cost of housing. Further, stakeholders in Modesto identified several distinct gaps in housing or services to people experiencing homelessness including limited resources for mentally ill children, difficulty engaging people to stay in shelters and access services, lack of long-term rehabilitation services, and insufficient temporary housing to get people off the streets immediately.
Strategies to Address Homelessness
Residents recommended that if there is funding available to address homelessness it should be used for mental health support and permanent supportive housing (long-term housing with intensive case management) for people experiencing homelessness. Community members also identified several targeted solutions to addressing homelessness including public resources to show shelter and housing bed availability (i.e., a live app accessible to clients and providers), pursing existing land for development, maintaining a map of available land for development, and addressing NIMBYism through sharing personal stories of homelessness.
Newman
The City of Newman, with a population of 11,317 (2019), is home to approximately 21 people experiencing sheltered and unsheltered homelessness, according to the 2020 PIT count. Residents from Newman represented 0.41% of the community survey takers. In addition, feedback on homelessness was provided to plan drafters by the Newman City Council and members of the public attending the City Council meeting on April 27, 2021.
Barriers to Addressing Homelessness
The two biggest roadblocks to addressing homelessness were identified by Newman residents as insufficient mental health support and insufficient shelter capacity. In addition, stakeholders in Newman identified a lack of available services and supports in the community, lack of effective community protocols for mental health identification and treatment, and a lack of discharge planning and coordination as being additional barriers to effectively addressing homelessness in Newman.
Strategies to Address Homelessness
Newman residents further identified the two highest priorities for community funding as being substance abuse treatment and mental health support. Stakeholders also described other targeted strategies to effectively addressing homelessness in Newman including more coordination of discharge from hospitals and health institutions, intensive structure and support for people with mental illness, better pathways to access services in larger cities like Modesto, and a strong outreach structure to bring services and supports to Newman. In addition, community members stated that they would like to see more City/County employment engagement #32..
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programs and housing solutions coupled with services, and also recommended having a homeless liaison that could link the smaller cities into what is happening with homelessness, new projects, and funding across the county.
Oakdale
The City of Oakdale, with a population of 22,936 (2019), is home to approximately 36 people experiencing sheltered and unsheltered homelessness, according to the 2020 PIT Count. Residents from Oakdale represented 3.09% of the community survey takers. In addition, feedback on homelessness was provided to plan drafters and the SHA by members of the Oakdale City Council.
Barriers to Addressing Homelessness
The two biggest roadblocks to addressing homelessness were identified by Oakdale residents as insufficient mental health support and the high cost of housing. Community members also noted that criminal records, lost jobs and the cost of healthcare present barriers. Further, Oakdale residents stated that homelessness is often caused by the combination of many of the roadblocks working together.
Strategies to Address Homelessness
Oakdale residents further identified the two highest priorities for community funding as being housing for lowand moderate-income people and housing designated for people experiencing homelessness. Residents also noted that while a congregate shelter would not be a good fit for the community, satellite services and outreach may be a better match. Oakdale community members also noted that women/children’s shelter and homeless to work initiatives would have a significant impact on homelessness.
Patterson
The City of Patterson has a population of 22,066 (2019) and approximately 78 sheltered and unsheltered persons experiencing homelessness, according to the 2020 PIT count. Residents of Patterson represented approximately 0.72% of those who took the community survey. In addition, feedback on homelessness was provided to plan drafters by the Patterson City Council and members of the public attending the City Council meeting on April 20, 2021.
Barriers to Addressing Homelessness
The biggest barriers to ending homelessness identified were the high cost of housing, insufficient mental health support, and insufficient permanent and affordable housing. Community members also discussed recidivism with the criminal justice system and how challenging it can be for people experiencing homelessness to achieve housing stability. Further, another recent community survey on COVID hardship from the Grayson Neighborhood Council showed that out of 245 survey respondents, 166 were in need of rental assistance and 136 were suffering economic hardship. However overall, the City Council and other community members reported that through the work of Naomi’s House and H.O.S.T House, the community was able to offer key services and supports to people experiencing homelessness.
Strategies to Address Homelessness
Residents and City Council members recommended that if funding is available to address homelessness in Patterson it should be used for job development, substance abuse treatment as well as housing for low and moderate-income people. In addition, community members suggested peer programing, additional transportation for participants to access services outside the city, transitional housing, and more dedicated outreach staff to work with people experiencing homelessness in Patterson.
Riverbank
The City of Riverbank, with a population of 24,482 (2019), is home to approximately 26 persons experiencing sheltered and unsheltered homelessness, according to the 2020 PIT count. Residents from Riverbank represented 3.91% of the community survey takers. In addition, feedback on homelessness was provided to plan drafters by the Riverbank City Council and members of the public attending the City Council meeting on March 23, 2021.
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Barriers to Addressing Homelessness
Community members identified that substance abuse, insufficient mental health support and lack of permanent affordable housing paired with high cost of living represent significant barriers to addressing homelessness in Riverbank. Further stakeholders explained that there is motivation in Riverbank to work with the County, SHA, and others to address homelessness in the area but that these partnerships have not been accessible.
Riverbank would like to see more funds available in their area to provide outreach and supports to people experiencing homelessness and stated that they have been overlooked when it comes to project and service development for people experiencing homelessness. With more support, Riverbank stakeholders believe they can make a significant impact on homelessness in the area.
Strategies to Address Homelessness
Community members in Riverbank identified the highest priorities for community funding as mental health support, housing for people experiencing homelessness, and permanent supportive housing. Stakeholders further identified other targeted strategies to addressing homelessness including funding dedicated to identifying people experiencing chronic homelessness and then starting a Host House-type program, employment training and workforce development partnerships (ex. Opportunity Stanislaus), permanent supportive housing and housing first programs with wrap-around services, transitional housing, and access to services that can get unhoused people document ready (e.g. obtaining ID cards, social security cards, etc.).
Turlock
The City of Turlock, with a population of approximately 72,904 (2019), represents one of the larger cities in the area and has approximately 232 sheltered and unsheltered people experiencing homelessness according to the 2020 PIT count. Residents from Turlock represented about 11.2% of the total community survey responses and a number of homeless service/housing providers participate in the provider focus groups. The city has a number of homeless and community-based services that support people experiencing homelessness and those at risk, including but not limited to We Care Program Turlock, United Samaritans foundation, Turlock Gospel Mission and a Haven Women’s Center of Stanislaus location. Community members and stakeholders from Turlock are active in working to address homelessness and are in the process of drafting a City-specific plans to address homelessness.
Barriers to Addressing Homelessness
Barriers to effectively addressing homelessness identified by community survey takers from Turlock included substance abuse and addiction, and insufficient mental health support. Further, community members also discussed the impact of homelessness on people’s businesses and property and expressed general concern and motivation to continue engaging leadership in addressing the issue of homelessness in Turlock.
Strategies to Address Homelessness
The top priority for community funding identified by people living in Turlock on the community survey was mental health support, housing for people experiencing homelessness and housing for low- and moderateincome people.
Unincorporated Areas
Unincorporated areas in Stanislaus County are represented by the Municipal Advisory Councils (MACs). The County Board of Supervisors established MACs throughout the unincorporated area to advise the Board on various matters. Stanislaus County has nine MACs: Knights Ferry, Denair, Empire, Hickman, Keyes, Salida, South Modesto, Valley Home, and Wood Colony.
Residents from unincorporated areas in the county represented 4.22% of the community survey takers. In addition, feedback on homelessness was provided to plan drafters by MAC representatives at a meeting on March 8, 2021.
Barriers to Addressing Homelessness
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there is some outreach and services accessible to unincorporated areas, the outreach is not as robust as it needs to be to effectively engage people experiencing homelessness in these areas. Stakeholders also expressed that a more comprehensive awareness of the resources that exist is needed, with points of contact in the system of care, and that many residents have concerns about individuals camping or living in abandoned properties.
Strategies to Address Homelessness
Unincorporated area residents further identified the two highest priorities for community funding as being substance abuse treatment and permanent supportive housing. Residents also emphasized that housing, including both permanent and transitional housing is key, and noted that innovative housing solutions to homelessness are required for effectively addressing homelessness (shared housing, tiny homes). Further stakeholders explained that resources that encouraged housing stability are also necessary.
Waterford
The City of Waterford, with a population of 8,877 (2019), is home to approximately 6 people experiencing sheltered and unsheltered homelessness, according to the 2020 PIT Count. Residents from Waterford represented 1.23% of the community survey takers. In addition, feedback on homelessness was provided to plan drafters by the Waterford City Council and members of the public attending the City Council meeting on March 18, 2021.
Barriers to Addressing Homelessness
The two biggest roadblocks to addressing homelessness were identified by Waterford residents as the high cost of housing and insufficient permanent and affordable housing. In addition, stakeholders in Waterford identified lack of case management and support for drug use and mental health, high case manager-client ratios, barriers to transportation to access services, lack of prevention services and services for single adults as well as a lack of knowledge among the community and people experiencing homelessness on what services exist in the community.
Strategies to Address Homelessness
Community members in Waterford also identified the two highest priorities for community funding as being housing for low and moderate-income people and job development. Stakeholders further identified other targeted strategies to effectively addressing homelessness in Waterford, including affordable housing for low and moderate-income people, job development, drug addiction treatment, mental health wrap around services, life skills/training, and transitional housing using a housing first model. #32..
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Quick View of Feedback by Geographic Area
Geographic
Area
Identified Causes of
Homelessness
Identified Barriers to
Addressing
Homelessness and
Gaps in Resources
Identified Solutions
Ceres • Alcohol and substance
abuse
• People are unable to
pay rent or mortgage
• Lack of
jobs/employment
• High cost of housing
• Insufficient mental
health support
• Lack of permanent
affordable housing
• Housing for people
experiencing
homelessness
• Mental health support
• Housing for low and
moderate-income people
• Dealing with each situation
and person independently
and enforcement
County • Substance abuse and
mental health
• Lack of affordable
housing
• Aging adults cannot
afford rent because
they are on fixed
income
• Lack of available
housing inventory
• Lack of case
management services
and system navigation
support
• Lack of governance
within the homeless
system of care
leadership to make
strategic funding
decisions or align
multiple sources
• Increased case
management and outreach
supports across the
county, including
substance abuse
navigation services
• More housing units,
including transitional
housing and permanent
supportive housing
• Homeless prevention
support
Hughson • Alcohol and substance
abuse
• Lost job/can’t find work
• Being unable to pay
rent or mortgage
• Insufficient mental
health support
• The high cost of
housing
• Insufficient homeless
assistance funding
• Mental health support
• Substance abuse
treatment
• Housing designated for
people experiencing
homelessness
Modesto • Mental illness
• Addiction
• Lack of affordable
housing
• Unwillingness of
community to support
shelter or housing
projects (e.g. “Not in my
back yard” or
NIMBYism attitudes)
• Lack of mental health
support and limited
resources for mentally
ill children
• Difficulty engaging
people to stay in
shelters and access
services
• Absence of long-term
rehabilitation services
• Absence of temporary
housing to get people
off the streets
immediately
• Public resource to show
bed availability
• Pursue existing land for
development
• Maintain map of available
land for development
• Addressing NIMBYism
through sharing person
stories
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Newman • Alcohol and substance
abuse
• Illness
• Mental illness leading
to interactions with the
criminal justice system
• Insufficient mental
health support
• Insufficient shelter
capacity
• Lack of available
services and supports
in the community
• Better coordination of
discharge from hospitals
and health institutions
• Intensive structure and
support for people with
mental illness
• Better pathways and
outreach to access
services in larger cities like
Modesto
• City/County employment
engagement programs
Oakdale • Alcohol substance
abuse
• Cost of living
• Unable to pay rent or
mortgage
• Insufficient mental
health support
• The high cost of
housing
• Insufficient permanent
and affordable
housing
• Housing for low- and
moderate-income people
• Housing designated for
people experiencing
homelessness
• Substance abuse
treatment
• Satellite services with
outreach
Patterson • Mental illness
• Addiction
• Lack of
jobs/employment
• Lack of housing
stability supports
• Insufficient mental
health supports
• Lack of resources to
prevent criminal
recidivism
• Additional beds and
services for people
experiencing
homelessness
• Additional outreach
• Transitional housing
• Peer programming
Riverbank • Substance abuse and
mental illness
• Divorce and family
separation
• Loss of jobs
• Rising rents, lack of
housing and cost of
living
• Lack of support and
communication from
the County to provide
homeless assistance
• Insufficient mental
health and substance
abuse support
• Lack of support for
self-sufficiency
• Lack of outreach and
services in the area
and permanent
housing
• Funding to identify people
experiencing chronic
homelessness and then
starting a Host House-type
program
• Employment training (ex.
Opportunity Stanislaus)
• Permanent supportive
housing and housing first
programs with wraparound services
• Workforce development
and transitional housing
• Services to get people
document ready for
housing (ID cards, Social
Security cards, etc.)
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Turlock • Alcohol and substance
abuse
• People are unable to
pay rent or mortgage
• People have lost jobs
and can’t find work
• Insufficient substance
abuse treatment
• Insufficient mental
health support
• Insufficient permanent
and affordable
housing
• Increased mental health
support
• Increased access to
permanent housing for
people experiencing
homelessness and those
with low to moderate
income
• Substance abuse
treatment
Unincorporated
Areas
• Alcohol substance
abuse
• Lost job/can’t find work
• Unable to pay rent or
mortgage
• Insufficient mental
health support
• The high cost of
housing
• Lack of access to
information on
homeless resources
• Substance abuse
treatment
• Permanent supportive
housing
• Innovative housing
solutions to homelessness
• Increased housing stability
supports
Waterford • Housing affordability
• Mental health and
substance abuse
• Economic
issues/eviction
• High cost of housing
• Insufficient permanent
and affordable
housing
• Lack of case
management for
substance abuse and
mental health
• Affordable housing for lowand moderate-income
people
• Job development
• Drug addiction treatment
and mental health services
with wrap around services
and life skills/training
• Transitional housing using
a housing first model
Feedback from People with Lived Experience of Homelessness Of the total number of survey respondents, 13.51% of respondents identified as being currently or formerly homeless or housing insecure. In addition, 55.65% of respondents stated that they or someone they knew had experienced homelessness in Stanislaus County. Best practices and years of research indicate that the policy and planning are best shaped by the opinions, perspectives, and experiences of those that the policy or plan affects. Thus, it is vital to closely assess feedback from people with lived experience of being homeless and at risk of homelessness to craft workable solutions to address homelessness in the community. Below are highlights from this feedback received by the community survey.
Gaps Identification and Resource Allocation Recommendations • On the community survey, people with lived experience of homelessness stated that the top two biggest roadblocks to addressing homelessness in Stanislaus were high cost of housing and insufficient permanent and affordable housing.
• People with lived experience of homelessness stated that the highest priorities for community funding to address homelessness were housing designated for people experiencing homelessness, housing for low- and moderate-income people, and permanent supportive housing. #32..
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Perceptions of System Equity
• A majority of people with lived experience of homelessness who took the community survey strongly disagreed with the statement that, “in the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless services and housing in the community, regardless of who they are,” while 20.54% somewhat disagreed and 19.64% did not know or were not sure. • A majority of people with lived experience of homelessness who took the survey also stated that the following groups are a high priority for more attention in the homeless response system: people with disabilities, children and families, low-income employed, chronically homeless, seniors, domestic violence survivors, and people with addiction issues.
Gaps and Recommendations Identified by Historically Underserved Subpopulations A number of responses differed between some historically underserved subpopulations and the majority of survey responses. This was especially apparent in responses to questions regarding system equity and resource allocation recommendations. Highlights from three such historically underserved subpopulations are identified below:
Black or African American Respondents
Of the total number of survey respondents, 1.89% identified as Black or African American.
Gaps Identification and Resource Allocation Recommendations • Black or African American respondents stated that the top two biggest roadblocks to addressing homelessness in Stanislaus were high cost of housing and insufficient permanent supportive housing. • Black or African American respondents stated that the highest priorities for community funding to address homelessness were housing designated for people experiencing homelessness, permanent supportive housing, and housing for low and moderate-income people.
Perceptions of System Equity
• A majority of Black or African American respondents strongly disagreed with the statement that, “in the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless services and housing in the community, regardless of who they are,” while 14.29% somewhat disagreed and 14.29% did not know or were not sure.
• Black or African American respondents stated that the following groups are a high priority for more attention in the homeless response system: children and families, people of color, chronically homeless, low-income employed, seniors, DV survivors, people with addiction issues and people with disabilities. Of these groups, the top two highest priority groups were identified by Black or African American respondents as people of color and people with disabilities.
Hispanic & Latinx Respondents
Of the total number of survey respondents, 17.52% identified as Hispanic or Latinx.
Gaps Identification and Resource Allocation Recommendations • Hispanic or Latinx respondents stated that the top two biggest roadblocks to addressing homelessness in Stanislaus were insufficient mental health support and insufficient permanent and affordable housing. • Hispanic or Latinx respondents stated that the highest priorities for community funding to address homelessness were housing designated for people experiencing homelessness, permanent supportive housing, and housing for low and moderate-income people.
Perceptions of System Equity
• A majority of Hispanic or Latinx respondents did not know or were not sure of the statement that, “in the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless #32..
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services and housing in the community, regardless of who they are,” while 22.76% strongly disagreed and 19.51% somewhat disagreed.
• Hispanic or Latinx respondents stated that the following groups are a high priority for more attention in the homeless response system: children and families, low-income employed, people with disabilities, chronically homeless, seniors and people with addition issues. Of these groups, the top two highest priority groups were identified by Hispanic or Latinx respondents as families and children and people with disabilities.
Trans/Non-binary/Gender Non-Conforming Respondents
Of the total number of survey respondents, 1.19% identified as trans /non-binary/gender non-conforming.
Responses from trans /non-binary/gender non-conforming survey takers included the following highlights:
Gaps Identification and Resource Allocation Recommendations • Trans /non-binary/gender non-conforming respondents stated that the top two biggest roadblocks to addressing homelessness in Stanislaus is insufficient homeless assistance funding and insufficient permanent and affordable housing.
• Trans /non-binary/gender non-conforming respondents stated that highest priorities for community funding to address homelessness were housing designated for people experiencing homelessness, permanent supportive housing, and housing for low and moderate-income people.
Perceptions of System Equity
• A majority of trans /non-binary/gender non-conforming respondents somewhat disagreed with the statement that, “in the Stanislaus homeless system of care, everyone is treated fairly and has equal access to homeless services and housing in the community, regardless of who they are,” and 20% strongly disagreed.
• Trans /non-binary/gender non-conforming stated that the following groups are a high priority for more attention in the homeless response system: children and families, LGBTQI+, people of color, chronically homeless, low-income employed, seniors, DV survivors, people with addiction issues and people with disabilities. Of these groups, the top two highest priority groups were identified by trans /non-binary/gender non-conforming respondents as low-income employed persons and LGTBQI+ populations.
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RECOMMENDATIONS FOR IMPLEMENTATION
Framework for Implementation of Goals, Strategies and Action Steps Strategic plans identify needs, gaps, and barriers to addressing homelessness, but the outcomes for the community comes primarily through the implementation of the strategies and actions steps towards the identified goals. Identified goals and strategies can be used to design an implementation response, while understanding that changes in circumstances and resources may dictate changes to action steps. The SHA and CSoC will need to work together with the County, each city, unincorporated areas, stakeholders, community members, and those with lived experience of homelessness to ensure accountability and successful implementation of this plan.
From the community feedback, data and reports, and gaps in the system identified, as well as an analysis of existing resources and system in the community, the following goals, strategies and action steps were drafted.
In order to successfully prioritize and implement these goals, strategies, and action steps, the following framework for implementation is recommended.
In order to best assist the implementation of identified goals, the following process is recommended:
1. Create a Joint Executive Committee between the CSoC and SHA to take ownership, leadership, and accountability of the strategic plan implementation
2. Collaboratively prioritize strategies into short-, medium-, and long-term timeframes, considering available resources, impact, and support for each
3. Select initial strategies for implementation, based on capacity, and assign responsibility to a lead entity or smaller task force
4. Establish clear and consistent communication channels and feedback loop between CSoC, SHA, Joint Executive Committee, and the lead entity or smaller task force for each strategy, with reports to the SHA and CSoC at least quarterly
5. Convene annual summit and community stakeholder session to report on progress of goals to allow for accountability and create ongoing opportunities for community feedback
Create a Joint Executive Committee between the CSoC and SHA to take ownership, leadership, and accountability of the strategic plan implementation Developing a strong governance structure for implementation is essential to ensuring the body charged with operationalizing the goals, strategies, and action steps has the power and access to resources it needs to accomplish the priorities set by the plan. Without the right implementation structure, a community risks duplication of efforts, nonaligned policy and funding decisions, and an unwieldly bureaucratic structure.
It is recommended that a Joint Executive Committee between the CSoC and SHA have ownership of interpretation and operationalization the goals, strategies, and action steps; establishing the “how,” “how much,” and “by when” of each. The CSoC and SHA should still maintain ownership over the larger #32..
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policy and visioning decisions, with the Joint Executive Committee more narrowly focusing on interpreting the existing goals, strategies, and action steps established through this plan. This Joint Executive Committee structure allows for split focus between governance groups, with the CSoC maintaining ownership over HUD mandated duties and processes, like the Continuum of Care (CoC) Competition.
Along with the Joint Executive Committee, there should be an Administrative Entity that provides staffing and support to track progress on the implementation of the strategies and provides staffing and support for overall monitoring of the implementation plan, and a smaller task force for each strategy, with a specific entity assigned to specific action steps if deemed necessary. The diagram below provides an example of what the Joint Executive Committee governance structure could look like, and its relationship with the SHA and CSoC.
SHA CSoC
Overall leadership, policy, vision
Provides support, data, staffing Lead Entity
or Task
Force
Administrative
Entity
Joint Executive
Committee
Regular
reports
Clear
communication
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Joint Executive Committee collaboratively prioritizes strategies into short, medium, and longterm timeframes, considering available resources, impact, and support for each When resources are finite, a long list of strategies and actions to implement can seem daunting.
Categorizing strategies by timeframe, and then prioritizing ones more immediately achievable, can both build confidence in the process and lay out a clear path for accountability.
It is recommended that strategies be prioritized into short-term timeframes ready for implementation within 2 years or less, medium-term for full implementation within 2 to 3 years, and long-term for implementation within 4 to 5 years or more. To build buy-in and promote collaboration, prioritization could be done in consultation with stakeholders and community partners, with results reported out to the SHA and CSoC. One initial strategy could be asking for community adoption of goals and action steps.
Joint Executive Committee selects initial strategies for implementation, based on capacity, and assigns responsibility to a lead entity or smaller task force Strategies and action steps already in the implementation phase, and those more immediately achievable, should be prioritized by the Joint Executive Committee as the first wave of implementation.
As support for the plan builds, this is also a good way to bring stakeholders and community members into the implementation process.
For each strategy, there should be a singular lead entity or task force that holds ownership, including deciding upon a more detailed implementation timeline and objective measures of success.
Establish clear and consistent communication channels and feedback loop between CSoC, SHA, Joint Executive Committee, and the lead entity or smaller task force for each strategy, with report outs to the SHA and CSoC at least quarterly In order to prevent duplication of efforts, establishing a clear and consistent channel for communication and feedback between the CSoC, SHA, Joint Executive Committee, and lead entities is key. Since the Joint Executive Committee will contain both CSoC and SHA members, there should be a baseline level of continuity between leadership bodies that allows the sharing of information. To ensure a consistent communication channel, it is recommended that updates on implementation of the strategic plan is clearly presented at least quarterly in the form of a standardized report. This consistent schedule and standardized reporting can also help provide a clear path for accountability.
Convene annual summit and community stakeholder session to report on progress of goals to allow for accountability and create ongoing opportunities for community feedback In order to lay a path of accountability for both the leadership bodies involved and broader community, it is recommended that an annual summit be convened to report out on the progress of the goals. Not only could this serve as an outlet for community feedback, but it could also align with other regulatory requirements like the HUD required annual gaps analysis. Additionally, the annual summit could also be a way to build community support for addressing homelessness and provide a communication outlet to showcase the great work being done in the community.
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SYSTEMWIDE RECOMMENDED GOALS
Community-Recommended Goals, Strategies and Action Steps These goals, strategies and actions steps, per the framework above, are recommended to be implemented over a five-year period. The goals, strategies, and action steps detailed were identified through the extensive community feedback collected during the strategic planning process. While they do not include every single comment provided by community members, they represent consensus and best practice-based recommendations, suggested by the community. There will be ample opportunity for additional community feedback, input and planning during the implementation phase as well as through annual updates to the plan/goals and strategies.
Please note the goals, strategies and action steps are not mandatory but instead present community-sourced recommendations to address homelessness in Stanislaus County that may be adapted to meet changing circumstances and funding resources. Further, these goals are not listed in order of priority. Prioritization must be established through community collaboration during the plan implementation phase through community feedback, per the implementation framework.
Goal 1: Increase availability of permanent housing for people experiencing homelessness
1.1 Strategy: Streamline and coordinate support for community development projects to create permanent housing for people experiencing homelessness Action Steps:
o Establish a Housing Committee consisting of local developers, providers, CoC members, relevant Planning and/or Building Department staff, individuals with lived experience of homelessness, and other relevant stakeholders to identify and track potential funding streams, and explore public/private partnerships to expand housing options
Organize and coordinate around related funding and planning efforts, particularly across jurisdictions and interconnected systems through the Consolidated and Mental Health Services Act plans
Conduct a housing needs assessment that expands on requirements set forth in the Housing Element and Regional Housing Needs Assessment (RHNA) and the Annual Progress Reports (APR) to include:
• Housing availability impact on special populations such as seniors or those on fixed incomes, children aging out of foster care, people with disabilities, recently released convicts, and farm workers
Review HCD’s Excess State Sites and Surplus Local Land Maps to identify potential locations to pursue affordable housing development
o Conduct centralized outreach that includes increased focus on developer recruitment for permanent housing projects
Create a coordinated fiscal infrastructure for development partnerships with community development corporations
Maintain a countywide list of vacant land that could be used for development and ensure this list is accessible to all agencies and local jurisdictions
Identify housing developer relationships outside of standard players and financial institutions Continue community partnerships with the Housing Authority for future development projects to leverage development expertise
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o Expand focus on development of permanent supportive housing with a high level of supportive services for residents
o Work with city staff, including local planning departments and elected leadership, to identify potential locations and build community support for new housing sites Ensure review of HCD’s excess state sites map, surplus local land map, and site check tool when identifying locations for affordable housing development o Expand locally dedicated resources to provide fund matching for new state and federal opportunities
Identify local homelessness-related funding supplemented by recent federal stimulus packages that can be redirected to provide additional local matching leverage o Encourage and support local government structures to create financial incentives for both private and nonprofit developers, locally
o Explore if local zoning codes are currently taking advantage of changes in state laws to support development of accessory and junior accessory dwelling units o Identify opportunities to coordinate and leverage pre-development funds to incentivize nonprofit developers who are less likely to have capital reserves available for upfront costs o Continue to identify other innovative solutions to permanent housing
1.2 Strategy: Use innovative strategies to convert existing building stock (i.e. hotels, motels, existing structures) into permanent housing for people experiencing homelessness Action Steps:
o Maintain countywide resource identifying existing properties for conversion o Provide outreach to all cities throughout the county as well as the Municipal Advisory Council to identify interest and support in new permanent housing development projects o Designate a liaison to make regular announcements about funding opportunities and resources to support conversion at City Council and Municipal Advisory Council meetings o Maintain a resource library or hotel/motel conversion toolkit that can be used by all cities/organizations interested in conversion projects
Ensure the toolkit contains guidance for dealing with community resistance Ensure the toolkit contains guidance around federal and state development requirements Ensure the toolkit contains budget recommendations that includes a budget for supportive service and case management staff
o Make regular presentations to the CSoC and larger community on successful conversion projects and processes
o Explore if local zoning codes are currently taking advantage of changes in state laws to support development of accessory and junior accessory dwelling units
1.3 Strategy: Address resistance to development of new permanent housing for people experiencing homelessness
Action Steps:
o Identify barriers that past development projects have faced and the specific nature of community resistance
o Create a social marketing media campaign to address stereotypes about people experiencing homelessness and how new housing developments for this population will affect neighborhoods o Create opportunities for people experiencing homelessness to share their personal stories o Ensure homeless system of care representatives can provide support and expertise at City Council or other local meetings where community members express concern for development projects o Develop community engagement toolkit detailing suggested engagement process, resources, and best practices for systemwide use
o Greatly expand community outreach and engagement for upcoming Housing Needs Assessment and set geographic and demographic engagement metrics
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1.4 Strategy: Increase pool of participating landlords and explore landlord engagement and risk mitigation strategies
Action Steps:
o Creation of a communitywide centralized landlord engagement list and system Centralize and coordinate outreach system to landlords Hire staff with expertise in real estate and making connections with property owners Dedicate funds to housing specialists to create new housing inventory Designate funding to retain housing navigators that work across the system to support clients through the system and become document ready for housing Include support line for landlords to call with concerns about clients who are placed into units through coordinated entry/homeless system of care
Create a manage a communitywide landlord mitigation fund Explore universal rental application options
o Increase available training on sales techniques to increase landlord engagement at the provider level while system is transitioning to a more centralized framework o Host a housing/tenant fair and invite potential landlords to meet clients and get questions answered for streamlined housing placement; highlight a client/landlord success story at such an event and in other outreach materials
o Utilize landlord testimonials whenever possible highlighting benefits, such as rent paid consistently and on time, the reliability of external support if issues arise, and risk mitigation as back-up for damages if they are to occur
o Undertake an outreach and communications campaign to support landlords in understanding the benefits of partnership and risk mitigation approaches
o Train all staff on new funding sources and eligible funds for landlord incentives or landlord mitigation funds
o Create a comprehensive list of funding sources that allow landlord incentive costs o Conduct education campaign with housing navigators, locators, case managers, and clients around California’s new Source of Income Discrimination Law51 that prevents landlords from discriminating tenant selection based on the source of the rent payment
51 As of January 1, 2020, California Senate Bill 329 prevents landlords or residential rental housing providers from discriminating based on the source of income. It further defines the term “source of income” to mean verifiable income paid directly to a tenant or to a representative of a tenant, or paid to a housing owner or landlord on behalf of a tenant, including federal, state, or local public assistance and housing subsidies, as specified. #32..
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Best Practice: Landlord Engagement
Effective landlord engagement is a tool that many communities – even those in high cost rental markets – can successfully implement to help communities quickly house and spend down funding. Building relationships, including understanding and addressing landlords’ concerns, is key. Landlord engagement is both a system level intervention and an individual skill. Several landlord engagement strategies have proven especially effective in engaging landlords and property managers as partners in addressing homelessness:
Access Through Outreach: Create a campaign and ensure it reaches landlords and property managers. Get the word out about the program in landlord and business association publications and at meetings and gatherings. Engage participating landlords to tell their stories of success with the program to their peers.
Develop Messaging: While there are many advantages to participating in a housing program, landlords often have anxiety and concerns about renting to people who were recently homeless. Develop materials that help explain the advantages and the approaches the program takes to ensure the landlord’s property will be respected, the client will be supported, and rent will be paid. Address Barriers for Individual Tenants: Create a portfolio for the client, including letters of support from community members who know the client or information about the client’s background and the steps they have taken. Help with criminal record expungement and credit repair. Provide opportunities for the potential tenants to meet landlords one-on-one to create a personal connection. Landlord Risk Mitigation: Ensure landlords have somebody they can call if they have concerns and explain the risk mitigation fund that provides compensation if issues arise. When a client is not a good fit for a unit, programs should move quickly to prevent the need for an eviction proceeding. Build Lasting Relationships with Landlords Over Time: Support the landlord to have a positive experience with clients and continue building the relationship between the landlord and program over time. Landlords often appreciate the ability to fill vacant units quickly without the cost of advertising and having guaranteed monthly rent.
Best Practice: Landlord Engagement Community Example
New Beginnings Counseling Center, Santa Barbara
In order to provide a call-to-action for landlords to contact the agency and learn more about how they can house community members, New Beginnings released a series of Public Service Announcements (PSAs).
The series aimed to create collaborative partnerships with landlords due to the context of a housing shortage in Santa Barbara County. The PSAs featured a variety of landlords saying why they thought it was important to house people and the benefits of collaboration. Please find examples of the PSAs here. In addition to their PSA, New Beginnings also recognizes someone annually with their Landlord of the Year Award. Find more information on this project here.
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1.5 Strategy: Support and build capacity for shared housing programs Action Steps:
• Identify community organizations willing to take ownership of and push forward shared housing projects
• Focus initial shared housing efforts on certain subpopulation populations, including single adults, seniors, and youth
• Create toolkits for programs to use when approaching landlords about shared housing (template leasing, roommate matching etc.)
• Educate and promote shared housing as an effective communitywide tool to create more permanent housing opportunities
1.6 Strategy: Explore opportunities to create more permanent housing for survivors of domestic violence
Action Steps:
• Support victims service providers and others to apply for additional funds available to create additional permanent housing and supports survivors of domestic violence • Increase community understanding that domestic violence includes dating violence, sexual assault, stalking, and other dangerous or life-threatening conditions that relate to violence against an individual/family member that makes them afraid to return to their primary nighttime residence • Engage victims service providers and those with lived experience of domestic violence in the homeless system of care governance structure processes and decision-making • Continue to review and monitor data regarding causes of homelessness to assess allocation of resources to this population
Goal 2: Increase access to and availability of mental health, substance abuse treatment, and other supportive services to increase housing stability and wellbeing in the community
2.1 Strategy: Expand case management and supportive services to assist people experiencing homelessness to increase housing placements and housing stability communitywide
Action Steps:
o Design a countywide case management and supportive service framework to support people across the housing continuum (from entry to the homeless system of care to housing and beyond) Design centralized mental health assessment process for all participants in need, not just those with serious mental illness
• Leverage support from existing resources, such as Managed Care Plans, including Health Plan of San Joaquin and Healthnet, to treat mild to moderate mental health issues, private Health Care plans, and Federally Qualified Health Centers (FQHC), and build up these partnerships into a strong continuum across the spectrum of mental health care
Create financial strategy to support expansion of case management, supportive services, and housing stability support County-wide
• Evaluate all new funding sources to determine if there are opportunities to use funds to support an increase in case management and supportive services across the system of care
• Develop pools of funding that can be used to support case management • Develop by name a list of people with serious mental illness who are experiencing homelessness
• Increase peer outreach and support to create jobs and meaningful support systems for people experiencing homelessness
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Increase community capacity for mental health outreach services throughout the entire county, especially to smaller local jurisdictions
Reach out to the trusted messengers in the Hispanic/Latinx/Mexican American and Spanish Speaking communities and engage those agencies/individuals with experience in case management, and who offer bi-lingual services
Ensure that mental health outreach approaches are linked to connecting individuals to permanent housing and support
Ensure community education to support the understanding that case management and supportive services are essential to any funding allocation or budgeting process to support the success of clients in temporary subsidy programs and success of the housing first approach, required by many state and federal funding sources
o Provide ongoing trainings and support to individual programs to support effective case management partnerships and any internal administrative or financial changes needed to facilitate additional case management and supportive services in community organizations o Increase number of community trainings on supportive service and case management strategies available to providers
o Increase supports available for survivors of domestic violence, abuse, and human trafficking, and expand trainings on best practices to support survivors across the community
2.2 Strategy: Increase access to low-barrier transitional housing with strong pathways to permanent housing
Action Steps
o Dissemination of resources and training to support successful creation and implementation of transitional housing models that lower barriers and provide clear pathways to permanent housing o Support transitional housing programs to align with principles set forth in HUD’s 2019 Recovery Housing Policy Memo including:
Program policies and operations that ensure individual rights of privacy, dignity and respect, and freedom from coercion and restraint
Expected program outcomes that emphasize exits to permanent housing and the development of positive relationships
Program design is less restrictive than in-patient treatment settings but include 24-hour staff, access to ongoing treatment options, high level of services and support available to be offered by both peers in recovery and professionals, and requires periodic meetings with a case manager;
In cases of relapse, the program holds the unit of the program participant for up to 90 days so that the program participant can receive other treatment services and retain their housing o Develop partnerships between CSoC, providers, and property developers interested in providing low-barrier transitional housing across the County that have direct pathways to permanent housing Ensure all transitional housing providers are involved in Coordinated Entry so persons in transitional housing can be assessed and on boarded onto the community queue for permanent housing
Develop partnerships with cities to facilitate development of new transitional housing facilities connected with permanent housing
2.3 Strategy: Increase availability of voluntary substance abuse treatment programs Action Steps:
o Create and maintain a centralized information source with all substance abuse treatment, recovery, and sober living resources options across the county publicly available and accessible to all homeless service providers
o Engage in community strategic fiscal planning and funding alignment to increase access and opportunities to substance abuse treatment across the entire County without diverting funds from permanent housing for people experiencing homelessness
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Ensure that state homeless assistance funds and other funding mandated to be aligned with housing first principles are not used for this purpose while identifying other grant opportunities that allow for substance abuse treatment (e.g. SAMSHA, MHSA) and recovery or sober living environments
Respond to community need for recovery services that do not have time-limited stays, but instead provide long-term support and services
o Increase linkages from shelter and housing to recovery programs for participants who are interested in receiving substance abuse treatment
o Increase linkages between recovery programs and employment resources o Increase connections and partnerships between the CSoC and substance abuse treatment providers and provide assistance to substance abuse programs to align with principles set forth in HUD’s 2019 Recovery Housing Policy Memo including:
Program participation is self-initiated (there may be exceptions for court-ordered participation) and residents have expressed a preference for living in a housing setting targeted to people in recovery with an abstinence focus
There are minimal barriers to entry into programs, so that long periods of sobriety, income requirements, clean criminal records, or clear eviction histories are not required for program entry
Along with services to help achieve goals focused on permanent housing placements and stability, and income and employment, programs provide services that align with participants’ choice and prioritization of personal goals of sustained recovery and abstinence from substance use
Relapse is not treated as an automatic cause for eviction from housing or termination from a program, or to de-prioritize people for housing or services o Increase community access to low or no cost substance abuse treatment options outside of current Behavioral Health and Recovery Services (BHRS) framework Goal 3: Achieve equity in governance, outreach, provision of services, program participation, and outcomes while improving outreach, care and culturally attuned services to vulnerable and historically underserved subpopulations
3.1 Strategy: Increase diversity and community representation in system of care governance structures
Action Steps:
o Create a committee to assess equity of system of care governance structures and design community-approved racial equity toolkit
Utilize existing racial equity resources to develop a shared community understanding of racism, equity, racial disparities, and cultural/competency/humility and develop a community-approved racial equity toolkit that can be used by all system of care governance structures to assess equity in their own bodies, decision-making, funded-community programs/projects, programmatic access and outcomes
• Recommended racial equity resources include:
• GARE Racial Equity Toolkit
• Centering Racial Equity in Homeless System Design
• COVID-19 Response and Recovery Racial Equity Toolkit
• Staff Orientation to Racial Equity
Ensure that participation on the committee includes outside organizations for accountability (e.g., legal-service providers or other advocacy-based organizations) Perform annual monitoring efforts to ensure equity in representation of system of care governance boards and general membership as well as in the administration of system of care governance board activities
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• These efforts should include assessment of whether board membership represents the racial and ethnic breakdown of the general population as well as those experiencing homelessness
• These monitoring efforts should also create a yearly report of recommendations and action steps for the subsequent year
Ensure that bylaws encourage or mandate a certain percentage of community representation (not providers or local government officials or representatives) on system of care governance boards
Provide at least annual trainings on inclusivity, diversity, and racial equity for system of care governance boards
3.2 Strategy: Support community to increase capacity for diversity, equity, and inclusion among homeless service and housing providers
Action Steps:
o Create training schedule so that the community provides at least annual trainings to homeless service providers on inclusivity, diversity, and racial equity Ensure these trainings are mandatory for, at a minimum, CoC and ESG recipients and subrecipients
These trainings should also address how to create a more diverse staff representative of the populations served while adhering to governing anti-discrimination laws and policies
3.3 Strategy: Work across the community, governance structures, and stakeholders to increase outreach, engagement, and culturally attuned services to vulnerable and historically underserved populations
This document identifies, and encourages the community to identify, vulnerable and historically underserved populations including but not limited to: Black, Indigenous, and People of Color (BIPOC), aging adults, LGBTQI+ persons, immigrants, persons who are non-English speakers or have limited English proficiency, people who have been incarcerated or have had involvement with the criminal justice system, youth, people with disabilities, families with children, domestic violence survivors, chronically homeless persons and others.
The following action steps focus on some of these communities as examples. However, the community and system of care governance structures should ensure that all vulnerable and historically underserved subpopulations are included in planning discussions considered in allocation of funds, community decisionmaking and the targeting of essential homeless services and housing opportunities.
Action Steps:
o Apply best practices to increase care and culturally attuned services to all vulnerable and historically underserved populations
Leverage available homeless prevention funds to keep vulnerable populations housed Increase diversity and representation of those with lived experience who are part of historically underserved populations on homeless system of care governance boards Increase diversity (e.g. racial, ethnic, culture, geographic location, language(s) spoken, age, sexual orientation, gender etc.) and representation of outreach teams so that outreach staff is representative of the population(s) being served
Increase peer support in all housing and service programs Reach out to community-based organizations who are familiar with “where” the underserved populations are in the county and have best practices established to reach them Assess HMIS/PIT race and ethnicity categories to assess inclusivity Include HMIS and PIT data collection modalities for Mexican and Mexican American ethnicity/race category so data for this population can be disaggregated from Hispanic/Latinx/White race and ethnicity categories
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Conduct ongoing diversity, equity, and inclusion training with all homeless system of care governance structures and providers
Conduct ongoing training on trauma informed care and cultural competency & humility o Increase housing opportunities, services, and support to Black, Indigenous, and People of Color (BIPOC) experiencing or at risk of homelessness
Provide level setting trainings for the community and homeless service and housing providers on racism, micro-aggressions, and implicit bias
Work towards incorporating assessment of racial equity into grant application processes and competitive funding application opportunities to reward increased participation Support equity committee to perform bi-yearly equity data analysis Assess whether there is racial equity in the provision of services, housing placements and program outcomes
Assess whether BIPOC are less likely to receive homeless assistance Assess whether BIPOC are less likely to receive positive outcomes from homeless assistance
Assess whether the outcomes are the result of program or community level barriers Review results and action steps of the bi-yearly equity analysis with the entire CSoC Build in program equity assessment as a part of CoC and ESG monitoring and other auditing processes
Acknowledge, make space, and create feedback systems for leaders and community members to discuss experiences of racism and discrimination at meetings or within organizations Making sure that all “trusted messengers” outreaching to BIPOC communities are enlisted and working towards racial equity
o Increase housing opportunities, services, and support to aging adults experiencing or at risk of homelessness
Activate community partnership with Area Agency on Aging, Commission on Aging and other resources that serve aging adults, including local senior centers and leverage these partnerships to prepare for the steady increase of aging adults experiencing homelessness into the homeless system of care
Leverage available homeless prevention funds to keep aging adults housed Increase representation of aging adults with lived experience of being unhoused at risk of homelessness on system of care governance boards
Support shared housing projects for aging adults
Support homeless system of care partnerships with each local jurisdiction to increase number of board and cares and skilled nursing in-patient (SNIF) facilities while ensuring identification of funding outside of homeless assistance grants to support development of these facilities Support efforts of aging adult groups to secure localized cash benefits for aging adults o Increase housing opportunities, services, and support to immigrants and non-English speaking residents experiencing homelessness or at risk of homelessness Increase language capacity of outreach teams
Use community resources to support 24-hour access to language lines and translation services for people experiencing homelessness who do not speak English or have limited English proficiency
Ensure that all public community meetings have Spanish translation and other languages available, as appropriate given the population of attendees, members, and the larger geographic area
Ensure community documents are translated into Spanish and other languages, as appropriate given the population served
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other homeless assistance grant programs to ensure undocumented individuals receive the services to which they are entitled
Eliminate all unnecessary documentation requirements to allow for those who are undocumented to access the homeless and housing services to which they are entitled o Increase housing opportunities, services, and support to LGBTQI+ residents experiencing homelessness or at risk of homelessness
Incorporate gender and sexual orientation inclusive language into program and community documents (e.g. use gender neutral language, expand identify categories on intake forms) and increase signs that signal inclusivity (e.g. rainbow flag) Support homeless provider outreach and partnership with LGBTQI+ services to identify homeless service providers with inclusive practices and establish broader knowledge on how to best serve the LGBTQI+ population
Create community list of housing providers that are safe and welcoming for transgender tenants and other LGBTQI+ folks and increase supportive services targeted to LGBTQI+ community members
Implement shared housing projects for LGBTQI+ youth or other LGBTQI+ subpopulations Conduct community training on updates to the equal access rule and how other nondiscrimination policies apply to the LGBTQI+ community o Increase housing opportunities, services, and support to youth experiencing or at risk of homelessness
Support youth providers and support extension of youth outreach to outlying areas in the county Continue to build partnerships and collaborate with the McKinney-Vento Liaison and Stanislaus Office of Education
Increase access to mental health and substance abuse treatment for youth, connections to employment and financial education as well as peer support Expand capacity of Coordinated Entry to include youth specific housing and youth navigation services
Increase community awareness about youth sex trafficking and ensure there are community services and housing to support homeless survivors
Best Practices: Applying a Racial Equity Lens to Data Collection Community Examples North Carolina’s Balance of State CoC established a Racial Equity Subcommittee in 2019, which conducted racial equity assessments in both 2019 and 2020. Both reports conducted data analysis through a racial equity lens using federal and state data analysis tools to dig deep, each year focusing on two specific data queries. The 2019 report focused on 1) how the homeless population differed from the general population and 2) who is accessing housing in the system. The 2020 report looked at 1) who the CoC served compared to people in poverty and 2) who accesses permanent housing in the CoC. Both reports concluded with specific next steps, including key areas for action, strategies, and activities that the CoC takes each year to advance a more fair and equitable homeless system of care.
In Alameda County, CA, the Oakland-Berkeley-Alameda County California CoC saw a 43% increase in homelessness in the region. The steep increase led them to undertake a system modeling process through a racial equity lens, with the “goal of producing a homeless system that works better for all to end homelessness in Alameda County.” They looked not only at data on race in the homeless system itself, but also on historical and structural racism across multiple systems. As a result of their deep analysis, the CoC identified system strategies to advance equity in their homeless system of care, including disaggregating homeless outcomes by race. #32..
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3.4 Strategy: Work towards effectuating racial equity with all new projects addressing homelessness and utilize community-developed and approved racial equity tools when implementing goals
Action Steps
• Utilize existing racial equity resources, see recommended resources under strategy 3.1, to develop a shared community understanding of racism, equity, racial disparities, and cultural competency/humility and develop a community-approved racial equity toolkit. • Ensure that the toolkit meaningfully addresses how to assess new projects, score competitive applications for homeless assistance funds, and assess implementation plans for community goals and initiatives
• Re-visit these toolkits regularly during implementation and build ongoing infrastructure to review outcomes
Goal 4: Increase coordination of services, access, and information to build capacity across the homeless system of care
4.1 Strategy: Increase awareness of all homeless services, prevention, and housing resources available in the community and develop cross-organizational partnerships
Action Steps:
o Increase information and access to homeless resources by creating and maintaining a website with updated contact information and live links to all homeless services, prevention, and housing providers across the entire county
Create consolidated inventory of public and community-based benefits and employment services to establish shared understanding of resources within the system of care Periodically provide an updated brochure or hard copy to homeless service providers and shelters and ensure this information is accessible for people experiencing homelessness in the community
Best Practices: Advancing Racial Equity in Government
In working with communities across the country, the Government Alliance on Race and Equity (GARE) has identified several strategies that have been successful at advancing racial equity and pushing towards government transformation. The strategies, along with community case studies and a glossary of frequently used terms can be found in GARE’s Resource Guide.
1. Use a Racial Equity Framework – Collaboratively establish a shared racial equity framework that allows for utilization of common definitions and understanding of core concepts necessary for racial equity work
2. Build Organizational Capacity – Create racial equity experts and local champions throughout agencies, departments, and in each jurisdiction
3. Implement Racial Equity Tools – Tools like GARE’s Racial Equity Toolkit can be used to inform and guide implementation of initiatives, policy changes, and programmatic decisions
4. Be Data-Driven – Measure both the success of specific programmatic and policy changes, and develop baselines, performance metrics, and measures towards community success
5. Partner with Other Institutions and Communities – A systemic issue has impacts across communities and institutions from healthcare to incarceration, to the homeless system of care. To address racial equity, work must be done across communities and institutions
6. Communicate and Act with Urgency – When there are institutional accountability mechanisms and a clear plan of action that conveys urgency, change can be seen as a priority #32..
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o Increase training for 211 providers on how to link people with coordinated entry and other core components of the homeless system of care
o Create platform or application that can track the number of available shelter beds in real time o Support, facilitate, and solidify strong partnerships between homeless service providers, housing providers, and other community organizations to facilitate systems planning, care coordination, and client support
o Host a training with front-line staff across agencies and programs to establish a shared communitywide understanding of resources within the system of care, including a review of eligibility requirements for common public benefits and other community programs
4.2 Strategy: Increase participation in and communitywide understanding of coordinated entry process
Action Steps:
o Increase capacity and efficacy of Coordinated Entry so that the most vulnerable people experiencing homelessness who are least likely to find housing on their own are prioritized for housing available through Coordinated Entry
o Increase access center locations to onboard and assess individuals to begin the Coordinated Entry process
o Ensure that there is communitywide compliance with state and federal Coordinated Entry requirements
Ensure that CoC and ESG as well as housing programs funded by the state of California’s homeless assistance programs are placing clients into housing only through Coordinated Entry and using the current prioritization system as outlined in the Coordinated Entry policies and procedures
Ensure compliance and efficacy of Coordinated Entry through annual Coordinated Entry evaluations, as mandated by HUD
o Ensure that access points where people experiencing homelessness are assessed with the community assessment tool have adequate staffing and resources to provide assistance o When Coordinated Entry policies and procedures are updated, ensure there is community-wide education on processes and new policies
This should extend to homeless service providers, local governments, community members, and, most critically, people experiencing homelessness
o Create and disseminate marketing materials accessible to people experiencing homelessness that provides an overview of the Coordinated Entry process
4.3 Strategy: Increase capacity and geographic access of outreach and shelter with linkages to the larger system of care and permanent housing
Action Steps:
o Increase shelter or temporary housing capacity to support smaller jurisdictions across the county that have expressed interest
o Ensure shelters or temporary housing is low-barrier, housing first, and targeted to needs of unsheltered and underserved subpopulation
o Ensure shelters and housing programs provide storage space for client belongings, accommodate pets and household members
o Ensure all shelters are linked to system of care and housing-focused, and provide access to Coordinated Entry system, case management, healthcare, and other services o Increase outreach capacity to all areas of the county with specific regard to communities who may not have capacity for additional shelter access or services in their area o Host regularly scheduled resource and connection fairs featuring service providers and representatives from government agencies that can provide connections to benefits, documentation, etc.
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Goal 5: Increase pathways to essential community services that support selfsufficiency
5.1 Strategy: Ensure clients are linked to public benefits, services, and employment support Action Steps:
o Increase and centralize community capacity to ensure that clients can get connected to benefits (SSI, MediCal, CalFresh and other public benefits) upon entering the homeless system of care o Improve community wide medical/hospital discharge planning to connect community members with immediate shelter or housing on discharge. Ensure plan includes some of the following elements:
Create a strong community-wide hospital discharge plan Increase collaboration between CSoC, homeless service providers, and hospital and medical professionals in the area and leverage existing community groups for those connections o Increase access to free internet at Coordinated Entry access points and homeless service providers to assist unhoused populations with connections to employment resources, telehealth, and other supports
o Host a training with outreach staff across agencies and organizations to establish a shared communitywide understanding of public benefits within the system of care, including eligibility requirements for common public benefits and other community programs o Increase connections to employment/job training, continue to build partnerships between CSoC and workforce development and Downtown Streets Teams
Increase system of care governance support of homeless service providers to hire staff with lived experience
o Increases access to peer supports and other services to mitigate the isolation and trauma experienced by unhoused populations
5.2 Strategy: Increase communitywide capacity to assist people experiencing homelessness in securing essential documents (social security card, birth certificate, identification card, health insurance information, etc.)
Action Steps:
o Increase and centralize staffing capacity to ensure that documentation assistance is provided to any homeless service providers or individuals experiencing homelessness that are requesting this type of assistance
Best Practices: Coordination of Employment Support and Services Community Examples In Multnomah County, OR, an Economic Opportunity Program provides participants with intensive employment services, including basic skills, soft-skills development, occupational skills training, job-readiness training, and job-search assistance. Some participants who are homeless or at risk of losing their housing also receive rental assistance (depending on funding availability). Initial outcomes data showed that those who received rent assistance had significantly higher rates of employment and training completion. Of those who were provided rent assistance, 92% obtained unsubsidized employment and all who obtained employment were still employed 12 months after their exit from the program. Those who received rent assistance also saw their incomes more than double, with a 113% increase in income. Ninety-eight percent of those receiving rental assistance remained housed throughout the course of assistance; 87% remained housed 6 months after program exit and 76% remained housed 12 months after program exit.
In the Gulf Coast of Texas, the region’s CoC partnered with Workforce Solutions to provide employment assistance to individuals experiencing homelessness. Through the “Income Now” program, the CoC generates direct referrals for employment services through its CES and sends these referrals to the appropriate Workforce Solutions career office, where staff can address the specific employment needs of each participant. Workforce Solutions staff also work onsite at homeless service provider locations and participate in the region’s HMIS, closing the loop and ensuring that employment services and outcomes are tracked systemwide. #32..
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o Ensure that all service providers have the information necessary to connect with County contacts to get assistance with document replacement
o Provide training to providers to ensure that all providers understand what documentation is required for each benefit, supportive services or housing program such that unnecessary documentation requirements that create barriers for clients can be identified and eliminated Goal 6: Increase participation of people with lived experience of homelessness in decision-making and feedback processes across the homeless system of care
6.1 Strategy: Increase lived experience participation in system of care governance structures Action Steps:
o Develop a community lived experience advisory board of between six and twelve community members with lived experience of homelessness to advise system of care governance bodies Hold quarterly meetings of the advisory group
Compensate participants for their participation in the advisory board Ensure that participation in the advisory group includes people currently experiencing homelessness
Ensure ample opportunity for this group to make recommendations on funding, policy changes, and other community actions to decision-makers
o Increase representation of those with lived experience on governance board’s membership and in decision-making roles
Modify bylaws to include increase requirements for participation of those with lived experience Work to develop a diverse array of lived experience representation in decision-making roles
6.2 Strategy: Build in regular feedback opportunities for people with lived experience at all levels of the homeless system of care
Action Steps:
o Develop strong partnerships with shelter providers to help connect system of care stakeholders with people who have current lived experience of homelessness, to collect feedback and guidance for the system of care
o Ensure that lived experience feedback, including focus groups, surveys and one-on-one interviews are incorporated into any community evaluation or gaps analysis of the system of care (e.g., annual coordinated entry evaluation, annual gaps analysis)
Best Practices: Including People with Lived Experience in Governance Community Examples In Santa Clara County, CA, the Lived Experience Advisory Board (LEAB) is a leadership development body composed of individuals with current or past experiences of homelessness. The LEAB makes recommendations on policies and funding opportunities, hosts professional development opportunities for members, and leads evaluations and projects. For example, the LEAB drafted a report assessing resident and staff experiences in a local shelter in 2020, which was then used by the shelter to make immediate improvements in their system.1 The LEAB has also been hired for consulting work, provided feedback on a client portal, worked with the local Public Housing Authority on programmatic design, among other accomplishments.
The King County Regional Homelessness Authority (KCRHA) provides several different opportunities for individuals with lived experience to share in decision-making power. The structure and purpose of the KCRHA was designed in partnership with the Lived Experience Coalition, a democratic group of individuals with current and former individuals with lived experience. The KCRHA’s Governing Committee – the body responsible for driving the work of KCRHA – reserves three out of its nine seats for representatives of individuals with lived experience, who are recommended by the Lived Experience Coalition and approved by the CoC Board. In 2020, KCRHA hired a staff member to support lived experience representatives throughout the KCRHA. #32..
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o Ensure the program monitoring by the CSoC includes assessment of how individual programs collected lived experience feedback and whether programs have lived experience representation on their board and program staff
o Provide community training and support on best practices for gathering lived experience feedback and ensuring that people with lived experience are placed into decision-making roles within organization
Goal 7: Strategically support homelessness prevention, diversion, and rapid resolution
7.1 Strategy: Develop prevention system protocols for identifying, prioritizing, and serving households at risk of homelessness
Action Steps:
o Design a community strategy to use federal and state funds designated specifically for homeless prevention
o Engage nontraditional community partners in creating and supporting homeless prevention efforts (e.g., faith-based providers, neighborhood coalitions, city governments and civic community groups) Utilize trustworthy community partners and messengers to reach vulnerable communities who may be unlikely to access government services, including for non-English speaking populations o Create a homeless prevention distribution framework, including a consistent definition of client success, that prioritizes use of designated homeless prevention funds in the following order, as dictated by community feedback process:
Rental assistance
Connections to public benefits
Prevention financial assistance (application fees, utility payments, security deposits, etc.) Diversion financial assistance ((unpaid fees, overdue rent and utilities, application fees, security deposits)
Housing advice, conflict mediation and eviction defense Credit repair
o Set goal of preserving existing housing through prevention and use of flexible funds o Develop balanced community strategy that can ensure funds for permanent housing are not diverted to prevention while also ensuring that prevention needs are met through designated state and federal funding sources.
Best Practices: Meaningful Engagement of People with Lived Experiences for Community Planning Processes HUD recently released a new resource on engaging people with lived experience in community planning and homeless system of care work. The guidance in this document was prepared by consultants who are individuals with lived homeless expertise and includes helpful and concrete examples of authentic vs. inauthentic engagement. It also describes benefits of lived experience engagement to the homeless response system, as follows:
• People with lived expertise can offer relevant solutions that would work best for the people in their community • This participation allows for more collaborative, innovative, creative and accessible solutions, particularly for persons often considered to be “hard to reach.”
• Policies and practices are developed with the full and direct participation of the members of the group(s) that will be most affected by them
• Individuals who have never experienced homelessness or housing instability may have difficulty recognizing the humanity of those who have. Shifting power dynamics and focusing on meaningful engagement approaches to addressing homelessness allow for a better community understanding of homelessness and more compassion for those who have experienced it, thus creating a safer and more affirming community for people with lived expertise. #32..
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o Ensure community priority remains permanent housing for people experiencing homelessness and only funds specifically designated for homelessness prevention should support those efforts o Partner with educational department liaisons to identify families and youth in need of homeless prevention services and assistance
o Explore the adoption of a prevention assessment tool, such as the VI-SPDAT, and identify target populations most at risk
o Integrate tracking of prevention services into HMIS
Identify which, if any, HMIS data fields relate to prevention and explore creation of additional HMIS data fields to track outcomes if necessary
Track use of prevention services by zip code, demographic, and subpopulation characteristics, such as SMI, disability, LGBTQI+ status, DV, family structure, etc. o Geographically target prevention services to communities with highest need, based on factors that increase risk of homelessness
7.2 Strategy: Launch system-wide protocols for diversion and rapid resolution Action Steps
o Design community strategy to implement system-wide protocols for diversion and rapid resolution o Provide training on problem-solving conversation and other case management best practices that support diversion and rapid resolution
o Integrate diversion and rapid resolution practices into existing coordinated entry framework o Build out data systems (HMIS) to capture diversion and rapid resolution success Best Practices: Prevention Community Examples
• Boston, Massachusetts: HomeStart offers financial assistance and case management services to those at risk of homelessness. HomeStart’s average cost to prevent an eviction was estimated at approximately $2,000 per household. By contrast, HomeStart estimates that it costs private landlords over $6,000 to execute an eviction.
• Alameda County, California: In 2021, the estimated cost of homelessness prevention is $4,500 per household.1 In FY17-18, Alameda County spent $11 million on homelessness prevention resources and offered phone-based housing problem-solving, legal services (hotline and six fulltime attorneys), daily housing workshops, and flexible funds. • Montgomery County, Maryland: The community-wide prevention initiative includes funding for conflict resolution, mediation, financial assistance, housing location, and case management for County residents at risk of or experiencing homelessness. The FY22 estimated budget expenditures for the prevention initiative are approximately $8.14 million with 54.10 FTE.
Approximately $5.2 million is designated as a personnel cost, while $2.8 million is designated as operating expenses. In FY21, the prevention program served 11,503 households. #32..
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7.3 Strategy: Leverage Emergency Rental Assistance Program (ERAP) funds and other homeless prevention specific funds across the community Action Steps:
o Ensure that the homeless system of care and all providers have clear understanding about how ERAP and other funds designated for homeless prevention assistance is administered in the community and standardize application forms where possible. o Ensure that there is an infrastructure in place to support access to these funds for all people at risk of homelessness
Goal 8: Improve coordination of homeless programs to further public health and safety in support of community standards and increased access to services for people experiencing homelessness
8.1 Strategy: Adoption of common standards to address homeless encampments Action Steps
o Develop operational guidelines and standard notices/intervention plans for all agencies involved in responding to encampments
o Develop and implement common standards for participation of outreach teams and connection to Access Center/Coordinated Entry programs for residents of encampments o Design and implement advanced coordination with shelter providers to ensure shelter availability and equal access for all persons in the community to shelter beds/services o Facilitate data sharing/integration between partner agencies, including after-action reports to applicable city/county jurisdictions
o Community messaging and engagement on best practices for encampments and resources available for people experiencing unsheltered homelessness
8.2 Strategy: Expansion of CARE (Community Assessment Response and Engagement) program
Action Steps
o Expand availability of CARE program to all communities within Stanislaus County Best Practices: Diversion Community Example
Your Way Home: Montgomery County
Your Way Home set up a toll-free call center and outreach teams to coordinated diversion from the housing crisis response system. About 85% of diversion/rapid resolution conversations were had over the phone. These conversations focused on what the client’s housing, employment, and financial needs were.
Diversion coaches provided tips and support to improve roommate or doubled up living situations and assessed whether light touch assistance could help support clients to remain in their current housing situations or locate a new housing situation often times with friends or family.
After implementation of this strategy, in 2014, Your Way Home helped 520 people end their housing crisis which represented a 200% increase from the prior year. Diversion was used as a tool to accomplish this goal because it: 1) reduces demand on the emergency shelter system, 2) prevents families and individuals from enduring the stress and trauma of an emergency shelter stay, and 3) utilizes low-cost solutions like short term financial assistance, conflict mediation, connections to services/benefits, and/or housing search support.
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o Establish dedicated case management resources to support outreach and law enforcement teams working with highest risk/acuity populations experiencing homelessness o Standardized reporting of program goals and outcomes to the CSoC, SHA, and other local governance structures
8.3 Strategy: Strategy: Improve supportive services for criminal justice involved individuals and those released from custody to ensure safe housing/shelter Action Steps
o Coordination of homeless system of care and Sheriff/Probation custody programs to provide safe housing/shelter and transportation for individuals released from custody at all hours of the day
o Development of best practices to address issues of non-compliance in shelter environments. Coordination of shelter providers and law enforcement to establish effective rules and enforcement strategies for shelter clients.
Stated goal of maintaining client participation in a shelter environment with equal concern for client/staff safety.
o Improve communitywide re-entry/discharge planning to connect community members with immediate shelter or housing on discharge from incarceration and other institutions. Ensure plan includes some of the following elements:
Engage local stakeholders and provide educational opportunities and materials to foster understanding of unfamiliar overlapping systems, and increase fluency in partner-system languages
Include impacted persons in systems education efforts and compensate them for their time
Provide skilled provider in-reach to jail/prisons/institutions by staff who can perform VISPDAT/assessments to identify needs, and ensure peer-based models for in-reach efforts are activated
Initiate document readiness efforts while in custody or institutionalized, when appropriate
Ensure warm handoffs from institutions to the system of care in particular people being met at the gate exiting an institution and transported directly to housing Provide housing supports and services for people impacted by incarceration o Support and develop close ties between the homeless response system and alternative courts like Mental Health and Drug Courts to improve performance outcomes and timeliness of the criminal justice process
o Develop cost/benefit analysis to assess efficacy and community utility of alternative courts o Increase links to legal services to help those experiencing homelessness with legal issues resolve these issues to increase housing opportunities
8.4 Strategy: Establish specialty court and/or diversion programs to improve performance outcomes and timeliness of the criminal justice process.
Action Steps
o Development of cost/benefit analysis to implement a specialty court and/or diversion programs for legal matters of individuals involved in the homeless system of care.
8.5 Strategy: Improve supportive services for individuals released from custody to ensure safe housing/shelter.
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CONCLUSION Action Steps
o Coordination of homeless system of care and Sheriff/Probation custody programs to provide safe housing/shelter and transportation for individuals released from custody at all hours of the day.
This strategic plan contains a wealth of data, information, and feedback pulled directly from the community that points to the goals, strategies, and action steps outlined above. This information will best serve the community when there is forward movement through cross-system collaboration towards community goals and other objectives identified to fill the gaps and needs that exist in the community around homelessness and housing.
The information and goals outlined in this plan presents a unique and vital opportunity for the community to come together, collaborate, and work towards the common goal of effectively addressing homelessness in the community to ensure that it is brief, rare, and non-recurring. #32..
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Appendix A: Glossary of Acronyms and Key
Words
Acronym or
Key Word Definition
ACS American Community Survey
AMI
Area Median Income, the midpoint of a region’s income distribution, meaning that half of households in a region earn more than the median and half earn less than the median APR Annual Performance Report (for Department of Housing and Urban Development homeless programs)
Board & Care Licensed residential care facilities for people with special needs that provide intensive support and assistance with daily living
CA Collaborative Applicant, often referring to the lead agency applying for homeless assistance funds on behalf of the community or continuum of care CalFresh California’s SNAP (Supplemental Nutritional Assistance Program, Food Stamps) CalWORKs California Work Opportunities and Responsibility to Kids CBO Community Based Organization
CES Coordinated Entry System, a system that prioritizes the most vulnerable people experiencing homelessness in the community for certain types of housing CDBG Community Development Block Grant (federal program) CH Chronically Homeless
CoC
Continuum of Care, a group organized to carry out the responsibilities prescribed by the Department of Housing and Urban Development in the CoC Program Interim Rule for a defined geographic area. Typically, CoC’s act as decision-making bodies for a community’s homeless assistance activities and funding
Con Plan
Consolidated Plan, a locally developed plan for housing assistance and urban development under CDBG and other federal Community Planning and Development (CPD) programs
COVID Coronavirus or COVID-19
CPD Community Planning and Development, a Department of Housing and Urban Development Office
CSoC Stanislaus Community System of Care, acts as the community’s Continuum of Care (CoC). See definition above
Diversity
Diversity includes all the ways in which people differ, and it encompasses all the different characteristics that make one individual or group different from another. It is all-inclusive and recognizes everyone and every group as part of the diversity that should be valued. A broad definition includes not only race, ethnicity, and gender—the groups that most often come to mind when the term "diversity" is used—but also age, national origin, religion, disability, sexual orientation, socioeconomic status, education, marital status, language, and physical appearance. It also involves different ideas, perspectives, and values DV
Domestic Violence, which includes dating violence, sexual assault, stalking, and other dangerous or life-threatening conditions that relate to violence against the individual/family member that make them afraid to return to their primary nighttime residence ES Emergency Shelter
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ESG Emergency Solutions Grants, a federal source of homeless assistance funding ELI Extremely Low Income
e-SNAPS
An electronic grants application and management system used for many of the Department of Housing and Urban Development Office Homeless Assistance Programs FMR Fair Market Rent (maximum rent for many Department of Housing and Urban Development housing programs)
FY Fiscal Year
GeoCode
A 6-digit number that corresponds to a particular geographic location within a CoC. Most CoC’s have multiple geocodes and a geocode doesn’t not necessarily represent a specific census tract or zip code. An updated list of all Department of Housing and Urban Development geocodes is provided annually
Gross Income
Gross income refers to total compensation before taxes or other kinds of deductions. For hourly employees, the standard calculation for monthly gross income is found by multiplying the hourly wage by the number of hours worked each week, then multiplied by 52, the total number of weeks in a year. This gives the annual gross income, which is then divided by 12 to find the monthly amount
HCD California Department of Housing and Community Development, a state agency that provides homeless assistance funding
HCV Housing Choice Voucher Rental Assistance, a type of rental subsidy administered by the public housing authority and formerly referred to as Section 8 HEARTH Act Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009, S. 896 HIC Housing Inventory Count, inventory of housing for the homeless conducted annually in January for same night as the Point-In-Time Count
HDIS
Data submitted from California CoCs to the state that tracks trends and service use across and between communities. HDIS captures a year-long count of people experiencing homelessness who have accessed services, including shelter, housing, and other triages and assessments. It can show movement and interactions between local homeless response systems and communities
Historically
underserved
populations
Defined in this strategic plan as populations who have historically not received equitable allocations of resources or equal treatment in the homeless system of care and larger community. Typically, these populations include but are not limited to: Black, Indigenous, and People of Color (BIPOC), aging adults, LGBTQI+ persons, immigrants, persons who are non-English speakers or have limited English proficiency, people who have been incarcerated or have had involvement with the criminal justice system, youth, people with disabilities, families with children, domestic violence survivors, and chronically homeless persons
HMIS
Homeless Management Information System, a data system used by many homeless service and housing providers to track participants and outcomes and meet federal and state reporting requirements
Homeless
System of Care
The homeless system of care refers to the network of resources, supports, services and governance structures in the community that support addressing homelessness Housing
Element
Since 1969, California has required that all local governments (cities and counties) adequately plan to meet the housing needs of everyone in the community. California’s local governments meet this requirement by adopting housing plans as part of their “general plan” (also required by the state). General plans serve as the local government’s "blueprint" for how the city and/or county will grow and develop and include seven elements: land use, transportation, conservation, noise, open space, safety, and housing #32..
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Housing First
Housing First is a homeless assistance approach that prioritizes providing permanent housing to people experiencing homelessness, thus ending their homelessness and serving as a platform from which they can pursue personal goals and improve their quality of life. This approach is guided by the belief that people need basic necessities like food and a place to live before attending to anything less critical, such as getting a job, budgeting properly, or attending to substance use issues HQS
Housing Quality Standards, an inspection/assessment required before moving in for certain Department of Housing and Urban Development homeless assistance programs HUD U.S. Department of Housing and Urban Development, a federal agency that administers many housing and homeless assistance programs
HUD-VASH HUD Vouchers through Veterans’ Affairs Supportive Housing IDIS Integrated Disbursement and Information System, used by many HUD-funded programs IHSS
In-Home Supportive Services, a state-administered program which provides people with low income who are disabled, blind, or 65 years old or older with personal assistance and in-home services
Inclusion Authentically bringing traditionally excluded individuals and/or groups into processes, activities, and decision/policy making in a way that shares power LGBTQIA+ Lesbian, Gay, Bisexual, Transgender, Queer and/or Questioning, Intersex, and Asexual and/or Ally and others
Lived
Experience
Having a personal experience of homelessness
Low barrier or
lowering
barriers
Removing as many pre- conditions to shelter or housing as possible and responding to the needs and concerns of people seeking shelter or housing LSA Longitudinal Systems Analysis, a report produced from the CoC’s Homelessness Management Information System (HMIS) and submitted annually to HUD MHSA Mental Health Services Act
MOU Memorandum of Understanding
NAEH National Alliance to End Homelessness
NIMBY
Not In My Back Yard, defined in this strategic plan as a person(s) who objects to the siting of homeless services, shelter, or housing in the area where they live, especially while raising no such objections to similar developments elsewhere NOFA Notice of Funding Availability, refers to a notice that outlines the requirements of a grant and instructions or requirements regarding how to apply for that grant PH Public Housing
PHA/ HA Public Housing Authority
PIT Count
Point-In-Time Homeless Count, a yearly count of all people experiencing homelessness on a single night in January. The unsheltered count is conducted biennially, every odd numbered year and the sheltered count is conducted every January PSH Permanent Supportive Housing, permanent housing with intensive supports for residents Racial Equity
A condition that would be achieved if one's racial identity no longer predicted, in a statistical sense, outcomes and experiences. When the term is used in this strategic plan, it refers to racial equity as one part of racial justice, and thus the term also refers to addressing root causes of inequities, not just their manifestation. This includes elimination of policies, practices, attitudes, and cultural messages that reinforce differential outcomes by race or that fail to eliminate them
RFP Request for Proposals
RHNA
Regional Housing Needs Allocation, through the Regional Housing Needs Allocation (RHNA) process, every local jurisdiction is assigned a number of housing units representing its share of the state’s housing needs for an eight-year period. #32..
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RRH Rapid Re-Housing, a temporary rental subsidy for housing with some supports RV Recreational Vehicle
SAMHSA Substance Abuse & Mental Health Services Administration, a federal agency Section 8 Housing Assistance Payment Program (Housing and Community Development Act of 1974)
Section 202 Loans for construction/rehab of housing for the elderly or handicapped Section
202/811
Programs for housing assistance to the elderly and people with disabilities SHA Stanislaus Homeless Alliance, a collaborative entity formed to align homelessness services, planning, and funding among stakeholders in Stanislaus County Sheltered
homelessness
Those experiencing sheltered homeless are generally adults, children, and unaccompanied children who are living in shelters for the homeless, transitional housing, safe havens, or in a motel/hotel using publicly funded assistance/vouchers SMI
Serious Mental Illness or Seriously Mentally Ill, defined as a mental, behavioral, or emotional disorder resulting in serious functional impairment, which substantially interferes with or limits one or more major life activities
SNAP Supplemental Nutrition Assistance Program, formerly referred to as Food Stamps SNAPS Special Needs Assistance Program, a HUD division that deals with homelessness and homeless assistance
SOAR SSI/SSDI Outreach, Access, and Recovery (SSI/SSDI Application program) SRO Single-Room Occupancy housing units
SSA Social Security Administration
SSDI Social Security Disability Income
SSI Supplemental Security Income
SSO Supportive Services Only, a type of homeless assistance grant that provides services only SSVF Supportive Services for Veterans Families, a rapid rehousing program for veterans and their families
STELLA Household-level data from HMIS that is displayed through HUD’s data visualization program
SUD Substance Use Disorder
TA Technical Assistance, often refers to an organization or agency that provides help or guidance to a homeless system of care on administration of funds and system design TANF Temporary Assistance to Needy Families
TAY Transition Age Youth, youth ages 18 to 24 years old TH Transitional Housing, temporary housing often providing a bridge from shelter to permanent housing
Unsheltered
homelessness
An individual/family whose primary nighttime residence is public/private place not designed for or ordinarily used as a regular sleeping accommodation for human beings. These are typically households living on the street or in makeshift shelters (tents, boxes), encampments, as well as cars
VA U.S Department of Veterans Affairs
VASH Veterans Affairs Supportive Housing
VI-SPDAT
Vulnerability Index–Service Prioritization Decision Assistance Tool, an assessment tool that assigns a numerical score to a person’s level of vulnerability for the community’s coordinated entry system
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APPENDIX B: ENVIRONMENTAL SCAN AND FEEDBACK
COLLECTED
To collect meaningful data and feedback that identified gaps in homeless assistance resources and informed goals, strategies, and action steps for the community, plan drafters implemented a multipart community engagement and information collection process. This included an environmental scan and community feedback process as detailed below.
Environmental Scan
The environmental scan reviewed both data and existing reports/information on homelessness in the community.
Review of Data
Existing data for Stanislaus County on homelessness, housing, race, ethnicity, socioeconomics, and many other factors were collected, reviewed, and analyzed for the strategic plan. Below is a list of these data sources:
• Point-In-Time (PIT) count data
• Housing Inventory Count (HIC) data
• Homeless Management Information System data (HMIS)
o Including Longitudinal Systems Analysis (LSA) and System Performance Measures (SPM) data
• Coordinated entry system (CES) data
• State of California’s Homeless Data Information System (HDIS) • Census American Community Survey data
• US Bureau of Labor Statics Consumer Price Index data
• Regional Housing Needs Allocation (RHNA) and HCD Annual Progress Report data • Local data regarding housing in the pipeline
Review of Existing Reports and Information
In addition, plan drafters reviewed a number of existing reports and documents, including but not limited to the following:
• Plan to Address Homelessness in Stanislaus County 2019 • Modesto Blue Ribbon Commission on Homelessness
• Community Inquiry: Homeless Shelter in Turlock
• Stanislaus Urban County, City of Turlock, Modesto Consolidated Plans, Annual Action Plans, CAPERs, and other relevant updates
• Community Health Needs Assessments
• Stanislaus County Behavioral Health and Recovery Services reports, updates, and other Mental Health Service Act Planning
• City of Turlock, Modesto, Stanislaus County Housing Element • Building a Better Turlock
• Stanislaus County Disadvantaged Unincorporated Communities Report • Regional Analysis of Impediments to Fair Housing Choice • Relevant City Council and Board of Supervisor homeless updates and presentations • Stanislaus County Comprehensive Economic Development Strategy • Focus on Prevention summaries, reports, and other updates #32..
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Community Feedback Collection Process
The community feedback collected and reviewed for the strategic plan included a community survey, group interviews with local government entities, focus groups with homeless service providers and community-based organizations/groups, and people with lived experience as well as individual and small groups of stakeholders.
Outreach was performed through direct outreach (list of organizations directly outreached to are available here), as well as the CSoC email listserv, County and local city social media accounts, organizational and institutional mailing lists and newsletters, and Nextdoor.
Community Survey
Plan drafters designed a community survey that requested feedback on homelessness in the community.
Drafters received 1,021 responses from community members who completed this survey, which was available in English, Spanish with hard copy and online formats. The survey included 137 responses from people with lived experience of homelessness or housing insecurity. Complete results of the community survey can be viewed here.
Local Government Representative/City Council Interviews Plan drafters offered to conduct feedback sessions with the public and local officials on the state of homelessness at each of the nine major City Council meetings and was able to conduct feedback session with the following entities.
Entity Date of Interview/Feedback Session
County CEO’s Office 5/12/21
Newman 4/27/21
Patterson 4/20/21
City of Modesto 4/5/21
Riverbank 3/23/21
Waterford 3/18/21
Municipal Advisory Council 3/8/21
In addition, plan drafters received a number of community survey responses from Turlock and Hughson as well as written or oral feedback from stakeholders and government leadership in Oakdale and Ceres.
Individual and Small Group Stakeholder Interviews
Plan drafters conducted small group or individual interviews with the following stakeholder and organizations.
Person or Group Interviewed Date of Interview
Stanislaus County Hospital & Shelter Group 1/14/21
Area Agency on Aging 2/9/21
McKinney-Vento School Liaison 2/12/21
CARE Team 2/17/21
California Rural Legal Assistance Staff 2/23/21
Behavioral Health and Recovery Services Staff 2/26/21
Salvation Army 3/11/21
Law Enforcement/HEART Team Representatives 3/26/21
Housing Authority of Stanislaus County 4/29/21
Veteran’s Service Provider 4/12/21
Community Organizer and Activist, Miguel Donoso 4/21/21 Focus Groups
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Over 120 providers and community-based organizations were invited to participate in focus groups held on 2/22/21, 3/3/21, and 4/12/21. In addition, a focus group with individuals currently experiencing homelessness was held on 4/22/21.
Community Summit
Once feedback and relevant data was collected and reviewed, a Community Summit event was held on 5/22/21 via Zoom. At this meeting, which was advertised throughout the community and included Spanishlanguage interpretation, results from the environmental scan and community feedback processes were presented to the community along with draft goals for the strategic plan identified from these data and feedback collection efforts. Attendees were able to give feedback on the draft goals at the meeting as well as in a follow-up survey, available in English and Spanish.
Additional Feedback on Strategic Plan Draft
On July 14, 2021, a draft of the strategic plan was presented at a joint meeting of the CSoC and SHA and community members expressed interest in providing additional feedback for the plan. Plan drafters did proactive outreach to a number of organizations, individuals and groups, including Stanislaus Asian American Community Resource, California Rural Legal Assistance, El Concilio, West Modesto Community Collaborative, Sierra Vista, as well as the CSoC listserv, the County CEO and all City managers for additional feedback on the plan draft.
Plan drafters received formal letters with feedback from the following groups and conducted a focus group over Zoom with members of the Latino COVID-19 Coalition.
• American GI Forum
• California Rural Legal Assistance
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This guide is intended to help lead entities identify their needs, action steps, and performance metrics guided by the strategic plan. This template will provide guidance on identifying relevant action steps and creating a step-by-step implementation timeline unique to each strategy.
USING THIS DOCUMENT
1. Identify overarching goal and select specific strategy
2. Break down each goal into strategies and action steps for implementation.
3. Identify a Lead Entity that can be responsible for leading each of the action steps and a timeline by which you would like the action steps to be completed.
4. Submit your implementation plan template to the Joint Executive Committee
If you have questions as you are working through the document, please contact XXX.
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99 IMPLEMENTATION PLAN – TEMPLATE
Instructions: Using strategies identified in the Stanislaus 2021 Regional Plan to Address Homelessness, please complete the following table. To the extent possible, identify action steps that could be taken within the next year. If you would like further guidance, please see the Implementation Action Plan Example below; the Implementation Resources; or contact XXX
STRATEGY #1: [FILL IN ONE STRATEGY]
ACTION STEP 1: [Fill in a broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
1a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
1b. [Identify another specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
ACTION STEP 2: [Identify a different broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
2a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
2b. [Identify a different specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
STRATEGY #2: [FILL IN A DIFFERENT STRATEGY
ACTION STEP 1: [Fill in a broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
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1a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
1b. [Identify another specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
ACTION STEP 2: [Identify a different broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
2a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
2b. [Identify a different specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
STRATEGY #3: [FILL IN THE LAST STRATEGY]
ACTION STEP 1: [Fill in a broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
1a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
1b. [Identify another specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
ACTION STEP 2: [Identify a different broad set of actions you can take to help achieve this action step] HOW WILL YOU MEASURE SUCCESS FOR THIS ACTION STEP?
FILL IN MEASURE 1
FILL IN MEASURE 2
Actions Responsible
Parties
Timeline Source Documents
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2a. [Identify a specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
2b. [Identify a different specific activity you will undertake to help implement your strategy and achieve your goal.]
Lead:
Partners:
Who can be the main point of contact from your community for follow up questions about the Local Action Plan Template?
Name
Organization/Affiliation
Email Address
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Additional Resources
IMPLEMENTATION PLAN – EXAMPLE
Instructions: Please use this example for reference when completing the Implementation Plan Template.
STRATEGY #1.4: INCREASE POOL OF PARTICIPATING LANDLORDS AND EXPLORE LANDLORD
ENGAGEMENT AND RISK MITIGATION STRATEGIES
ACTION STEP 1: Creation of a communitywide centralized landlord engagement list and system.
HOW WILL YOU MEASURE SUCCESS FOR THIS STRATEGY?
CREATION OF CENTRALIZED LANDLORD ENGAGEMENT LIST
NUMBER OF PARTNERING AGENCIES
NUMBER OF PARTICIPATING LANDLORDS
Actions Responsible
Parties
Timeline Source Materials
1a. Identify interested partner agencies and 4 potential vendors/formats of landlord engagement list at housing
placement meeting
Lead: Dana
Bailey, Stanislaus
Community
Services Agency
Partners: CHSS,
CICV Gospel
Mission, CHS
Complete
by June
2022
• CES Policies and
Procedures
• HUD Landlord
Outreach and
Recruitment
Resources
document
• Feedback from
housing navigators
and providers
1b. Draft Policies and Procedures for landlord engagement list and system
Lead: Ana San
Nicolas,
Stanislaus County
Planning
Partners:
Homebase, CHS,
County Planning,
CSA
Complete
by August
2022
• CES Policies and
Procedures
• HUD Landlord
Outreach and
Recruitment
Resources
document
ACTION STEP 2: Host housing/tenant fair and invite potential landlords to meet clients and get questions answered for streamlined housing placement; highlight a client/landlord success story at such an event and in other outreach materials
HOW WILL YOU MEASURE SUCCESS FOR THIS STRATEGY?
NUMBER OF ATTENDEES AT HOUSING/TENANT FAIR
NUMBER OF POTENTIAL INTERESTED LANDLORDS
NUMBER OF PARTICIPATING LANDLORDS
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Actions Responsible
Parties
Timeline Source Materials
2a. Draft list of desired participating agencies and
providers
Lead: Dana
Bailey, Stanislaus
CSA
Partners: Lynnell
Fuller (CSA), HAT
(Turning Point)
February
2022
• Providers listed
as participating
in CES
2b. Identify potential outlets to advertise event and create outreach materials required (e.g. flyer, video
advertisement, graphic for print, voice recording for radio) Lead: Christina
Rodriguez
Partners:
Community
Services Agency
July
2022
• Feedback from
Housing
Placement
meeting
2c. Identify potential event locations and date/time Lead: Brad Hawn Partners: Dana
Bailey (CSA)
March
2022
• Feedback from
CSoC and SHA
meetings
• Review of
available County
and Municipal
sites
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RESOURCES & MATERIALS TO SUPPORT IMPLEMENTATION
Instructions: Please use this list for reference while selecting strategies and action steps for the Implementation Plan Template
Point of Contact
Coordinated Entry • Stanislaus CES Policies and Procedures Racial Equity Resources • GARE Resource Guide
• GARE Racial Equity Toolkit
• BARHII COVID-19 Equity Investment Guide
• The Framework for an Equitable COVID-19
Homelessness Response
• Centering Racial Equity in Homeless System
Design
Emergency Shelter • NAEH Emergency Shelter Learning Series • HUD, Emergency Solutions Grants Program
Rapid Re-Housing and Permanent
Supportive Housing
• BCSH COVID-19 Strategic Guide to New Funds
• Centering Racial Equity in Homeless System
Design
• HUD, Rapid Re-Housing Brief
• HUD, Rapid Re-Housing: ESG vs. CoC Guide
Linking Sober Living & Housing • HUD, Recovery Housing Program • SAMHSA National Helpline
Prevention & Diversion • HUD, Homelessness Prevention: Creating Programs that Work
• HUD, Eviction Prevention and Stability Toolkit
• HUD, Talk to a Housing Counselor
• HUD, Avoid Foreclosure: Texas
Working with the Housing
Authority
• HUD, Resources for CoC and PHA Collaboration
to End Homelessness
• HUD, The Business Case for Partnering with
Public Housing Agencies to Serve People who
are Homeless
• HUD, Public and Indian Housing: Preventing and
Ending Homelessness
• HUD, Emergency Housing Vouchers
Employment • Downtown Streets Team
• DOL’s CareerOneStop
• Unemployment Benefits Finder
• HUD, Employment Strategies in Rapid ReHousing Programs • Heartland Alliance, National Center on
Employment & Homelessness
Housing Navigation & Outreach • HUD, Landlord Outreach and Recruitment Resources
• National Health Care for the Homeless Council’s
Outreach
• HUD Lessons Learned from Outreach Workers
• Org Code, Products
• USICH, Core Elements of Effective Street
Outreach to People Experiencing Homelessness
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APPENDIX D: SNAPSHOT OF HOMELESS ASSISTANCE
FUNDING AVAILABLE IN STANISLAUS COUNTY
The following list highlights key sources of homeless assistance and housing funding available in Stanislaus County. This is a non-exhaustive list that is designed to provide an overview of some essential community resources.
Please note, the funding outlined below is distributed by federal and state agencies to a variety of different sources including the Turlock/Modesto/Stanislaus County Continuum of Care, the City of Modesto, the City of Turlock, the County of Stanislaus, the Stanislaus Housing Authority and others. Further, local funds from cities or the County as well as private funding may also be available for homeless assistance in the community.
As of September 2021, the SHA is working on an updated a local funding matrix which will be available in the coming months on the CSoC website here. Further information on California State Funding generally can also be found in the housing matrix here. Finally, the State of California Business and Consumer Services and Housing Agency released a Guide to Strategic Uses of New and Recent State and Federal Funds to Prevent and End Homelessness on September 13, 2021 which can be found here.
Funding Source
CalWORKs Housing Support Program (HSP)
CDBG (Federal Allocation)
CDBG–CV (Federal Allocation)
California Department of Social Services (CDSS) Emergency COVID Funding California Emergency Solutions and Housing (CESH) Funds Continuum of Care (CoC) Program Funds
Coronavirus Relief Fund (CRF)
Emergency Housing Voucher Program (EHV)
The Emergency Rental Assistance Program (ERAP)
Emergency Solutions Grants (ESG) (Federal Allocation)
Emergency Solutions Grants - CV (ESG-CV) (Federal Allocation) ESG (State CoC Allocation)
ESG-CV (State Allocation)
Federal Emergency Management Agency (FEMA) Disaster Relief Fund Homeless Coordinating and Financing Council (HCFC) Emergency COVID Funding Housing and Disability Advocacy Program(HDAP)
Homeless Emergency Aid Program (HEAP)
HOME Investment Partnerships Program
Homekey
Homeless and Housing Assistance Program (HHAP)
Housing Opportunities for Persons with Aids (HOPWA)
US Department of Housing and Urban Development – Veteran’s Affairs (VA) Supportive Housing Program (HUD-VASH) No Place Like Home (NPLH)
Local Housing Trust Fund (LHTF)
Section 811 Mainstream Housing Choice Vouchers
Section 811 Mainstream Housing Choice Voucher Program Additional Funding through Cares Act Supportive Services for Veteran Families (SSVF)
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106
APPENDIX E: SNAPSHOT OF PROGRAMS AND
SERVICES IN STANISLAUS COUNTY
The following is a non-exhaustive list of some key homeless and housing programs and services available within Stanislaus County. One recommendation of this plan is to build out an online and paper format homeless resource guide for the county that is regularly updated, this list may serve as a good starting point.
Type of Service Agency Program Name Known Populations
Served
Emergency Shelter
Community Housing and
Shelter Services Families
Emergency Shelter
Family Promise of
Greater Modesto
Interfaith Hospitality
Network Families
Emergency Shelter Modesto Gospel Mission Men's Shelter Program Single Adult Men Emergency Shelter Modesto Gospel Mission
Women and Children's
Shelter Women and Families
Emergency Shelter Salvation Army Berberian Shelter Individuals and Families Emergency Shelter Turlock Gospel Mission
Emergency Overnight
Shelter Adults and Families
Emergency Shelter Haven Women's Center Haven Center DV
Emergency Shelter We Care We Care Program Single Adult Men Emergency Shelter Turning Point Golden Gate Respite Individuals Emergency Shelter
Helping Others Sleep
Tonight HOST House Any
Emergency Shelter Children's Crisis Center
Sawyer, Guardian,
Verda, Marsha, and
Audrey's House Youth
Emergency Shelter
Stanislaus County
Affordable Housing Corp Women's REST
Emergency Shelter
Center for Human
Services Hutten house Youth and Families
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107
Seasonal Shelter
Stanislaus County
Housing
Authority/Stanislaus
County Affordable
Housing Corp
Empire Migrant Center
(Winter Family Housing)
Transitional Housing
Center for Human
Services Pathways TAY
Transitional Housing Cambridge Academy Naomi's House
Transitional Housing
Community Impact
Central Valley Transitional Housing
Rapid Re-Housing
Center for Human
Services HCD RRH Families
Rapid Re-Housing Family Promise City of Modesto RRH Families Rapid Re-Housing We Care Program ESG RRH Adults
Rapid Re-Housing WestCare
San Joaquin Valley
Veterans
Veterans and their
Families
Rapid Re-Housing
Catholic Charities of the
Dioceses of Stockton VETFAM
Veterans and their
Families
Rapid Re-Housing
Community Housing and
Shelter Services Rental Assistance Families
Permanent Supportive
Housing
Community Housing and
Shelter Services
Permanent Housing for
Chronically Homeless
Program
Chronically homeless
families
Permanent Supportive
Housing
Community Housing and
Shelter Services Households in Recovery Families in Recovery Permanent Supportive
Housing
Community Housing and
Shelter Services
Permanent Supportive
Housing for Families with
Children 1&2
Chronically homeless
families
Permanent Supportive
Housing
Stanislaus County
Affordable Housing Corp
Supportive Housing
Outreach Project Adults and Families
Permanent Supportive
Housing
Stanislaus County
Affordable Housing Corp Permanent Housing #1 Adults and Families Permanent Supportive
Housing We Care
We Care Turlock
Permanent Housing Adults
Permanent Supportive
Housing
Community Impact
Central Valley HALO 1, 3, 5, Chronically homeless
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108
Permanent Supportive
Housing
Community Impact
Central Valley Halo RCC Vet
Chronically homeless
veterans and their
families
Permanent Supportive
Housing
Stanislaus County
Housing Authority Shelter Plus Care Adults and Families Permanent Supportive
Housing
Stanislaus County
Housing Authority
Glendale Annex, Palm
Valley, Kansas House,
Kestrel Ridge, King
Kennedy Cottages, and
other projects Varies
Permanent Supportive
Housing Turning Point
Day Center Modesto Gospel Mission
Children and Youth
Center Youth
Basic Needs Modesto Gospel Mission Meal Service Any
Medical Modesto Gospel Mission Meal Clinic Any
Day Center Modesto Gospel Mission
Freedom Road Day
Center Adults
Day Center Turlock Gospel Mission Restoration Program Men and Women Crisis Line Haven Women's Center 24-Hour Crisis Line DV Youth Program Haven Women's Center
Kids Count!, Teens
Count!, T.R.U.S.T Youth
Navigation Center
Center for Human
Services Youth Navigation Center Youth, TAY
Outreach WestCare Operation M.O.V.E.
Veterans and their
Families
Triage and Assessment Turning Point
Triage and Engagement
Program Adults
Triage and Assessment,
Coordinated Entry Turning Point
Housing Assessment
Team Any
Peer Support Turning Point Peer Navigators Individuals and Families Recovery Turning Point
Integrated Services
Agency Adults with Mental Illness
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109
Non-Crisis Support Line Turning Point Warm Lin Any
Day Center Turning Point Empowerment Center
Behavioral Health
Consumers and their
Families
Food Service Turning Point Garden of Eat'N
Transportation Turning Point
Community Activities and
Rehabilitation
Transportation Adults and Families
Mainstream Benefit
Community Services
Agency
Stanislaus County
GA/GR Any
Advocacy
Community Services
Agency
Housing and Disability
Advocacy Program
Individuals with a
Disability
Mainstream Benefit
Community Services
Agency CalWORKs Families
Mainstream Benefit
Community Services
Agency
Homeless Assistance
Program Families
Mainstream Benefit
Community Services
Agency
Housing Support
Program Families
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APPENDIX F: SYSTEM PERFORMANCE MAP
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
July 12, 2022
Date: June 20, 2022
TO: Mayor and Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Jaylen French, Director of Community and Economic Development SUBJECT: Consideration of a pilot Safe Parking Program
CONTACT: Edgar R. Garcia, Housing and Urban Development Supervisor, [email protected], 571-5101
DESCRIPTION:
Consider approving a pilot Safe Parking Program at the parking lot located at 9th and B Streets (APN: 106-047-003) for a maximum of 25 vehicles, and authorizing the City Manager, or his designee, to negotiate and execute necessary agreements with the County of Stanislaus, Salvation Army, and Stanislaus Food Products (SFP) for the use of the site as a Safe Parking Program. (Funding Source: American Rescue Plan Act Funding) STRATEGIC PLAN ELEMENT:
This item supports the City Council’s Strategic Plan Goal A: Improve community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues; and Goal C: In partnership with public agencies and other key stakeholders, develop and implement a comprehensive housing and homelessness action plan.
BACKGROUND:
A significant percentage of individuals experiencing homelessness in Modesto are living in their vehicle. Residents and businesses have expressed concerns with the rising number of individuals and families living in their vehicle parked on private property and other areas across the community, and data shows that police personnel are frequently responding to these requests for service.
To help address these concerns, cities and counties across the country have developed parking programs– commonly referred to as safe parking. These programs are intended for individuals who are living out of their vehicle to have a place to park safely each to help address the homelessness crisis. These programs are supplementing shelters and serve as a consistent location for individuals and families, to stay overnight, without the fear and stress of constant relocation or vehicle impoundment. Parking programs have #33..
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City Council, July 12, 2022
Consideration of a pilot Safe Parking Program
been integrated across the State of California to support individuals experiencing homelessness and are typically connected to supportive services, shelter, and housing resources.
Safe parking sites offer what is commonly referred to as a “stabilization point” – meaning that people do not have to spend resources on where they will be sleeping each night, which means that they are more equipped and amenable to accepting services, permanent shelter, and employment opportunities. Safe parking programs vary significantly from overnight-only sites that serve operable, passenger vehicles, to 24/7 sites that serve both RVs and passenger vehicles. However, there are common elements in the design for all of these programs, and they include the following: access to basic needs, sense of community, consistent codes of conduct, connection to services, and reduction of barriers for participation.
Further, based on the growing need in Modesto, the City’s Safety and Communities Committee, on November 8, 2021, directed staff to vet locations to establish a safe parking pilot program.
DISCUSSION:
Based on this direction, City staff has researched best practices in other communities and has reviewed various locations for the safe parking program to determine the most viable location to launch this pilot program. The City approached Stanislaus Foods, Stanislaus County and the Salvation Army to explore the use of the parking lot located at the corner of 9th and B Streets identified in red below:
The proposed safe parking program will serve homeless individuals and families who are experiencing homelessness and are currently using their vehicle as their primary residence. The pilot program will be in operation seven (7) days/week, for at least 12 hours each day for six months. Individualized professional case management and supportive services, including housing search and placement, and employment development will be available to each client.
The pilot will include on-site security, potable water, portable restrooms, and garbage service.
The pilot program will launch with a capacity of 25 vehicles. Vehicles will need to be in working condition and RV’s will not be allowed. Interested clients may request a space by visiting the Parking Lot
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City Council, July 12, 2022
Consideration of a pilot Safe Parking Program
Salvation Army. At such time, a staff member will complete an intake form on behalf of the interested client, this will require a current driver’s license, current insurance, and current registration. Interested clients will be made aware of the requirements associated with staying at the site and will be required to acknowledge that they will comply with the requirements or face possible program termination. Following the review of the intake forms, participants will be required to complete a criminal background check. Following the review and approval of the required documents by Salvation Army personnel, clients will be notified and assigned a parking space and badge. If clients are not approved, Salvation Army personnel will make clients aware and advise them of the reasons for denial and will refer them to other available resources.
Approved clients will be required to ensure that their parking badge is visibly placed on the dashboard of their vehicle at all times. Upon entry into the lot, the client will be required to ensure that they check-in with security and advise of the number of individuals in their vehicle.
All individuals in the vehicle must have previously completed a criminal background check.
Clients are welcome to access the portable restrooms, dumpsters, and water during the program operational hours.
The City is currently finalizing negotiations with the Salvation Army, Stanislaus Foods, and County of Stanislaus for the use of the site. The parcel of interest is currently owned by a Stanislaus Foods related legal entity and is leased to the County of Stanislaus to serve as a parking lot for the Access Center Emergency Shelter (ACES). The City has been in communication with Stanislaus Foods and the County and they are both amenable to a subleasing the lot to the City for use as a pilot safe parking program with specific restrictions. In addition, the City has agreed to indemnify and hold harmless the County and SFP, and their related entities, for any loss, damage, claims, and costs of every kind arising out of the operation of the Safe Parking Program. The City intends to finalize negotiations with all parties within the next 30 to 60 days and begin operation of the program.
Next Steps
Once the Memorandum of Understanding (MOU) and any other necessary agreements are approved and executed by all parties, the City will be responsible for overseeing the program and will be responsible for funding the operation throughout the term of the contract. The City will enter into a contract with the Salvation Army for the day-to-day administration of the program and to serve clients with case management, vital documents, social services, and housing placement. The Salvation Army will also hold agreements with vendors to provide basic needs such as portable restrooms, garbage, and security service for the duration of the program. The Salvation Army will also ensure the site is maintained and equipped with cameras, lighting, and signage with the rules posted on them. The signage will also include a phone number that will reach overnight personnel for site-related concerns.
The City intends to actively evaluate the program to identify areas of improvement and may recommend modifications following the 6-month pilot program. Also, following the 6-month period, the City intends to return to the City Council to identify successes, challenges, and recommend a more permanent solution that may include a continuation of the program, or alternative ways to serve this population.
FISCAL IMPACT:
There is no direct cost to the City entering into the necessary agreements with Salvation Army, the County and SFP to use the site for the pilot Safe Parking Program. The fiscal impact of the #33..
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City Council, July 12, 2022
Consideration of a pilot Safe Parking Program
program for the 6-month period is expected to not exceed $200,000 or approximately $33,333 per month. The cost will be covered with funds received through the American Rescue Plan and will not impact the General Fund.
COMMITTEE RECOMMENDATION
This item was considered by the Citizens Housing and Community Development Committee (CH&CHDC) on June 9, 2022 and was also considered by the Safety and Communities Committee on June 13, 2022, and this item was approved to be forwarded to Council.
RECOMMENDED COUNCIL ACTION:
Staff Recommendation:
Resolution approving a pilot Safe Parking Program at the parking lot at 9th and B Streets (APN:
106-047-003) for a maximum of 25 vehicles, and authorizing the City Manager to negotiate execute necessary agreements with the County of Stanislaus, Salvation Army, and Stanislaus Foods for the use of the site for this pilot Safe Parking Program.
Approved by:
Jaylen French, Community and Economic
Development Director
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Draft Program Proposal
3. Draft Memorandum of Understanding
4. Draft Agreement with Salvation Army
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-?
RESOLUTION APPROVING A PILOT SAFE PARKING PROGRAM AT THE PARKING LOT AT 9TH AND B STREETS (APN: 106047003) FOR A MAXIMUM OF 25
VEHICLES, AND AUTHORIZING THE CITY MANAGER TO NEGOTIATE
EXECUTE NECESSARY AGREEMENTS WITH THE COUNTY OF STANISLAUS,
SALVATION ARMY, AND STANISLAUS FOODS FOR THE USE OF THE SITE FOR
THIS PILOT SAFE PARKING PROGRAM
WHEREAS, a significant percentage of individuals experiencing homelessness in Modesto are living in their vehicle, and
WHEREAS, residents and businesses have expressed concerns with the rising number of individuals and families living in their vehicle parked on private property and other areas across the community, and data shows that police personnel are frequently responding to these requests for service, and
WHEREAS, to help address these concerns, cities and counties across the country have developed parking programs for individuals experiencing homelessness in their vehicle to have a place to park safely each night aimed at helping address the homelessness crisis – commonly referred to as safe parking, and
WHEREAS, these programs have become an alternative to shelters, serving as a consistent location for individuals and families, to stay overnight, without the fear and stress of constant relocation or vehicle impoundment, and
WHEREAS, parking programs have been integrated across the State of California to support individuals experiencing homelessness with being connected to supportive services, shelter, and housing resources, and
WHEREAS, safe parking sites offer what is commonly referred to as a “stabilization point” – meaning that people do not have to spend resources on where they will be sleeping each #33..
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night, which means that they are more equipped and amenable to accepting services, permanent shelter, and employment opportunities, and
WHEREAS, safe parking programs vary significantly from overnight-only sites that serve operable, passenger vehicles, to 24/7 sites that serve both RVs and passenger vehicles, and WHEREAS, safe parking sites offer what is commonly referred to as a “stabilization point” – meaning that people do not have to spend resources on where they will be sleeping each night, which means that they are more equipped and amenable to accepting services, permanent shelter, and employment opportunities, and
WHEREAS, safe parking programs vary significantly from overnight-only sites that serve operable, passenger vehicles, to 24/7 sites that serve both RVs and passenger vehicles, and WHEREAS, however, there are common elements in the design for all of these programs, and they include the following: access to basic needs, sense of community, consistent codes of conduct, connection to services, and reduction of barriers for participation, and WHEREAS, further, based on the growing need in Modesto, the City’s Safety and Communities Committee, on November 8, 2021, directed staff to vet locations to establish a safe parking pilot program, and
WHEREAS, the City approached Stanislaus Foods, Stanislaus County and the Salvation Army to explore the use of the parking lot located at the corner of 9th and B Streets, and WHEREAS, based on this direction, City staff has vetted best practices in other communities and has reviewed various locations for the safe parking program to determine the most viable location to launch this program, and
WHEREAS, the proposed safe parking program will serve homeless individuals and families experiencing homelessness and using their vehicle as their primary residence, and #33..
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WHEREAS, following the pilot period, the City will pursue sustainable funding sources to ensure the program continues into the future and leverage data collected during the pilot period to make informed policy and funding recommendations, and WHEREAS, the program will be in operation seven (7) days/week, for at least 12 hours each day for six months, and
WHEREAS, the location will have on-site security, potable water, portable restrooms, and dumpsters, and
WHEREAS, the pilot program will be available will launch with a capacity of 25 vehicles, and
WHEREAS, vehicles will need to be in working condition and RV’s will not be allowed.
Interested clients may request a space by visiting the Salvation Army. At such time, a staff member will complete an intake form on behalf of the interested client, this will require a current driver’s license, current insurance, and current registration, and WHEREAS, interested clients will be made aware of the requirements associated with staying at the site and will be required to sign acknowledging that they will comply with the requirements or face possible program termination, and
WHEREAS, following the review of the intake forms, participants will be required to complete a criminal background check, and
WHEREAS, following the review and approval of the required documents by Salvation Army personnel, staff will notify the client and will assign a parking space and badge, and WHEREAS, if clients are not approved, Salvation Army personnel will make clients aware and advise them of the reasons for denial and will refer them to other available resources, and
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WHEREAS, approved clients will be required to ensure that their parking badge is visibly placed on the dashboard of their vehicle at all times, and WHEREAS, upon entry into the lot, the client will be required to ensure that they checkin with security and advise of the number of individuals in their vehicle, and WHEREAS, all individuals in the vehicle must have previously completed a criminal background check; and clients are welcome to access the portable restrooms, dumpsters, and water during the program operational hours, and
WHEREAS, approved clients will be required to ensure that their parking badge is visibly placed on the dashboard of their vehicle at all times, and WHEREAS, upon entry into the lot, the client will be required to ensure that they checkin with security and advise of the number of individuals in their vehicle. All individuals in the vehicle must have previously completed a criminal background check; and clients are welcome to access the portable restrooms, dumpsters, and water during the program operational hours, and WHEREAS, the City is currently finalizing negotiations with the Salvation Army, Stanislaus Foods, and County of Stanislaus for the use of the site, and the parcel of interest is currently owned by a Stanislaus Foods related legal entity and is leased to the County of Stanislaus to serve as a parking lot for the Access Center Emergency Shelter (ACES), and WHEREAS, the City has agreed to indemnify and hold harmless the County and SFP, and their related entities, for any loss, damage, claims, and costs of every kind arising out of the operation of the Safe Parking Program. The City intends to finalize negotiations with all parties within the next 30 to 60 days and begin operation of the program, and WHEREAS, Memorandum of Understanding and any other necessary agreements are approved and executed by the Parties, the City will be responsible for overseeing the program #33..
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and will be responsible for funding the operation throughout the term of the contract. The City will enter into a contract with the Salvation Army for the day-to-day administration of the program and to serve clients with case management, vital documents, social services, and housing placement, and
WHEREAS, the fiscal impact of the program for the 6-month period is expected to not exceed $200,000 or approximately $33,333 per month, and the cost will be covered with funds received through the American Rescue Plan and will not impact the General Fund, and WHEREAS, this item was considered by the Citizens Housing and Community Development Committee on June 9, 2022 and was also considered by the Safety and Communities Committee on June 13, 2022, and this item was approved to be forwarded to Council.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves a pilot Safe Parking Program at the parking lot at 9th and B Streets (APN:
106047003) for a maximum of 25 vehicles, and authorizes the City Manager to negotiate and execute necessary agreements with the County of Stanislaus, Salvation Army, and Stanislaus Foods for the use of the site for this pilot Safe Parking Program.
The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 12th day of July 2022, by Councilmember ?, who moved its adoption, which motion being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
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NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
DIANE NAYARES PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:
BY:
JOSE M. SANCHEZ, City Attorney
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1 Parking Without
Penalties (PWP)
Program Proposal
A significant percentage of individuals experiencing homelessness in Modesto are living in their vehicle. Residents and businesses have expressed concerns with the rising number of individuals living in their vehicle parked in areas across the community, and data shows that police personnel are frequently responding to calls for service involving individuals and families living in their vehicle that are parked on private property.
City of Modesto leaders as well as leaders from Stanislaus County have shown interest in developing a PWP program for homeless individuals who reside in their vehicle. PWP is a tool to address the homelessness crisis. PWP parking has become an alternative to shelters, to provide a consistent location for individuals and families, to stay overnight, without the fear and stress of constant relocation or vehicle impoundment. Parking programs have been integrated across the State of California to support individuals experiencing homelessness with being connected to supportive services, shelter, and housing resources.
On November 8, 2021, the City’s Safety and Communities Committee directed staff to move forward with a proposal for a PWP Parking pilot program. Based on the success in other communities, City staff is confident that the PWP Parking program will help build trust with the community experiencing homelessness which will foster service acceptance, reduce crime, and reduce homelessness. The following pages outline the structure of the proposed program, intake procedure, and budget. #33..
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2 Definitions
1. “PWP parking” refers to a parking lot or location where homeless individuals and families with vehicles a place to temporarily park overnight in order to facilitate the transition to permanent housing.
2. “Social service provider” means an agency or organization licensed or supervised by any federal, state or local health/welfare agency that participates in the federal Homeless Management Information System (HMIS) and has demonstrated experience with the homeless population by assisting individuals and families achieve economic self-sufficiency and self- determination through a comprehensive array of programs and actions.
3. “Case management” means a system for arranging and coordinating care and services whereby a case manager assesses the needs of the client and client’s family and arranges, coordinates, monitors, and advocates for services to meet the client’s needs.
4. “Self-sufficiency program” means a program designed to assist individuals and families in meeting their basic needs and address any substance dependency and mental health issues so that they do not need to rely on emergency public or private assistance.
5. “Background check” means a criminal record check from a variety of public sources that would provide information regarding an individual’s possible criminal history.
Structure of Program
The PWP Parking Pilot Program intends to serve low income homeless individuals and families using their cars and recreation vehicles as their primary residence while working to transition to permanent housing. The program will be located at the Salvation Army parking lot located at 9th and B streets in the City of Modesto, highlighted red in the image below:
PWP Parking Lot
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3 The program will be in operation seven (7) days/week, for 12 hours each day from July 1 st to December 31st. Individualized professional case management and supportive services, including housing search and placement, and employment development will be available to each client. The location will have on-site security, potable water, portable restrooms, and dumpsters available.
Interested clients may request a space by visiting the Salvation Army. At such time, a staff member will complete an intake form on behalf of the interested client, this will require a current driver’s license, current insurance and current registration. The Salvation Army, as the operator, may work with clients to obtain these documents within a 45-day period or be subject to program termination. Interested clients will be made aware of the requirements associated with staying at the PWP, and will be required to sign acknowledging that they will comply with the requirements or face possible program termination. Following the review of the intake forms, participants will be required to complete a criminal background, and sex offender check. Following review and approval of the required documents by Salvation Army personnel, staff will notify the client to make them aware and will assign a parking space and badge.
If clients are not approved, Salvation Army personnel will make clients aware and advise them of the reasons for denial and will refer them to other available resources.
Approved clients will be required to ensure that their parking badge is visibly placed on the dashboard of their vehicle at all times. Upon entry into the lot, the client will be required to ensure that they check-in with security and advise of the number of individuals in their vehicle. Clients are welcome to access the portable restrooms, and water during the program operational hours.
Structure Summary
Hours of Operation
o This parking lot will be available every day, including holidays. o Hours of operation will be from 7pm to 7 am – reentry will not be allowed if a client decides to leave.
Entry range 7pm-9pm and clients are expected to leave the parking lot by 7 am each morning.
Security staff on site will ensure only program participant vehicles are on site. Security staff will also ensure that all vehicles have exited the site by 7 am.
o All vehicles and program participants will be pre-registered for the program before program entry.
Basic Needs
o Potable water: Will be available within the Safe Parking vicinity. #33..
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4 o Portable restrooms: Shall be made available and will be serviced on a regular basis by a third-party contractor.
o Garbage service: Shall be made available and will be serviced regularly by a thirdparty contractor. Vehicle Types Allowed / Vehicle Regulations
o A maximum of 25 vehicles may be allowed (No RVs will be allowed) o Case Managers will complete program intakes and verify participant and vehicle documentation to ensure program eligibility.
o All vehicles must be operable
o Currently registered with the California Department of Motor Vehicles. The registered owner of the car must be one of the individuals. o Proof of insurance must be provided for each vehicle. o The driver of each vehicle must possess a valid driver’s license. o Vehicles that leave the Parking Lot may not return until after 7:00 p.m. the next day. o If the vehicles become non-operational, the owner will be responsible for relocation/removal of the vehicle
o If a vehicle required to be towed, it will be towed at the owner’s expense. Intake Procedure and Agreement
o Each client will be required to review the intake procedure and sign the policies that require compliance in order to continue serving as a client. The policies include the following:
Pets must be on a leash and proof of vaccination will be required No food service of any kind onsite
No open flames of any kind (heaters, barbeque grills, etc) No generators. Solar/battery power is allowed
No car maintenance or repair
Drug and weapon free zone
• No alcohol or marijuana
Exterior Storage Prohibited. Outdoor storage around parked vehicles shall be prohibited. Tents, tarps, and other temporary outdoor shelters, either affixed to a participant’s vehicle or freestanding, shall be prohibited. No visitors will be allowed on the property.
o Salvation Army will provide a parking pass that must be presented at each entry and remain visible while on site
o Program participants who miss three (3) consecutive days without notice to a case manager regarding their absence may be removed from the program on the fourth night.
Participant Eligibility
o Must be a Stanislaus County resident
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5 o Individuals/households are eligible to participate in these programs if they meet the following criteria:
Agree to HMIS Data Collection
Must be willing to work with service providers and case managers during program enrollment
A criminal background check will be completed by Salvation Army staff and may take 3-10 days.
• Must not have outstanding arrest warrants
• No registered sex offenders.
Services
o Program participants agree to participate in case management services to assist with stabilization, self-sufficiency, and housing.
All program participants must meet with a case manager within 7 days of program entry.
Families with minor children must meet with a case manager within 3 days • Families with minor children will be referred to service providers such as CSA, alternate family shelters, and family services upon intake.
Infrastructure and Maintenance
o Administration: Salvation Army personnel will administer this program with oversight and management from the City of Modesto.
A budget contingency of 20% will be set aside for miscellaneous expenses of the program, including damage and/or waste at the site. o Ongoing maintenance: Ongoing maintenance of the site shall be the responsibility of the Salvation Army.
o Each parking space will be assigned a number and will be clearly marked with markings that illuminate the spaces.
o The lot will include sufficient lighting to promote PWP of staff and clients. The lighting will be provided and maintained by the Salvation Army in accordance with a third-party contractor.
Security Services
o Signage with key rules that includes the 24-hour hotline number o Security cameras
o Security staff
Security staff will monitor site and enforce site rules and hours of operation. Security Staff reserve the right to contact appropriate authorities including law enforcement in the event of rules/legal/safety violations or concerns. o Lighting
o Fencing
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6 o Staff would monitor lots and a 24-hour hotline should be setup to address after hour issues.
Special Protocols
o The Salvation Army will provide appropriate accommodations in the event of extreme weather conditions.
o Staff will contact or provide appropriate referrals for special circumstances including medical, behavioral health, or substance use as needed.
6-Month Budget
The estimated cost for the 6-month pilot program is $190,100, as shown below:
Budget Monthly Cost Cost for six months
Security $ 18,000 $ 108,000
Staffing/ Case Management $ 5,000 $ 30,000
Portable Restrooms $ 450 $ 2,700
Water $ 450 $ 2,700
Garbage $ 650 $ 3,900
Camera(s) $ 2,500 $ 2,500
Lighting ($2500 initial cost) $ 400 $ 4,900
Contingency $ 5,900 $ 35,400
Total $ 35,850 $ 190,100
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7 Parking without Penalties
Client Name:
Phone Number: Emergency Phone Number:
Vehicle Make: Vehicle Model:
Vehicle Color: License Plate Number:
Driver’s License Number: Number of People in Vehicle:
Household Members: Please list all household members that will be staying in the vehicle.
Name Age Relationship Phone Number
List of Documents Attached: Instructions: Please review the following list of items that need to be included for the PWP Park Application Packet. All items must be submitted for review for program consideration and approval.
Driver’s License – Copy valid Driver’s License
Vehicle Registration – Copy of Evidence of current registration Proof of Vehicle Insurance – Copy of Evidence of current insurance HMIS Intake and Enrollment Form – One for each household member over 18 years of age (NOTE: include minor children’s income on Head of Household’s form) HMIS Intake Form/CHILD – Complete one for each child under 18 HMIS Consent Form – Signed by all adults over 18 who agree to HMIS data entry Consent to Background Check and Release of Liability Form – Signed by all adults over 18 #33..
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HMIS v. 14 Page 1 of 5
HMIS Intake and Enrollment Form
CoC/ESG/Private Funded
For persons entering HMIS project type: Emergency Shelter □ Also for persons entering CES Enrollment (reminder to collect the VISPDAT & Self-Sufficiency) Client ID:
Project Name:
Staff Completing HMIS Form:
Identification - All fields required unless otherwise noted First Name Middle Name
Last Name Suffix
Name Data Quality:
Did the client provide their full name?
Social Security Number (SSN)
- -
Birth Date (DOB)
/ /
□ Full Name Reported
□ Partial, street name, or code
name reported
□ Client Doesn't Know
□ Client Refused
□ Full SSN reported
□ Approximate or partial SSN
reported
□ Client Doesn't Know
□ Client Refused
□ Approximate or partial DOB
reported
□ Full DOB reported
□ Client Doesn't Know
□ Client Refused
Basic Demographics – All fields required unless otherwise noted Ethnicity
□ Hispanic/Latino(a)(o)(x) is a person of Central American, Latin American, or South American origin, separate from race. □ Non-Hispanic/ Non-Latino(a)(o)(x) is a person NOT of Central American, Latin American, or South American origin, separate from race. □ Client Doesn't Know
□ Client Refused
Race (Check all that apply)
□American Indian, Alaska Native, or Indigenous is a person having origins to any of the indigenous peoples of North and South America, including Central America.
□ Asian or Asian American is a person having origins of Asian descent, including but not limited to Chinese, Indian, Japanese, Korean, Pakistani, Vietnamese, or another representative nation/region.
□ Black, African American, or African is a person having origins to any of the Black racial groups of Africa, including Afro-Caribbean. □ Native Hawaiian or Pacific Islander is a person having origins in any of the indigenous peoples of Hawaii, Guam, Samoa, or another Pacific Island. □ White is a person having origins in any of the original peoples of Europe, the Middle East or North Africa. □ Client Doesn't Know
□ Client Refused
Gender (Check all that apply) Client authorizes update in HMIS if gender is different? □ Yes □ No □ Female is a person who lives or identifies as female. □ Male is a person who lives or identifies as male.
□ A gender other than singularly female or male(e.g., non-binary, genderfluid, agender, culturally specific gender) is a person who lives or identifies as a gender other than female, a gender other than male, a gender outside the binary, no gender, more than one gender, a culturally specific gender, or a gender that changes over time. □ Transgender is a person who lives or identifies with a transgender history, experience, or identity. □ Questioning is a person who may be unsure, may be exploring, or may not relate to or identify with a gender identity at this time. □ Client Doesn't Know
□ Client Refused
Veteran (Have you ever served in the U.S. Military?) □ Yes □ Client Doesn't Know □ No □ Client Refused
Name of Head of Household
Relationship to Head of Household
□ Self □ Dependent Child □ Other: Non-Family
□ Son □ Spouse Member
□ Daughter □ Other: Family Member
Disabling Condition □ Yes □ Client Doesn't Know
□ No □ Client Refused
Project Start Date / /
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HMIS v. 14 Page 2 of 5
Universal Data Assessment
Living Situation: Emergency Shelter Identify the type of residence and length of stay at that residence just prior to (i.e., program admission)
1. What was the situation you were living in
immediately prior to project entry? (The
night before)
□ Place not meant for habitation
□ Emergency shelter, including hotel or
motel paid for with emergency shelter
voucher or RHY funded Host Home
shelter
□ PWP Haven
□ Foster care home or foster care group
home
□ Hospital or other residential nonpsychiatric medical facility □ Jail, prison or juvenile detention facility
□ Long-term care facility or nursing home
□ Psychiatric hospital or other psychiatric
facility
□ Substance abuse treatment facility or
detox center
□ Residential project or halfway house
with no homeless criteria
□ Hotel or motel paid for without
emergency shelter voucher
□ Rental by client, with VASH subsidy
□ Transitional housing for homeless
persons (including homeless youth)
□ Host Home (non-crisis)
□ Staying or living in a family member's
room, apartment or house
□ Staying or living in a friend's room,
apartment or house
□ Rental by client, with GPD TIP subsidy
□ Permanent housing (Other than RRH)
for formerly homeless persons
□ Rental by client, with RRH or
equivalent subsidy
□ Rental by client, with HCV voucher
(tenant or project based)
□ Rental by client in a public housing unit
□ Rental by client, with no ongoing
housing subsidy
□ Rental by client, with other ongoing
housing subsidy
□ Owned by client, with ongoing housing
subsidy
□ Owned by client, no ongoing housing
subsidy
□ Client doesn't know
□ Client refused
2. Length of stay in prior living situation? □ One night or less □ Two to six nights
□ One week or more, but less than
one month
□ One month or more, but less than 90
days
□ 90 days or more, but less than one
year
□ One year or longer
□ Client doesn't know
□ Client refused
3. What approximate date did you start living
on the streets, emergency shelter, or PWP
haven? (Approximate date homelessness
started)
/ /
4. Regardless of where they stayed last night
number of times the client has been on the
streets, in ES, or SH in the past three years
including today?
□ One Time
□ Two Times
□ Three Times
□ Four or more times
□ Client Doesn't Know
□ Client Refused
5. Total Number of months homeless on the
streets, in ES, or SH in the past three years?
□ One Month (this
time is the first month)
□ 2-12 ( months)
□ More than 12 months
□ Client Doesn't Know
□ Client Refused
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HMIS v. 14 Page 3 of 5
Universal Data Assessment
Living Situation: Coordinated Entry Identify the type of residence and length of stay at that residence just prior to (i.e., program admission) Literally Homeless Situations
1. What was the living Situation you were living in
immediately prior to project entry?
□ Place not meant for habitation
□ Emergency shelter, including hotel or
motel paid for with emergency shelter voucher
or RHY funded Host Home shelter
□ PWP Haven
2. Length of stay in prior living
situation?
□ One night or less
□ Two to six nights
□ One week or more, but less
than one month
□ One month or more, but
less than 90 days
□ 90 days or more, but less
than one year
□ One year or longer
□ Client doesn't know
□ Client refused
3. What approximate date did you start living on
the streets, emergency shelter, or PWP haven?
(Approximate date homelessness started) / /
4. Regardless of where they stayed last night --
Number of times the client has been on the
streets, in ES, or SH in the past three years
including today?
□ One Time
□ Two Times
□ Three Times
□ Four or more times
□ Client Doesn't Know
□ Client Refused
5. Total number of months homeless on the
streets, in ES, or SH in the past three years?
□ One Month (this time is the first
month)
□ 2-12 ( months)
□ More than 12
□ Client Doesn't Know
□ Client Refused
6. Total number of months homeless on the
streets, in ES, or SH in the past three years?
□ One Month (this time is the first
month)
□ 2-12 ( months)
□ More than 12
□ Client Doesn't Know
□ Client Refused
Institutional Situations
1. What was the living Situation you were living in
immediately prior to project entry?
□ Foster care home or foster care group
home
□ Hospital or other residential nonpsychiatric medical facility □ Jail, prison or juvenile detention facility
□ Long-term care facility or nursing home
□ Psychiatric hospital or other psychiatric
facility
□ Substance abuse treatment facility or
detox center
2. Did you stay less than
90 Days
□ Yes (Continue to questions 3-4)
□ No ( Continue to question 3 and
then Enter Wellness Assessment)
3. Length of stay in prior living
situation?
□ One night or less
□ Two to six nights
□ One week or more, but less
than one month
□ One month or more, but less
than 90 days
□ 90 days or more, but less
than one year
□ One year or longer
□ Client doesn't know
□ Client refused
4. On the night before did you stay on the street,
Emergency Shelter, or PWP Haven
□ Yes(Continue to
questions 5-7)
□ Client Doesn’t Know
□ No (Continue with
Wellness Assessment)
□ Client Refused
5. What approximate date did you start living on
the streets, emergency shelter, or PWP haven?
(Approximate date homelessness started)
/ /
6. Regardless of where they stayed last night --
Number of times the client has been on the
streets, in ES, or SH in the past three years
including today?
□ One Time
□ Two Times
□ Three Times
□ Four or more times
□ Client Doesn't Know
□ Client Refused
7. Total number of months homeless on the
streets, in ES, or SH in the past three years?
□ One Month (this time is the first
month)
□ 2-12 ( months)
□ More than 12
□ Client Doesn't Know
□ Client Refused
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HMIS v. 14 Page 4 of 5
Transitional & Permanent Housing Situations
1. What was the living Situation you were living
in immediately prior to project entry?
□ Residential project or halfway house with no
homeless criteria
□ Hotel or motel paid for without emergency
shelter voucher
□ Rental by client, with VASH housing subsidy
□ Transitional housing for homeless persons
(including homeless youth)
□ Host Home (non-crisis)
□ Staying or living in a friend's room, apartment
or house
□ Staying or living in a family member's room,
apartment or house
□ Rental by client, with GPD TIP subsidy
□ Permanent housing (Other than RRH) for
formerly homeless persons
□ Rental by client, with RRH or equivalent
subsidy
□ Rental by client, with HCV voucher (tenant or
project based)
□ Rental by client, in a public housing unit
□ Rental by client, no ongoing housing subsidy
□ Rental by client, with other ongoing housing
subsidy
□ Owned by client, with ongoing housing subsidy
□ Owned by client, no ongoing housing subsidy
□ Client Doesn’t Know
□ Client Refused
□ Data Not Collected
4. On the night before did you stay on the
street, Emergency Shelter, or PWP Haven
5. What approximate date did you start living
on the streets, emergency shelter, or PWP
haven? (Approximate date homelessness
started)
6. How many times has the client been
homeless on the streets, in shelters in the past
3 years?
7. Total number of months homeless on the
streets, in ES, or SH in the past three years
2. Did you stay less than 7 Nights
□ Yes (Continue to questions 3-4)
□ No (Answer 3 then continue to
Wellness Assessment)
□ Yes(Continue to
questions 5-7)
□ Client Doesn’t Know
/ /
□ One Time
□ Two Times
□ Three Times
□ One Month (this time is the
first month)
□ 2-12 ( months)
3. Length of stay in prior living
situation?
□ One night or less
□ Two to six nights
□ One week or more, but less
than one month
□ One month or more, but
less than 90 days
□ 90 days or more, but less
than one year
□ One year or longer
□ Client doesn't know
□ Client refused
□ No (Continue with
Wellness Assessment)
□ Client Refused
□ Four or more times
□ Client Doesn't Know
□ Client Refused
□ More than 12
□ Client Doesn't Know
□ Client Refused
Health Insurance
□Yes (Enter the Source) □ No □ Client Doesn't Know □ Client Refused Health Insurance Sources □ Private Pay Health Insurance □ Medicare
□ MEDICAID
□ State Children’s Health Insurance (SCHIP)
□ VA Medical Services
□ Employer Provided Health Insurance
□ Health Insurance obtained through COBRA
□ State Health Insurance Adults (Medi-cal)
□ Indian Health Services Program
□ Other
#33..
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HMIS v. 14 Page 5 of 5
Barriers:
Barrier Present Condition is Indefinite
Alcohol Use Disorder □ Yes □ No □ Don’t Know □ Client Refused □ Yes □ No □ Don’t Know □ Client Refused Chronic Health Condition □ Yes □ No □ Don’t Know □ Client Refused □ Yes □ No □ Don’t Know □ Client Refused Developmental Disability □ Yes □ No □ Don’t Know □ Client Refused Drug Use Disorder □ Yes □ No □ Don’t Know □ Client Refused □ Yes □ No □ Don’t Know □ Client Refused HIV/AIDS □ Yes □ No □ Don’t Know □ Client Refused
Mental Health Disorder □ Yes □ No □ Don’t Know □ Client Refused □ Yes □ No □ Don’t Know □ Client Refused Physical Disability □ Yes □ No □ Don’t Know □ Client Refused □ Yes □ No □ Don’t Know □ Client Refused Domestic Violence
Domestic Violence
Experience?
□ Yes (Answer questions below
□ No
) □ Client Doesn't Know
□ Client Refused
When Experience Occurred? □ Within the past 3 months
□ 3 months to 6 months ago
□ 6 months to one year
□ One year ago or more
□ Client Doesn't Know
□ Client Refused
If yes, are you currently
fleeing?
□ Yes
□ No
□ Client Doesn't Know
□ Client Refused
Financial Assessment
Income Source
□ Yes (Check all Sources that Apply)
□ No
□ Client Doesn't Know
□ Client Refused
Stated Income
(Monthly)
Non-Cash Resources
□ Yes (Check all Sources that Apply)
□ No
□ Client Doesn't Know
□ Client Refused
Stated Amounts
(Monthly)
□ Earned Income (employment wages / cash) $
□ Special Supplemental Nutrition Program
for Women, Infants and Children $
□ Unemployment Insurance $ □ Food Stamps (CalFresh) SNAP $ □ Supplemental Security Income (SSI) $
□ CalWorks Child Care/TANF Child Care
Services $
□ Social Security Disability Income (SSDI) $ □ CalWorks Transportation (TANF) $ □ Private Disability Insurance $ □ Other CalWorks-Funded Services (TANF) $ □ Workers Compensation $ □ Other $
□ VA Service-Connected Disability
Compensation $
□ VA Non-Service-Connected Disability
Pension $
□ Pension or Retirement income from a job $
□ TANF $
□ General Assistance $
□ Retirement (Social Security) $
□ Child Support $
□ Alimony $
□ Other Income $
#33..
- 1239 -
HMIS v.4 Page 1 of 3
Stanislaus County HMIS
Client Informed Consent and Release of Information
The Stanislaus County Homeless Management Information System (HMIS) is a shared database and software application which confidentially collects, uses, and shares client-level information related to homelessness in Stanislaus County. On behalf of the Turlock/Modesto/Stanislaus County Continuum of Care ("CoC"), HMIS is administered by the Stanislaus County Community Services Agency (CSA) and Stanislaus' HMIS Vendor, Eccovia Solutions/ClientTrack. Clients must consent to the collection, use, and release of their information, which helps the CoC's homeless service providers provide quality housing and services to homeless and low• income people.
Client information is collected in HMIS and released to housing and homeless service providers (each, a "Partner Agency," and collectively, the "Partner Agencies"), which includes community-based organizations, non-profit organizations and government agencies. Partner Agencies use the information in HMIS: to improve housing and services quality; to identify patterns and monitor trends over time; to conduct needs assessments and prioritize services for certain homeless and low-income subpopulations; to enhance inter-agency coordination; and to monitor and report on the delivery, impact, and quality of housing and services.
Client information is protected by limiting access rights to the database and by limiting the parties to whom the confidential information may be released, in compliance with federal, state, and local regulations governing the confidentiality of client records. Each person or agency with access rights to HMIS, or to whom client information is released, must sign an agreement to maintain the security and confidentiality of client information. Upon any violation of the agreement, access rights may be terminated, and the person or agency found to be in violation of the agreement may be subject to further penalties.
BY SIGNING THIS FORM, I AUTHORIZE THE FOLLOWING:
• I authorize CSA, Eccovia Solutions/ClientTrack, the CoC, the Partner Agencies, and their authorized agents and representatives to collect, use, and share basic information about me. I understand that the Partner Agencies may change over time, and that a current list of Partner Agencies has been provided to me. I also understand that I may request a copy of this form be provided to me. This form may not be amended or modified except on approval of the Stanislaus CoC. I understand that I may view an updated list of Partner Agencies at any time or view the list at:
http://www.csa-stanislaus.com/hmis/#_participating_agencies • I understand that the collection, use, and release of this information is for the purpose of assessing my needs for housing, counseling, food, utility assistance, or other services. • I understand that I may cancel this authorization at any time by written request, but the cancellation will not be retroactive (No records in the system will be removed from theHMIS databased and will remain accessible to the limited number of organization(s) that provided you with direct services).
• I understand that I have the right to view my HMIS record and will have a report prepared within 10 working days from my written request.
• I understand that if I refuse consent to share this information, I cannot be denied services unless I am being enrolled in an SSVF program.
• This release expires 18 months from the date signed below. Any information entered into the system prior to the expiration of the 18 months, continues to be subject to the release. #33..
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HMIS v.4 Page 2 of 3
BY INITIALLING THE BOX BELOW, I FURTHER AUTHORIZE the following information to be entered into the Stanislaus County HMIS and shared between partner agencies:
Identifying Information: Name, Social Security Number, Date of Birth, Gender, Ethnicity & Race, Marital & Family status, Household Relationships, Phone Numbers, and Address1 or other similar identifying information. If I do not initial the box below, I do not consent for this information to be entered in the Stanislaus County HMIS.
BY INITIALLING THE BOX BELOW, I AUTHORIZE the following additional information to be entered in the Stanislaus County HMIS and shared between Partner Agencies to better prioritize my needs and improve the social and housing services provided to me. By initialing the spaces in the two tables below, I authorize that the information or records entered into the Stanislaus County HMIS and shared with Partner Agencies and may include the following specific types of protected personal information (PPI) and protected health information (PHI). If I do not initial the box(es) below, I do not authorize the specific type of information to be shared with Partner Agencies.
• PHI:
o Medical information included in my responses to questions asked as part of the standard HMIS intake.
o HIV/AIDS-related information included in my responses to questions asked as part of the standard HMISintake.
o Mental health information included in my responses to questions asked as part of the standard HMIS intake and identification as a client receiving mental health services from Behavioral Health and Recovery Services or another Partner Agency. Substance abuse treatment information included in my responses to questions asked as part of the standard HMIS intake and identification as a client receiving substance abuse or alcohol treatment from Behavioral Health and Recovery Services or another Partner Agency.
• Additional Information to Improve Service Delivery:
o My photograph or other likeness
o Financial and benefits information (including: employment status, income verification, public assistance payments or allowances, food stamp allotments, health care coverage, or other similar financial or benefits information).
o Housing information, including history and housing related issues. o Information about services provided by HMIS Partner Agencies (including: date, duration, and type of service; and other similar service information) o Other(specify): _
1This list of identifying information references the HUD Required Data Elements regarding Basic Demographics. #33..
- 1241 -
HMIS v.4 Page 3 of 3
I UNDERSTAND THAT:
• My PPI and PHI are protected by federal, state, and local regulations governing the confidentiality of client records. My information cannot be released without my written consent, except to the extent that the regulations provide otherwise.
• Auditors or funders who have legal rights to monitor or review the work of one or more Partner Agencies, including the U.S. Department of Housing and Urban Development, may view my PII and PHI in the ordinary course of their work.
• Eccovia Solutions/ClientTrack serves as the System Administrator for the Stanislaus County HMIS. • To the extent that authorized agents and representatives of Eccovia Solutions/ClientTrack perform work on HMIS, they may view my information in the ordinary course of their work. • Partner Agencies and their authorized agents and representatives who use HMIS to research and write reports have signed agreements to maintain the security and confidentiality of client information. • Use of my likeness in a photograph will be viewable by the Partner Agencies and their authorized agents and representatives. The photograph may be cropped or edited as needed. • I understand that medical, HIV/AIDS, mental health, and drug and alcohol records are protected under various federal and state regulations, including California Welfare and Institutions Code Section 5328, Confidentiality of Medical Information Act, California Civil Code Section 56.10 (CMIA), the Health Insurance Portability and Accountability Act, 45 C.F.R., parts 160 and 164 ("HIPAA"), and the Federal Regulations Governing Confidentiality of Drug Abuse Patient Records, 42 C.F.R., Part 2, and cannot be disclosed without my written consent unless otherwise permitted by law. • I expressly authorize my information disclosed pursuant to this Consent to be further disclosed by the recipients listed above for the purposes of assessing my needs for housing, counseling, food, utility assistance, or other services as part of the work of the CoC and HMIS.
SIGNATURE
Date: Time AM/PM
Signature of Client/Parent or Representative:
If signed by a person other than the client, indicate relationship:
Print Name:
Child/Children’s Name Covered under this ROI:
#33..
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PROGRAM RULES
PWP Parking is a pilot program designed to create a safe and secure place for car and recreation vehicle dwellers to park and sleep. These following rules will help promote an appropriate environment and are subject to change. Please refer to the posted rules regularly to stay informed on any changes. All laws and City of Modesto ordinances must be observed.
Operations
PWP Park entry hours are between 7:00 pm and 9:00 pm. Once program participants enter re-entry will not be permitted until the following day at 7:00 pm to 9:00 pm.
Daily Program exit is 7:00 am designated parking area must be litter free and all pets and possessions must be removed each exit.
Program participant who misses three (3) consecutive days without notice may be removed from the program.
PWP Park will provide a parking pass that must be presented at each entry and remain visible while on site. Passes are exclusive to registered vehicles and should not be shared.
PWP Park staff and Support staff, reserve the right to visually inspect vehicles and parking areas for fire and biological hazards to mitigate any imminent risk and ensure the PWP life and property.
These inspections will be requested and coordinated with the registered program participant assigned to the parking area.
Threats, aggressive, and other hostile behavior towards other program participants or program staff will not be allowed and result in program termination.
________Program participants agree to participate in case management services to assist with stabilization, self-sufficiency, and housing. All program participants must meet with a case manager within 7 days of program entry. Families with minor children must meet with a case manager within 3 days.
#33..
- 1243 -
Safety
PWP Park is a drug/marijuana and alcohol-free zone. No
drugs/marijuana or alcohol are allowed. The consumption of alcoholic beverages and the use tobacco products of any kind are prohibited on site. Smoking will be permitted in designated areas.
PWP Park is a weapon free zone. Possession of a weapon may result in program termination.
Only registered program participants are allowed on PWP Park site.
Minors must be accompanied and supervised by a parent/guardian at all times. PWP Park Staff and Support are mandated reporters and will report any concerns of risk or safety to appropriate authorities.
No cooking or open flames of any kind are allowed.
No generators are allowed, solar or battery power is allowed.
Vehicles
Vehicles must maintain current registration during program enrollment.
All vehicles should possess an active insurance policy during program enrollment.
Program participants responsible for vehicle must maintain a valid Driver’s License during program enrollment.
Car repair or maintenance is not allowed. Please inform staff if your vehicle becomes non-operational during your stay. Owners of nonoperational vehicles will be responsible for relocation/removal of the vehicle. Non-operable vehicles may be towed at the expense of the owner.
Possessions
Program participants are responsible for maintaining possessions in vehicles. Exterior Storage Prohibited. Outdoor storage around parked vehicles shall be prohibited. Tents, tarps, and other temporary outdoor shelters, either affixed to a participant’s vehicle or freestanding, are prohibited.
Program participants agree to respect the belongings and space of others.
Stealing or taking other’s property is a crime.
#33..
- 1244 -
Program participants should remain in personal vehicles.
PWP Park does not assume responsibility for Program Participant property. Abandoned property will be disposed of immediately under all circumstances within 72 hours. If any items are left in the lot after the participant is left, this is deemed “abandoned” by the program and items will be disposed of. Prior to the 72 hour period, security staff will place the belongings at the lost and found at the Salvation Army shelter.
Pets
All dogs must be on a leash and must be accompanied and supervised by owner.
All dogs/cats must have record of appropriate vaccinations at initial program enrollment.
Pet owners are responsible for pet care and clean-up.
Sanitation
Littering is prohibited, all trash and waste should be disposed in appropriate dumpsters or recycle containers.
Use of Portable Toilets:
• Should only be used for their intended purpose.
• Do not dispose of anything other than human waste in toilets.
Items should not be removed from the trash dumpsters or recycling containers.
No loud music, or disruptive noise between the hours of 10:00 pm and 7:00 am.
Conflicts with other program participants should be immediately reported to staff, Contact law enforcement/ 911 for any illegal, unsafe or life-threatening circumstances.
Program participants will have access grievance forms and process.
Grievance forms are located in the smoking area.
Acknowledgement
By signing below, I hereby acknowledge that I have completely read and fully understand the PWP Park Program rules and agree to abide by them.
Program Participant Name Print Program Participant Signature Date
PWP Park Staff Signature Date
#33..
- 1245 -
MEMORANDUM OF UNDERSTADNING BETWEEN THE
CITY OF MODESTO, THE COUNTY OF STANISLAUS,
SALVATION ARMY OF MODESTO, AND STANISLAUS FOODS REGARDING SAFE
PARKING PROGRAM
This Memorandum of Understanding Regarding Safe Parking Program (this “MOU” or “Agreement”) is entered into as of ___________, 2022 (the “Effective Date”), between the CITY OF MODESTO, a charter city (“City”) COUNTY OF STANISLAUS, a general law county (“County”), THE SALVATION ARMY, a California Corporation, a California nonprofit corporation (“Salvation Army”), and STANISLAUS FOODS, a California corporation (“StanFoods”), each individually referred to as a “Party” and collectively referred to as the “Parties”.
RECITALS
WHEREAS: California, including Stanislaus County and the City of Modesto, are experiencing a homelessness crisis. The City and County have undertaken or supported a range of activities and programs to address the crisis; and
WHEREAS: Safe parking programs provide individuals and families living in their vehicles a safe, consistent location to stay overnight; and
WHEREAS: The Salvation Army offers a multitude of programs to the Greater Modesto community including development of a long-term plan to create a sustainable system of care for the homeless and to strategize the funding of multiple years of operations; and
WHEREAS: The Salvation Army has agreed to operate a safe parking program (the “Safe Parking Program”). The Parties desire to locate the Safe Parking Program on an empty parking lot located adjacent to an existing shelter operated by the Salvation Army.
WHEREAS: The parking lot on which the Safe Parking Program will be located is owned by StanFoods and currently leased to the County.
WHEREAS: The Parties desire to enter into this MOU to establish the duties and responsibilities of each Party with regard to the Safe Parking Program.
NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties hereby agree as follows:
1. Term of Agreement.
The term of this Agreement shall commence on the Effective Date and shall continue in effect until ___________, 2022, unless extended or sooner terminated by the Parties as provided herein. #33..
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2. Safe Parking Program Location.
The Salvation Army shall operate the Safe Parking Program, as further specified herein, on the parking lot located at the corner of 9th and B Streets in Modesto, California, as further depicted in Exhibit A, attached hereto and incorporated herein by reference (the “Parking Lot”). The Parking Lot is owned by Stan Foods and currently leased to the County. Stan Foods and the County each consent to use of the Parking Lot for Safe Parking Program and the installation of temporary improvements on the Parking Lot subject to the terms and conditions of this Agreement. The Salvation Army shall have the exclusive right to use of the Parking Lot, during the term of this Agreement, for the purpose of operating the Safe Parking Program and preparing the Parking Lot for such program. Neither Stan Foods nor the County may terminate Salvation Army’s right to use the Parking Lot during the term of this Agreement. County and Salvation Army may enter into a separate sublease agreement that further define the terms and conditions of Salvation Army’s use of the Property.
3. Program Details
The Salvation Army shall operate the Safe Parking Program from July 1, 2022 to December 31, 2022 in accordance with the requirements contained in Exhibit B, attached hereto and incorporated herein. Any additional rules established by the Salvation Army for participants in the Safe Parking Program not contained in Exhibit B shall first be approved by the City’s Community Development Manager in writing. Salvation Army staff shall monitor the Parking Lot and shall establish a 24- hour hotline that may be used to report issues when staff is not onsite.
Salvation Army shall be responsible for maintaining the Parking Lot and all of the improvements located thereon in a clean, safe, and functioning status.
Salvation Army shall have a minimum of one (1) security guard present at the Parking Lot daily from 7:00 p.m. to 7:00 a.m.
4. Parking Lot Improvements.
Salvation Army shall install the following temporary improvements on the Parking Lot:
A. Each parking space will be assigned a number and will be clearly marked with markings that illuminate for safety.
B. Lighting that is sufficient to ensure the safety of program participants and Salvation Army staff.
C. Six (6) foot tall fencing around the permitted of the Parking Lot. The fence shall include a gate that can be opened to allow vehicles to travel into and out of the Parking Lot, along with such other gates as necessary for emergency ingress and egress.
D. Signs that identify key program rules as well the telephone number for the 24-hour hotline.
E. Security cameras that provide sufficient video coverage of the parking lot. #33..
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F. Shall maintain at least one (1) portable restroom for every five (5) clients, at least one (1) of which may ADA accessible. At least three (3) handwashing stations shall be located next to the portable restrooms.
G. Receptacles for trash/solid waste and recycling, which Salvation Army shall ensure are serviced and emptied at least once a week, or sooner if full.
5. Budget.
The City shall pay Salvation Army _________ ($XXX,XXX) to operate the Safe Parking Program as described herein. City and Salvation Army shall enter into a separate agreement regarding such payment.
6. Other Responsibilities.
A. The Parties will cooperate to obtain and/or provide all required entitlements, permits and approvals for the Safe Parking Program and for any other projects deemed necessary by the Parties to carry out the objectives of this MOU.
B. The Parties shall comply with all applicable state, federal and local laws, rules, and regulations applicable to the performance of this MOU.
C. Salvation Army shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for Safe Parking Program. Salvation Army shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Salvation Army.
7. Insurance.
The Salvation Army shall provide at its own expense and maintain at all times, the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. Salvation Army shall submit evidence of insurance electronically via the Pacific Insurance Network Systems (PINS). The policies or certificates thereof shall provide that thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City by registered mail, return receipt requested, for all of the following stated insurance policies:
Worker’s Compensation in compliance with the statutes of the State of California, plus employer’s liability with a minimum limit of liability of $1,000,000.
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General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall indicate on the certificate of insurance the following coverage and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent contractors and subcontractors; products and completed operations as applicable.
Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claims made basis it shall be maintained for at least three (3) years following completion of the work.
If at any time any of said policies shall be unsatisfactory to the City, as to form or substance or if a company issuing such policy shall be unsatisfactory to City, the Salvation Army shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as herein above provided. Upon failure of the Salvation Army to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended, or terminated. Failure of the Salvation Army to obtain and/or maintain any required insurance shall not relieve the Salvation Army from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Salvation Army concerning indemnification. The City, County, Stan Foods and their agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Worker’s Compensation.
The Worker’s Compensation insurer shall agree to waive all rights of subrogation against the City, County, Stan Foods and their agents, officers, employees and volunteers for losses arising from work performed by Salvation Army for the City.
The Salvation Army’s insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured, and shall be placed with insurer(s) with acceptable Best’s rating of A: VII or with approval of the Risk Manager. The Salvation Army must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.
Salvation Army shall provide City with separate endorsements evidencing proof of the City’s additional insured status as to both the general and auto liability insurance policies. In addition, Salvation Army shall provide City with a Workers’ Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced above must include the applicable policy number.
For any claims related to this project, the Salvation Army’s insurance shall be primary insurance as respects the City, its officers, officials, employees, and volunteers. Any insurance or self- #33..
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insurance maintained by the City, its officers, officials, employees or volunteers shall be excess of the Salvation Army’s insurance and shall not contribute with it.
8. City’s Assumption of Risk and Waiver.
Except to the extent such matter is attributable to the sole willful misconduct of StanFoods, StanFoods shall not be liable to City, including but not limited to, City’s members, governing bodies, officers, employees, departments, officials, representatives, inspectors, contractors, consultants and agents for: (i) any damage to property of City, or of others, located in, on or about the Site, (ii) the loss of or damage to any property of City or of others by theft or otherwise, (iii) any injury or damage to persons or property resulting from fire, explosion, falling plaster, steam, gas, electricity, water, rain or leaks from any part of the Site or from the pipes, appliance of plumbing works or from the roof, street or subsurface or from any other places or by dampness or by any other cause of whatsoever nature, or (iv) any injury or damage to persons or property caused by other persons in the Site, occupants of adjacent property, or the public, or caused by operations in construction of any private, public or quasi-public work. StanFoods shall in no event be liable for any consequential damages or loss of business or profits and City hereby waives any and all claims for any such damages. All property of City kept or stored on the Site shall be so kept or stored at the sole risk of City and City shall hold StanFoods harmless from any claims arising out of damage to the same, including subrogation claims by County's insurance carriers, unless such damage shall be caused by the sole willful misconduct of StanFoods.
9. Indemnification.
For this MOU, the City shall be liable for, and shall indemnify, protect, defend and hold harmless StanFoods and D-Street Partners, LP, a California limited partnership (the “Master Lessor”), including but not limited to, each of StanFoods‘s and Master Lessor's partners, officers, directors, employees, representatives, inspectors, contractors, consultants, agents, and successors and assigns (collectively the " StanFoods lndemnitees") from and against, any and all claims, damages, judgments, suits, causes of action, losses, liabilities and expenses of every kind, nature and description, including but not limited to, claims and fines of regulatory agencies, attorney's fees, consultant fees and court costs (collectively, the "Claims"), of every kind whatsoever arising out of, connected with, or resulting from:
(i) the operation or existence of the “Safe Parking Program”; (ii) the use of the Site as part of the “Safe Parking Program” including but not limited to (a) losses by any guest (or other persons allowed on the property by City, whether approved or not); (b) City's inability to properly protect guests from other guests or other external persons/hazards, including weapons, sexual predators, persons committing physical violence and illegal drug dealers; (c) sickness, disability or death caused by allowing guests or guests invitee's to live in non-legally permitted/qualified housing and/or during times where temperatures are not appropriate for those individuals, including considering their specific health conditions; or (d) any other losses incurred by guests, or heirs of guests, no matter the cause while in the Safe Park program or on the property; #33..
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(iii) any act or omission of City or any of City’s agents, employees, contractors, subtenants, assignees, licensees, or City’s invitees (collectively, “City Parties") relating to this Agreement or the City’s use of the Site; (iv) the use of the Site and conduct of City’s business by City or any City Parties, or any other activity, work or thing done, permitted or suffered by City or any City Parties, in or about the Site; and
(v) City’ negligence, willful misconduct, or breach of this Agreement.
In case any action or proceeding is brought against any StanFoods Indemnities by reason of any such Claims, City, upon notice from StanFoods, shall defend the same at City’s expense by counsel approved in writing by StanFoods, which approval shall not be unreasonably withheld.
City’s obligation to indemnify, defend, and save harmless the SFPC lndemnitees shall extend to all Claims arising, occurring, alleged, or made any time, including prior to, during, or after this Agreement is in full force and effect. City’s obligation to indemnify, defend, and save harmless the SFPC lndemnitees shall apply regardless of any active and/or passive negligent act or omission of the SFPC lndemnitees. The obligations of City set forth in this Section shall not be limited by any insurance which City is required to maintain under this Agreement, and shall survive the expiration of the Term or earlier termination of this Agreement. The City’s obligation to indemnify, defend and save harmless shall not be excused because of the City’s inability to evaluate Claims or because the City evaluates Claims and determines that the City is not liable to the claimant. This Section shall survive the termination or expiration of this Agreement.
10. Termination.
This MOU may also be terminated in advance of its expiration date:
A. If the parties agree in writing.
B. One Party breaches a term of this Agreement, or otherwise fails to perform its material responsibilities under this Agreement, after receipting notice of such breach or failure from another Party, and the non-performing Party fails to correct the breach within the reasonable cure period stated in the notice (which shall not be less than 14 days).
11. Damages.
The Parties hereby agree that, in the event of default, any damages awarded or arising under this MOU shall be exclusively limited to actual direct damages incurred and which have been demonstrated with substantial certainty. In no instance shall the Parties be entitled to special, incidental, indirect, consequential or punitive damages, lost profits or attorney’s fees. By acceptance and execution of this MOU, the Parties hereby agree that the only monetary damages contemplated by them as arising from this MOU are actual or direct damages.
12. Representations and Warranties.
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Each Party represents, warrants and covenants to the other party as follows:
A. Authority. Such Party has the legal power and authority to execute and deliver this MOU and to perform its obligations under this MOU.
B. Due Authorization. The approval, execution, and delivery of this MOU, and the performance by such Party of its obligations under this MOU, have been authorized by all requisite actions of such Party.
C. Due Execution and Delivery. The persons executing this MOU on behalf of such Party are duly authorized to execute and deliver this MOU on behalf of such Party.
D. No Conflict. The approval, execution, delivery and performance of this MOU does not conflict with any other agreement to which such Party is a party and does not violate or require any action which has not been taken under any law, statute, rule, regulation, ordinance, general plan, tribal law, specific plan or court order or decree applicable to such Party.
13. Notices.
Any notices required or permitted hereunder shall be in writing and may be personally delivered, or delivered via the U.S. Postal Services, first class postage prepaid, or by a reputable overnight delivery service (such as U.S. Express Mail, Priority Mail, Federal Express, UPS, or DHL), addressed as follows or to such other place as each Party may designate by subsequent written notice to each other:
For the City of Modesto:
City Manager
1010 10th Street
Modesto, CA 95354
For the County:
County of Stanislaus
Chief Executive Office
1010 10th Street, Suite 6400
Modesto, CA 95354
For the Salvation Army:
President/Chief Executive Officer
Salvation Army of Modesto
320 9th Street
Modesto, CA 95354
For Stanislaus Foods:
Vice President, Administration
Stanislaus Food Products
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1202 D Street
Modesto, CA 95354
General Provisions
A. Further Assurances. The Parties shall cooperate with each other and execute such instruments or documents and take such other actions as may reasonably be requested from time to time in order to carry out, evidence or confirm their rights or obligations under this MOU.
B. Modification. No provision of this Agreement shall be amended, modified, or waived other than by an instrument in writing signed by an authorized representative of each Party.
C. Enforceability. This MOU constitutes the legal, valid and binding obligation of each Party, enforceable against such Party, and its successors and assigns, in accordance with its terms, and, once executed and delivered, cannot be invalidated pursuant to any subsequent action of a Party, as applicable.
D. Waivers. A waiver of any breach of any provision of this MOU shall not constitute or operate as a waiver of any other breach of such provision or of any other provisions, nor shall any failure to enforce any provision operate as a waiver of such provision or of any other provisions. No waiver shall be valid unless in writing and signed by the waiving Party.
E. Governing Law. This MOU shall be governed by, and construed in accordance with, the laws of the State of California, excluding choice of law rules. Venue for any dispute arising out of this Agreement shall be in the Superior Court of Stanislaus County.
F. Independent Parties. The Parties to this Agreement shall be independent parties, and no Party shall be an employee of another Party. Except as may be authorized in writing, no Party ant shall have no authority, express or implied, to act on behalf of or bind another Party in any capacity whatsoever as an agent.
G. Binding Agreement. This MOU is intended to be, and shall be construed to be, binding upon the Parties and all successors and successors-in-interest of each party, including all officers, agents and employees.
[Signature Blocks Follow on the Next Page]
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EXHIBIT A
Parking Lot
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EXHIBIT B
The Salvation Army shall operate the Parking Program in accordance with the following requirements.
A. Hours of Operation. Individuals participating in the Safe Parking Program may drive their vehicles onto the Parking Lot daily between 7:00-9:00 p.m., and must leave the Parking Lot by 7:00 a.m. the following day. No individual or vehicle participating in the Safe Parking Program may be on or at the Parking Lot between 7:00 a.m. to 7:00 p.m. daily. i. Onsite Security will monitor program entry and exit. Security will ensure all program participants exit the site each day by 7:00 am. ii. All program participants and vehicles will be pre-registered.
B. Vehicle Requirements.
i. Up to twenty-five (25) vehicles per night may participate in the Safe Parking Program. No vehicle over ten feet (10’) in height is permitted to participate in the Program, including RVs.
ii. All vehicles must be operable and currently registered with the California Department of Motor Vehicles. Proof of insurance must be provided for each vehicle.
The registered owner of the car must be one of the individuals iii. The driver of each vehicle must possess a valid driver’s license. iv. Vehicles that leave the Parking Lot may not return until after 7:00 p.m. the next day.
C. Basic Needs.
i. Potable water: Is available from a water fountain near the entrance of the Salvation Army campus. City and Salvation Army are also exploring additional options.
ii. Portable restrooms: Shall be made available and will be serviced on a regular basis by a third-party contractor.
iii. Garbage service: Shall be made available and will be serviced regularly by a third-party contractor.
D. Prohibited Conduct
i. Only participants in the Safe Parking Program are allowed on the Parking Lot.
No visitors are allowed.
ii. No food service of any kind is allowed on the Parking Lot. iii. No open flames of any kind are allowed on the Parking Lot, or in vehicles on the Parking Lot (e.g. fires, bbq grills, etc.)
iv. No generators are allowed on the Parking Lot. However, solar and battery power is allowed.
v. No vehicle maintenance or repair may be performed in the Parking Lot. vi. No outdoor storage or temporary shelters (such as tents, tarps, etc.) allowed. vii. Drug and weapon free zone
viii. No alcohol or marijuana
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ix. Exterior Storage Prohibited. Outdoor storage around parked vehicles shall be prohibited. Tents, tarps, and other temporary outdoor shelters, either affixed to a participant’s vehicle or freestanding, shall be prohibited. x. Salvation Army will provide a parking pass that must be presented at each entry and remain visible while on site
xi. Program participants who miss three consecutive days without notice to case manager of absence may be exited from the program on the fourth night. xii. Pets are allowed outside of vehicles only if secured by a leash. Pet owners are responsible for pet care and clean up throughout their stay in the program. xiii. Pet vaccination record must be presented at program enrollment.
D. Intake. The Salvation Army shall provide a written copy of the program rules individuals participating in the Safe Parking Program prior to each individual’s first overnight stay at the Parking Lot. Such rules shall include the requirements of subsections A-C above. Any additional rules established by the Salvation Army for participants in the Safe Parking Program shall be approved by the City’s Community Development Manager, in writing. The Salvation Army shall collect appropriate identifying information from all individual participating in the Safe Parking Program, and shall add, or ensure such information is added, to the Homeless Management Information System (HMIS) identified by the City.
E. Participant Eligibility. Individuals/households are eligible to participate in these programs if they meet the following criteria:
i. Agree to HMIS Data Collection
ii. Agree to work (and continue to work) with service providers and case managers throughout the duration of their participation in the Safe Parking Program. iii. Agree to a criminal background check completed by Salvation Army and must not have outstanding arrest warrants or be registered sex offenders. iv. Sign a document agreeing to comply with the Safe Parking Program Rules.
F. Services. The Salvation Army shall use its best efforts to connect the individuals participating in the Safe Parking Program to case management or other services as appropriate.
i. All program participants must meet with a case manager within 7 days of program entry meet regularly with a case manager.
ii. Families with minor children must meet with a case manager within 3 days and will be referred to alternate family service providers and resources.
G. Infrastructure and Maintenance
i. Administration: Salvation Army personnel will administer this program with oversight and management from the City of Modesto.
ii. Ongoing maintenance: Ongoing maintenance of the site shall be the responsibility of the Salvation Army.
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iii. Each parking space will be assigned a number and will be clearly marked with markings that illuminate for
iv. The lot will include sufficient lighting to promote PWP of staff and clients.
H. Security Services
i. Signage with key rules that includes the 24-hour hotline number ii. Security cameras that provide sufficient coverage of the parking lot iii. Security staff
a. Security staff will monitor site and enforce site rules and hours of operation.
b. Security Staff reserve the right to contact appropriate authorities including law enforcement in the event of rules/legal/safety violations or concerns.
iv. Lighting to be provided by the Salvation Army, or third-party. v. Fencing
vi. Staff would monitor lots and a 24-hour hotline should be setup to address after hour issues.
I. Enforcement
i. In the event that a client is not complying with a rule or rules, security may revoke program eligibility and ask to leave the property. In the event that a client refuses to leave, security may contact the police department to help escort a client off the property.
ii. Security will have access to routine patrol from the Police Department.
J. Special Protocols
i. The Salvation Army will provide appropriate accommodations inside the shelter in the event of extreme weather conditions. ii. Staff will contact or provide appropriate referrals for special circumstances including medical, behavioral health, or
substance use as needed.
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5095563.1
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Funding Contribution Agreement – The Salvation Army
CITY OF MODESTO PANDEMIC RECOVERY STRATEGY - MODESTO FORWARD
GRANT AGREEMENT
This Modesto Forward Grant Agreement (“Agreement”) is entered into in the City of Modesto, State of California, this ____ day of __________ of ____________ 20__ (“Effective Date”) by and between the City of Modesto, a California municipal corporation (“City”), and the The Salvation Army, a California nonprofit organization (“Recipient”). The City and the The Salvation Army shall be collectively referred to hereinafter as the “Parties”.
This Agreement is made with regard to the following recitals:
WHEREAS, the City received an allotment of funds from the United States Department of Treasury through the Coronavirus Local Fiscal Recovery Fund established by the American Rescue Plan Act (“ARPA”); and
WHEREAS, on June 22, 2021, by Resolution No. 2021-194, Council approved the Pandemic Recovery Strategy – Modesto Forward, hereinafter referred to as “Modesto Forward”, to support local recovery from the pandemic; and WHEREAS, in alignment with the City’s 5-Year Strategic Plan, Modesto Forward includes three post pandemic funding initiatives to help the community exit the pandemic period and focused on Economic Vitality, Governance and Service Delivery, and Quality of Life; and WHEREAS, Economic Vitality initiatives are intended to improve the economic vitality of the community; Governance and Service Delivery initiatives are intended to improve the organization and service delivery for residents; and Quality of Life initiatives are intended to improve the quality of life for residents; and
WHEREAS, Modesto Forward includes a comprehensive spending plan, which includes ARPA funding, to programs and services to unhoused persons; and WHEREAS, on February 8, 2022, the City Council adopted Resolution No. 2022-105, awarding a grant of _____ ($___) to Recipient for the purposes set out in Exhibit A, subject to the terms and conditions set out in this agreement.
NOW THEREFORE, the City and Recipient agree as follows:
1. Term
The term of this Agreement (the “Term”) shall commence upon the effective date and shall terminate upon the Recipient’s completion of all requirements of this Agreement.
2. Grant Award
A. The City shall provide Recipient with a grant of City of ________($_____) (the “Grant”) for the purposes and activities further specified in Exhibit A, attached #33..
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Funding Contribution Agreement – The Salvation Army
hereto and incorporated by referenced (the “Activities”). Disbursement of the Grant is dependent upon Recipient providing all records and documentation reasonably required by the City.
B. Recipient shall expend the Grant solely on the Activities, as specified in Exhibit A.
Recipient shall not use the Grant for any other purpose or activity without the prior written consent of the City.
C. The Recipient shall operate within the territorial limits of the City of Modesto and the beneficiaries, if any, of the Activities shall be the residents of the City of Modesto.
D. Recipient shall expend the entirety of the Grant by no later than December 31, 2026.
Any portion of the Grant that has not been expended by December 31, 2026 shall be returned to the City no later than January 10, 2027.
3. Recipient’s Obligations
A. Throughout the Term of this Agreement, the Recipient shall obtain and maintain all licenses, permits, qualifications and approvals legally required to conduct business.
The Recipient warrants that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities and other resources necessary to perform the Activities specified by this Agreement. Recipient shall perform the Activities requires pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Recipient is engaged.
B. The Recipient shall provide appropriate acknowledgement of the Grant by using the City’s logo or making a written acknowledgement in its publicity, promotional materials, information materials, press materials, at public occasions relating to the Activities, and on any website maintained by the Recipient.
4. QUARTERLY Reporting Requirements
Recipient shall submit quarterly reports to the City on the form attached hereto as Exhibit D, and incorporated herein by reference, or on such other form as required by the City.
5. Annual Reporting Requirements
Recipient shall submit an annual report, in accordance with the requirements set forth in Exhibit C, attached hereto and incorporated herein, to the City within 180 days of the end of the Recipient’s fiscal year in a form approved by the City. The annual report shall be in addition to the reporting required by Section 4, and shall include:
A. Summary of activities and accomplishments, mandate and/or mission of the organization;
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Funding Contribution Agreement – The Salvation Army
B. List of Board Directors with title, contact information and mandate term of each Director;
C. Organizational Chart;
D. Project/Program Expenditures-to-date (including receipts); E. Any other information reasonably requested by the City.
6. Audit Requirements
A. In addition to all other reports and records required by this Agreement, the Recipient shall keep and make available proper books of account and records of the financial management of the Grant provided under this agreement, in accordance with generally accepted business and accounting practices. Such records shall include, but not be limited to, records providing a full description and accounting of each activity undertaken.
B. Recipient agrees to keep all necessary books and records required by this Agreement for five (5) years following the end of this Agreement, and shall document all transactions so that all expenditures may be properly audited.
C. Recipient agrees that City or any authorized representative has access to and the right to examine all records, books, papers, or documents related to the project.
Recipient shall allow the City or any authorized representative access to all records, books, papers, or documents related to the project within forty-eight (48) hours of a request to examine.
7. Preservation of Assets
Any assets purchased with the Grant, the cost of which exceed $5,000, shall be preserved by the Recipient and shall not be sold, leased, given away or otherwise disposed of prior to the end of the useful life of the asset without prior written consent of the City.
8. Termination, Suspension and/or Repayment of Grant
The City may terminate, suspend and/or require repayment of the Grant in the event of any of the following circumstances, after notice from the City and a reasonable opportunity to cure:
A. The Recipient fails to provide the Activities, or any portion of the Activities, described in Exhibit A of this Agreement or substandard performance of the Activities;
B. The Recipient suspends or fails to carry on and continuously conduct its operations, or there is a disruption on the performance of the Activities; C. The Recipient has a partisan political affiliation and/or participates in partisan political activities.
D. The Recipient uses the Grant for a purpose or activity other than those specified in Exhibit A.
E. The Recipient becomes bankrupt or insolvent, goes into receivership or becomes subject to the provisions of any bankruptcy, insolvency, or any other Act for the #33..
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Funding Contribution Agreement – The Salvation Army
benefit of creditors, or makes a general assignment for the benefit of its creditors or otherwise acknowledges its insolvency;
F. The Recipient fails to provide to the City with any report, record, or documentation required by this Agreement, or t fails to provide any documentation requested by the City in accordance with the terms of this agreement;
G. The Recipient has made any material misrepresentation to the City or its representatives with respect to any of the matters contained herein and/or in the Recipient’s funding submission/proposal/application for the Grant, or which have been made or may be made in the future surrounding these matters; H. The Recipient breaches any term of this Agreement, after notice from the City and a reasonable opportunity to cure the breach;
9. Compliance with Applicable Laws
Recipient shall carry out, and cause its contractors, consultants, employees and agents to carry out, the Activities, in compliance all applicable federal, state and local laws, rules, ordinances, orders, and regulations, including without limitation and to the extent applicable, the prevailing wage provisions of the federal Davis-Bacon Act and implementing rules and regulations and state prevailing wages pursuant to Labor Code Section 1770 et seq. Without limiting the foregoing, Recipient shall comply with ARPA, the regulations implements ARPA (31 CFR Part 35), any interpretative guidance issued by the United Stated Department of Treasury, and those Grant terms and conditions attached hereto as Exhibit B, and incorporated herein.
10. Non-Assignment
The Recipient shall not assign this Agreement, the Grant, or any part thereof, without the Prior written consent of the City. Any assignment in violation of this section shall require an immediate repayment of the Grant to City by the Recipient.
11. Indemnity and Liability
A. The Recipient shall indemnify , defend with counsel acceptable to City, and hold harmless the City, its officials, officers, employees, and agents (“Indemnitees”) from and against all liability, loss, cost, expense (including without limitation attorneys’ fees and costs of litigation), claim, demand, action, suit, judicial or administrative proceeding, penalty, deficiency, fine, order, and damage (all of the foregoing collectively “Claims”) which, directly or indirectly, arises out of or relates to this Agreement or the performance of the Activities, except to the extent the Claims arise from the gross negligence or willful misconduct of City.
B. The City shall not be liable to the Recipient or any other party in relation to the Grant and/or the services provided by the Recipient pursuant to the terms of this agreement. The Recipient shall be solely responsible for the payment of any individuals employed, engaged or retained by the Recipient for the purpose of assisting it in the fulfilment of its obligations under this agreement. #33..
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Funding Contribution Agreement – The Salvation Army
12. Insurance
The Recipient shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City by certified mail, return receipt requested, for all of the following stated insurance policies.
In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Recipient shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice.
The Recipient shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000.
(b) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent The Recipients and subcontractors; products and completed operations as applicable.
(c) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage . This insurance shall cover any automobile for bodily injury and property damage.
(d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claims made basis it shall #33..
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be maintained for at least three (3) years following completion of the work.
If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Recipient shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Recipient to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Recipient to obtain and/or maintain any required insurance shall not relieve the Recipient from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Recipient concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by The Recipient for the City. The Recipient's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best's rating of A:VII or with approval of the Risk Manager. The Recipient must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.
THE RECIPIENT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, THE RECIPIENT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced above must include the applicable policy number.
For any claims related to this project, the RECIPIENT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the RECIPIENT’S insurance and shall not contribute with it.
13. Non-Discrimination
Recipient shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Recipient under this Agreement. Recipient shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, #33..
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contracting, and the provision of any services that are the subject of this Recipient, including but not limited to the satisfaction of any positive obligations required of Recipient thereby.
14. NOTIFICATION
Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either Party during the term of this Agreement, which Recipient or City shall be required or may desire to make shall be in writing and may be personally served or, alternately, sent by prepaid first class mail to the respective Parties as follows:
To City:
City of Modesto
Attn: Edgar R. Garcia, Housing and Urban Development Supervisor 1010 10th Street
Modesto, CA 95353
To Recipient:
The Salvation Army of Stanislaus County
Attn: Harold Laubach, Major
301 10th Street
Modesto, CA 95351
15. SEVERABILITY
If any portion of this Agreement or application thereof to any person or circumstance shall be declared invalid by a court of competent jurisdiction or if it is found in contravention of any federal, state or City statute, ordinance or regulation; the remaining provisions of this Agreement or the application thereof shall not be invalidated thereby and shall remain in full force and effect to the extent that the provisions of this Agreement are severable.
16. DISPUTE RESOLUTION
All claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be determined by binding arbitration in Modesto, California by one arbitrator, except as otherwise specified in this Agreement. The American Arbitration Association shall administer the arbitration under its Arbitration Rules then in effect, subject to the modifications of those rules contained in this paragraph. This agreement to arbitrate shall be specifically enforceable under the prevailing law of any court having jurisdiction, and the award rendered by the arbitrator may be entered in any court having jurisdiction. The appropriate venue for any arbitration or court #33..
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proceeding relating to or arising out of this provision shall be in Stanislaus County, California.
This paragraph is not intended to and does not waive the claim filing requirements found in California Government Code section 900 et seq. In the event that a timely and legally sufficient, arbitrable claim is filed by the Recipient with City, and the claim is rejected in whole or in part by City, this paragraph shall result in the conclusive, final, and binding resolution of all the issues presented in the claim by The Recipient so long as any issues presented by the claim are arbitrable. Claims rejected by City or by operation of law, shall be submitted by the Recipient to arbitration pursuant to the Arbitration Rules of the American Arbitration Association within ninety (90) days after mailing of the written rejection by City to the Recipient. Otherwise, the claim or claims shall be deemed waived in their entirety.
The “fast track’ rules of the American Arbitration Association shall apply to any claim or counterclaim less than ONE HUNDRED FIFTY THOUSAND AND 00/100 ($150,000.00) DOLLARS. In arbitration not proceeding under the “fast track” rules, the arbitrator shall have the power to order that depositions be taken and other discovery be made. Both City and the Recipient shall have the right, upon written notice, to take no more than three (3) depositions of the other as a matter of right in an arbitration proceeding under the “fast track” rules.
Whether or not City and the Recipient may be engaged in interstate commerce, any controversy or dispute mentioned above shall be determined by, and the parties shall be bound by, the substantive law of the State of California, and not the Federal Arbitration Act at 9 USC Section 1 et seq.
The arbitrator may grant any remedy or relief deemed by the arbitrator just and equitable under the circumstances, whether or not such relief could be awarded in a court of law. The arbitrator shall be empowered to award monetary sanctions against a party for failure of cooperation in the arbitration. The arbitrator shall, in written award, allocate all the costs of the arbitration, including the fees of the arbitrator and the reasonable attorney fees of the prevailing party, against the party who did not prevail.
The prevailing party shall be the party in whose favor the majority of the central issues in the case are resolved.
Notwithstanding anything in this provision to the contrary, the arbitrator shall have no power to award punitive damages or other damages not measured by the party’s actual damages (excluding litigation costs and fees) against any party. This limitation of the arbitrator’s powers under this Agreement shall not operate as an exclusion of the issue of punitive damages from this Agreement to Arbitrate sufficient to vest jurisdiction in a court with respect to that issue.
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The Recipient shall include in all subcontracts a specification whereby the subcontractor consents to being joined in an arbitration between City and The Recipient involving the work of the subcontractor to be joined. The Recipient’s failure to do so shall be a breach of this Agreement.
The parties hereby waive any rights provided by Title 9.2 of the California Code of Civil Procedure, Section 1296. The arbitrator’s award shall be deemed final, conclusive and binding to the fullest extent allowed by California law.
17. INDEPENDENT PARTIES
Nothing in this Agreement is intended to or shall establish the Parties as partners, coventurers, or principal and agent with one another. At all times during the term of this Agreement, Recipient and City shall be independent parties, and Recipient shall not be an employee of the City. Except as Recipient may specify in writing, Recipient shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Recipient shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever. At all times during the term of this Agreement, Recipient and
18. ENTIRE AGREEMENT
This Agreement, including the exhibits attached hereto, represents the entire and integrated agreement between City and Recipient ant and supersedes all prior negotiations, representations, or agreements, either written or oral. No amendment of any of the terms or provisions of the Agreement shall be deemed valid unless it is in writing and signed by both Parties.
19. GENERAL PROVISIONS
A. Binding Agreement. This agreement shall be binding on and inure to the benefit of the City, the Recipient and their respective successors and assigns. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the Parties and their respective successors and assigns, any rights or remedies hereunder.
B. Severability. Any provision of this agreement, which is or becomes prohibited or unenforceable in any jurisdiction, shall not invalidate or impair the remaining provisions of this agreement which shall be deemed severable from the prohibited or unenforceable provision and any prohibition or unenforceability in any jurisdiction shall not invalidate or render unenforceable that provision in any other jurisdiction.
C. Waiver. The fact that the City refrains from exercising a remedy it is entitled to exercise under this agreement shall not be considered to be a waiver of such right and, furthermore, partial or limited exercise of a right conferred upon the City shall not prevent the City in any way from later exercising any other right or remedy under this agreement or other applicable law. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any #33..
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other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving Party
D. Business License. Recipient will have a valid City of Modesto Business License.
E. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, excluding chose of law rules.
F. Construction of Agreement. The section headings and captions used herein are solely for convenience and shall not be used to interpret this Agreement. The Parties acknowledge that this Agreement is the product of negotiation and compromise on the part of both Parties, and the Parties agree, that since all of the Parties have participated in the negotiation and drafting of this Agreement, this Agreement shall not be construed as if prepared by one of the Parties, but rather according to its fair meaning as a whole, as if all Parties had prepared it.
G. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be an original and all of which taken together shall constitute one instrument. The persons executing this Agreement on behalf of Parties have been duly authorized to do so.
IN WITNESS WHEREOF, the Parties have executed this MOU as of the effective date set forth above.
CITY OF MODESTO
By: ______________________________
Joseph P. Lopez
City Manager
City of Modesto, State of California
ATTEST: ___________, City Clerk of the City of Modesto, State of California By: ______________________________
City Clerk
APPROVED AS TO FORM:
Jose M. Sanchez,
City Attorney
By: _______________________________
City Attorney
The Salvation Army
By: ______________________________
Modesto Corps Officer
The Salvation Army
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EXHIBIT A – SCOPE OF WORK
The Salvation Army shall operate the Parking Program in accordance with the following requirements.
A. Hours of Operation. Individuals participating in the Safe Parking Program may drive their vehicles onto the Parking Lot daily between 7:00-9:00 p.m., and must leave the Parking Lot by 7:00 a.m. the following day. No individual or vehicle participating in the Safe Parking Program may be on or at the Parking Lot between 7:00 a.m. to 7:00 p.m. daily. i. Onsite Security will monitor program entry and exit. Security will ensure all program participants exit the site each day by 7:00 am. ii. All program participants and vehicles will be pre-registered.
B. Vehicle Requirements.
i. Up to twenty-five (25) vehicles per night may participate in the Safe Parking Program. No vehicle over ten feet (10’) in height is permitted to participate in the Program, including RVs.
ii. All vehicles must be operable and currently registered with the California Department of Motor Vehicles. Proof of insurance must be provided for each vehicle.
The registered owner of the car must be one of the individuals iii. The driver of each vehicle must possess a valid driver’s license. iv. Vehicles that leave the Parking Lot may not return until after 7:00 p.m. the next day.
C. Basic Needs.
i. Potable water: Is available from a water fountain near the entrance of the Salvation Army campus. City and Salvation Army are also exploring additional options.
ii. Portable restrooms: Shall be made available and will be serviced on a regular basis by a third-party contractor.
iii. Garbage service: Shall be made available and will be serviced regularly by a third-party contractor.
D. Prohibited Conduct
i. Only participants in the Safe Parking Program are allowed on the Parking Lot.
No visitors are allowed.
ii. No food service of any kind is allowed on the Parking Lot. iii. No open flames of any kind are allowed on the Parking Lot, or in vehicles on the Parking Lot (e.g. fires, bbq grills, etc.)
iv. No generators are allowed on the Parking Lot. However, solar and battery power is allowed.
v. No vehicle maintenance or repair may be performed in the Parking Lot. vi. No outdoor storage or temporary shelters (such as tents, tarps, etc.) allowed. #33..
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vii. Drug and weapon free zone
viii. No alcohol or marijuana
ix. Exterior Storage Prohibited. Outdoor storage around parked vehicles shall be prohibited. Tents, tarps, and other temporary outdoor shelters, either affixed to a participant’s vehicle or freestanding, shall be prohibited. x. Salvation Army will provide a parking pass that must be presented at each entry and remain visible while on site
xi. Program participants who miss three consecutive days without notice to case manager of absence may be exited from the program on the fourth night. xii. Pets are allowed outside of vehicles only if secured by a leash. Pet owners are responsible for pet care and clean up throughout their stay in the program. xiii. Pet vaccination record must be presented at program enrollment.
D. Intake. The Salvation Army shall provide a written copy of the program rules individuals participating in the Safe Parking Program prior to each individual’s first overnight stay at the Parking Lot. Such rules shall include the requirements of subsections A-C above. Any additional rules established by the Salvation Army for participants in the Safe Parking Program shall be approved by the City’s Community Development Manager, in writing. The Salvation Army shall collect appropriate identifying information from all individual participating in the Safe Parking Program, and shall add, or ensure such information is added, to the Homeless Management Information System (HMIS) identified by the City.
E. Participant Eligibility. Individuals/households are eligible to participate in these programs if they meet the following criteria:
i. Agree to HMIS Data Collection
ii. Agree to work (and continue to work) with service providers and case managers throughout the duration of their participation in the Safe Parking Program. iii. Agree to a criminal background check completed by Salvation Army and must not have outstanding arrest warrants or be registered sex offenders. iv. Sign a document agreeing to comply with the Safe Parking Program Rules.
F. Services. The Salvation Army shall use its best efforts to connect the individuals participating in the Safe Parking Program to case management or other services as appropriate.
i. All program participants must meet with a case manager within 7 days of program entry meet regularly with a case manager.
ii. Families with minor children must meet with a case manager within 3 days and will be referred to alternate family service providers and resources.
G. Infrastructure and Maintenance
i. Administration: Salvation Army personnel will administer this program with oversight and management from the City of Modesto.
ii. Ongoing maintenance: Ongoing maintenance of the site shall be the responsibility of the Salvation Army.
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iii. Each parking space will be assigned a number and will be clearly marked with markings that illuminate for
iv. The lot will include sufficient lighting to promote PWP of staff and clients.
H. Security Services
i. Signage with key rules that includes the 24-hour hotline number ii. Security cameras that provide sufficient coverage of the parking lot iii. Security staff
a. Security staff will monitor site and enforce site rules and hours of operation.
b. Security Staff reserve the right to contact appropriate authorities including law enforcement in the event of rules/legal/safety violations or concerns.
iv. Lighting to be provided by the Salvation Army, or third-party. v. Fencing
vi. Staff would monitor lots and a 24-hour hotline should be setup to address after hour issues.
I. Enforcement
i. In the event that a client is not complying with a rule or rules, security may revoke program eligibility and ask to leave the property. In the event that a client refuses to leave, security may contact the police department to help escort a client off the property.
ii. Security will have access to routine patrol from the Police Department.
J. Special Protocols
i. The Salvation Army will provide appropriate accommodations inside the shelter in the event of extreme weather conditions. ii. Staff will contact or provide appropriate referrals for special circumstances including medical, behavioral health, or
substance use as needed.
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EXHIBIT B
U.S. DEPARTMENT OF THE TREASURY
CORONAVIRUS LOCAL FISCAL RECOVERY FUND
AWARD TERMS AND CONDITIONS
1. Use of Funds.
a. Recipient understands and agrees that the funds disbursed under this award may only be used in compliance with section 603(c) of the Social Security Act (the Act), U.S.
Department of Treasury’s (“Treasury”) regulations implementing that section, and guidance issued by Treasury regarding the foregoing.
b. Recipient will determine prior to engaging in any project using this assistance that it has the institutional, managerial, and financial capability to ensure proper planning, management, and completion of such project.
2. Period of Performance. The period of performance for this award begins on the date hereof and ends on December 31, 2026. As set forth in Treasury’s implementing regulations, Recipient may use award funds to cover eligible costs incurred during the period that begins on March 3, 2021, and ends on December 31, 2026.
3. Reporting. Recipient agrees to comply with any reporting obligations established by Treasury as they relate to this award.
4. Maintenance of and Access to Records
a. Recipient shall maintain records and financial documents sufficient to evidence compliance with section 603(c) of the Act, Treasury’s regulations implementing that section, and guidance issued by Treasury regarding the foregoing. b. The Treasury Office of Inspector General and the Government Accountability Office, or their authorized representatives, shall have the right of access to records (electronic and otherwise) of Recipient in order to conduct audits or other investigations. c. Records shall be maintained by Recipient for a period of five (5) years after all funds have been expended or returned to Treasury, whichever is later.
5. Pre-award Costs. Pre-award costs, as defined in 2 C.F.R. § 200.458, may not be paid with funding from this award.
6. Administrative Costs. Recipient may use funds provided under this award to cover both direct and indirect costs.
7. Cost Sharing. Cost sharing or matching funds are not required to be provided by Recipient.
8. Conflicts of Interest. Recipient understands and agrees it must maintain a conflict of interest policy consistent with 2 C.F.R. § 200.318(c) and that such conflict of interest policy is applicable to each activity funded under this award. Recipient and subrecipients must disclose in writing to #33..
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Treasury or the pass-through entity, as appropriate, any potential conflict of interest affecting the awarded funds in accordance with 2 C.F.R. § 200.112.
9. Compliance with Applicable Law and Regulations.
a. Recipient agrees to comply with the requirements of section 602 of the Act, regulations adopted by Treasury pursuant to section 602(f) of the Act, and guidance issued by Treasury regarding the foregoing. Recipient also agrees to comply with all other applicable federal statutes, regulations, and executive orders, and Recipient shall provide for such compliance by other parties in any agreements it enters into with other parties relating to this award.
b. Federal regulations applicable to this award include, without limitation, the following:
i. Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, 2 C.F.R. Part 200, other than such provisions as Treasury may determine are inapplicable to this Award and subject to such exceptions as may be otherwise provided by Treasury. Subpart F – Audit Requirements of the Uniform Guidance, implementing the Single Audit Act, shall apply to this award. ii. Universal Identifier and System for Award Management (SAM), 2 C.F.R. Part 25, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 25 is hereby incorporated by reference.
iii. Reporting Subaward and Executive Compensation Information, 2 C.F.R. Part 170, pursuant to which the award term set forth in Appendix A to 2 C.F.R. Part 170 is hereby incorporated by reference.
iv. OMB Guidelines to Agencies on Governmentwide Debarment and Suspension (Nonprocurement), 2 C.F.R. Part 180, including the requirement to include a term or condition in all lower tier covered transactions (contracts and subcontracts described in 2 C.F.R. Part 180, subpart B) that the award is subject to 2 C.F.R. Part 180 and Treasury’s implementing regulation at 31 C.F.R. Part 19. v. Recipient Integrity and Performance Matters, pursuant to which the award term set forth in 2 C.F.R. Part 200, Appendix XII to Part 200 is hereby incorporated by reference.
vi. Governmentwide Requirements for Drug-Free Workplace, 31 C.F.R. Part 20. vii. New Restrictions on Lobbying, 31 C.F.R. Part 21.
viii. Uniform Relocation Assistance and Real Property Acquisitions Act of 1970 (42 U.S.C. §§ 4601-4655) and implementing regulations.
ix. Generally applicable federal environmental laws and regulations. c. Statutes and regulations prohibiting discrimination applicable to this award include, without limitation, the following:
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i. Title VI of the Civil Rights Act of 1964 (42 U.S.C. §§ 2000d et seq.) and Treasury’s implementing regulations at 31 C.F.R. Part 22, which prohibit discrimination on the basis of race, color, or national origin under programs or activities receiving federal financial assistance;
ii. The Fair Housing Act, Title VIII of the Civil Rights Act of 1968 (42 U.S.C. §§ 3601 et seq.), which prohibits discrimination in housing on the basis of race, color, religion, national origin, sex, familial status, or disability; iii. Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. § 794), which prohibits discrimination on the basis of disability under any program or activity receiving federal financial assistance;
iv. The Age Discrimination Act of 1975, as amended (42 U.S.C. §§ 6101 et seq.), and Treasury’s implementing regulations at 31 C.F.R. Part 23, which prohibit discrimination on the basis of age in programs or activities receiving federal financial assistance; and
v. Title II of the Americans with Disabilities Act of 1990, as amended (42 U.S.C. §§ 12101 et seq.), which prohibits discrimination on the basis of disability under programs, activities, and services provided or made available by state and local governments or instrumentalities or agencies thereto.
10. Remedial Actions. In the event of Recipient’s noncompliance with section 602 of the Act, other applicable laws, Treasury’s implementing regulations, guidance, or any reporting or other program requirements, Treasury may impose additional conditions on the receipt of a subsequent tranche of future award funds, if any, or take other available remedies as set forth in 2 C.F.R. § 200.339. In the case of a violation of section 602(c) of the Act regarding the use of funds, previous payments shall be subject to recoupment as provided in section 602(e) of the Act and any additional payments may be subject to withholding as provided in sections 602(b)(6)(A)(ii)(III) of the Act, as applicable.
11. Hatch Act. Recipient agrees to comply, as applicable, with requirements of the Hatch Act (5 U.S.C. §§ 1501-1508 and 7324-7328), which limit certain political activities of State or local government employees whose principal employment is in connection with an activity financed in whole or in part by this federal assistance.
12. False Statements. Recipient understands that making false statements or claims in connection with this award is a violation of federal law and may result in criminal, civil, or administrative sanctions, including fines, imprisonment, civil damages and penalties, debarment from participating in federal awards or contracts, and/or any other remedy available by law.
13. Publications. Any publications produced with funds from this award must display the following language: “This project [is being] [was] supported, in whole or in part, by federal award number SLFRP2096 awarded to County of Stanislaus by the U.S. Department of the Treasury.”
14. Debts Owed the Federal Government.
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a. Any funds paid to Recipient (1) in excess of the amount to which Recipient is finally determined to be authorized to retain under the terms of this award; (2) that are determined by the Treasury Office of Inspector General to have been misused; or (3) that are determined by Treasury to be subject to a repayment obligation pursuant to sections 602(e) and 603(b)(2)(D) of the Act and have not been repaid by Recipient shall constitute a debt to the federal government.
b. Any debts determined to be owed the federal government must be paid promptly by Recipient. A debt is delinquent if it has not been paid by the date specified in Treasury’s initial written demand for payment, unless other satisfactory arrangements have been made or if the Recipient knowingly or improperly retains funds that are a debt as defined in paragraph 14(a). Treasury will take any actions available to it to collect such a debt.
15. Disclaimer.
a. The United States expressly disclaims any and all responsibility or liability to Recipient or third persons for the actions of Recipient or third persons resulting in death, bodily injury, property damages, or any other losses resulting in any way from the performance of this award or any other losses resulting in any way from the performance of this award or any contract, or subcontract under this award. b. The acceptance of this award by Recipient does not in any way establish an agency relationship between the United States and Recipient.
16. Protections for Whistleblowers.
a. In accordance with 41 U.S.C. § 4712, Recipient may not discharge, demote, or otherwise discriminate against an employee in reprisal for disclosing to any of the list of persons or entities provided below, information that the employee reasonably believes is evidence of gross mismanagement of a federal contract or grant, a gross waste of federal funds, an abuse of authority relating to a federal contract or grant, a substantial and specific danger to public health or safety, or a violation of law, rule, or regulation related to a federal contract (including the competition for or negotiation of a contract) or grant. b. The list of persons and entities referenced in the paragraph above includes the following:
i. A member of Congress or a representative of a committee of Congress; ii. An Inspector General;
iii. The Government Accountability Office;
iv. A Treasury employee responsible for contract or grant oversight or management;
v. An authorized official of the Department of Justice or other law enforcement agency;
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vi. A court or grand jury; or
vii. A management official or other employee of Recipient, contractor, or subcontractor who has the responsibility to investigate, discover, or address misconduct.
c. Recipient shall inform its employees in writing of the rights and remedies provided under this section, in the predominant native language of the workforce.
17. Increasing Seat Belt Use in the United States. Pursuant to Executive Order 13043, 62 FR 19217 (Apr. 18, 1997), Recipient should encourage its contractors to adopt and enforce on-the-job seat belt policies and programs for their employees when operating company-owned, rented or personally owned vehicles.
18. Reducing Text Messaging While Driving. Pursuant to Executive Order 13513, 74 FR 51225 (Oct. 6, 2009), Recipient should encourage its employees, subrecipients, and contractors to adopt and enforce policies that ban text messaging while driving, and Recipient should establish workplace safety policies to decrease accidents caused by distracted drivers.
ASSURANCES OF COMPLIANCE WITH CIVIL RIGHTS REQUIREMENTS ASSURANCES OF COMPLIANCE WITH TITLE VI OF THE CIVIL RIGHTS ACT OF 1964 As a condition of receipt of federal financial assistance from the Department of the Treasury, the recipient named below (hereinafter referred to as the “Recipient”) provides the assurances stated herein. The federal financial assistance may include federal grants, loans and contracts to provide assistance to the Recipient’s beneficiaries, the use or rent of Federal land or property at below market value, Federal training, a loan of Federal personnel, subsidies, and other arrangements with the intention of providing assistance. Federal financial assistance does not encompass contracts of guarantee or insurance, regulated programs, licenses, procurement contracts by the Federal government at market value, or programs that provide direct benefits.
The assurances apply to all federal financial assistance from or funds made available through the Department of the Treasury, including any assistance that the Recipient may request in the future.
The Civil Rights Restoration Act of 1987 provides that the provisions of the assurances apply to all of the operations of the Recipient’s program(s) and activity(ies), so long as any portion of the Recipient’s program(s) or activity(ies) is federally assisted in the manner prescribed above.
1. Recipient ensures its current and future compliance with Title VI of the Civil Rights Act of 1964, as amended, which prohibits exclusion from participation, denial of the benefits of, or subjection to discrimination under programs and activities receiving federal financial assistance, of any person in the United States on the ground of race, color, or national origin (42 U.S.C. § 2000d et seq.), as implemented by the Department of the Treasury Title VI regulations at 31 CFR Part 22 and other pertinent executive orders such as Executive Order 13166, directives, circulars, policies, memoranda, and/or guidance documents.
2. Recipient acknowledges that Executive Order 13166, “Improving Access to Services for Persons with Limited English Proficiency,” seeks to improve access to federally assisted programs and activities for individuals who, because of national origin, have Limited English proficiency (LEP).
Recipient understands that denying a person access to its programs, services, and activities #33..
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Funding Contribution Agreement – The Salvation Army
because of LEP is a form of national origin discrimination prohibited under Title VI of the Civil Rights Act of 1964 and the Department of the Treasury’s implementing regulations. Accordingly, Recipient shall initiate reasonable steps, or comply with the Department of the Treasury’s directives, to ensure that LEP persons have meaningful access to its programs, services, and activities. Recipient understands and agrees that meaningful access may entail providing language assistance services, including oral interpretation and written translation where necessary, to ensure effective communication in the Recipient’s programs, services, and activities.
3. Recipient agrees to consider the need for language services for LEP persons when Recipient develops applicable budgets and conducts programs, services, and activities. As a resource, the Department of the Treasury has published its LEP guidance at 70 FR 6067. For more information on taking reasonable steps to provide meaningful access for LEP persons, please visit http://www.lep.gov.
4. Recipient acknowledges and agrees that compliance with the assurances constitutes a condition of continued receipt of federal financial assistance and is binding upon Recipient and Recipient’s successors, transferees, and assignees for the period in which such assistance is provided.
5. Recipient acknowledges and agrees that it must require any sub-grantees, contractors, subcontractors, successors, transferees, and assignees to comply with assurances 1-4 above, and agrees to incorporate the following language in every contract or agreement subject to Title VI and its regulations between the Recipient and the Recipient’s sub-grantees, contractors, subcontractors, successors, transferees, and assignees:
The sub-grantee, contractor, subcontractor, successor, transferee, and assignee shall comply with Title VI of the Civil Rights Act of 1964, which prohibits recipients of federal financial assistance from excluding from a program or activity, denying benefits of, or otherwise discriminating against a person on the basis of race, color, or national origin (42 U.S.C. § 2000d et seq.), as implemented by the Department of the Treasury’s Title VI regulations, 31 CFR Part 22, which are herein incorporated by reference and made a part of this contract (or agreement). Title VI also includes protection to persons with “Limited English Proficiency” in any program or activity receiving federal financial assistance, 42 U.S.C. § 2000d et seq., as implemented by the Department of the Treasury’s Title VI regulations, 31 CFR Part 22, and herein incorporated by reference and made a part of this contract or agreement.
6. Recipient understands and agrees that if any real property or structure is provided or improved with the aid of federal financial assistance by the Department of the Treasury, this assurance obligates the Recipient, or in the case of a subsequent transfer, the transferee, for the period during which the real property or structure is used for a purpose for which the federal 6 6. 7. 8. 9.
10. financial assistance is extended or for another purpose involving the provision of similar services or benefits. If any personal property is provided, this assurance obligates the Recipient for the period during which it retains ownership or possession of the property.
7. Recipient shall cooperate in any enforcement or compliance review activities by the Department of the Treasury of the aforementioned obligations. Enforcement may include investigation, arbitration, mediation, litigation, and monitoring of any settlement agreements that may result from these actions. The Recipient shall comply with information requests, on-site compliance reviews and reporting requirements.
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Funding Contribution Agreement – The Salvation Army
8. Recipient shall maintain a complaint log and inform the Department of the Treasury of any complaints of discrimination on the grounds of race, color, or national origin, and limited English proficiency covered by Title VI of the Civil Rights Act of 1964 and implementing regulations and provide, upon request, a list of all such reviews or proceedings based on the complaint, pending or completed, including outcome. Recipient also must inform the Department of the Treasury if Recipient has received no complaints under Title VI.
9. Recipient must provide documentation of an administrative agency’s or court’s findings of noncompliance of Title VI and efforts to address the non-compliance, including any voluntary compliance or other agreements between the Recipient and the administrative agency that made the finding. If the Recipient settles a case or matter alleging such discrimination, the Recipient must provide documentation of the settlement. If Recipient has not been the subject of any court or administrative agency finding of discrimination, please so state.
10. If the Recipient makes sub-awards to other agencies or other entities, the Recipient is responsible for ensuring that sub-recipients also comply with Title VI and other applicable authorities covered in this document State agencies that make sub-awards must have in place standard grant assurances and review procedures to demonstrate that that they are effectively monitoring the civil rights compliance of subrecipients.
The United States of America has the right to seek judicial enforcement of the terms of this assurances document and nothing in this document alters or limits the federal enforcement measures that the United States may take in order to address violations of this document or applicable federal law.
Under penalty of perjury, the undersigned official(s) certifies that official(s) has read and understood the Recipient’s obligations as herein described, that any information submitted in conjunction with this assurances document is accurate and complete, and that the Recipient is in compliance with the aforementioned nondiscrimination requirements.
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Funding Contribution Agreement – The Salvation Army
EXHIBIT C
ANNUAL REPORTING REQUIREMENTS
Contractor shall use Exhibit C to provide an annual performance report.
The initial report will cover the period from the date the contract was executed to the following June 30, and will be due to the Recipient within 15 days after the end of the reporting period. Thereafter, the report will cover a 12-month period and contractors will be required to submit the report to Recipient within 15 days after the end of the 12-month period (by July 15).
Notes on using this template
All contractors that are recipients of State and Local Fiscal Recovery Funds (SLFRF) awards are required to produce an Annual Report. The Annual Report provides information on the contractor’s project and how they plan to ensure program outcomes are achieved in an effective and equitable manner.
The initial Annual Report will cover the period from the date of award to the following June 30 and must be submitted to Recipient within 15 calendar days after the end of the reporting period. Thereafter, the Annual Report will cover a 12-month period and contractors will be required to submit the report to Recipient within 15 calendar days after the end of the 12-month period (by July 15).
Annual Report Period Covered Due Date
1 Award – June 30, 2022 July 15, 2022
2 July 1, 2022 – June 30, 2023 July 15, 2023
3 July 1, 2023 – June 30, 2024 July 15, 2024
4 July 1, 2024 – June 30, 2025 July 15, 2025
5 July 1, 2025 – June 30, 2026 July 15, 2026
6 July 1, 2026 – December 31, 2026 January 15, 2027
Instructions:
Contractors should consult the SLFRF Guidance on Recipient Compliance and Reporting Responsibilities (Reporting Guidance) located at https://home.treasury.gov/system/files/136/SLFRF-Compliance-andReporting-Guidance.pdf for detailed guidance on the submission of this report or contact county staff for assistance with completing this exhibit.
Recipient recommends the use of infographics, tables, charts, pictures, case studies, and other explanatory elements in describing their programs.
Text in italics represents the requirements from the Reporting Guidance and is meant to serve as a reference as contractors prepare their Annual Report. This instructions page and the text in italics should be removed before the final transmitted report is published and submitted to Recipient. #33..
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Funding Contribution Agreement – The Salvation Army
The Salvation Army
202x Annual Report
GENERAL OVERVIEW
Uses of Funds
Describe in further detail contractor’s intended and actual uses of the funds, such as how contractor’s approach would help support individuals experiencing homelessness. Describe any strategies employed to maximize programmatic impact and effective, efficient, and equitable outcomes. Given the broad eligible uses of funds and the specific needs of the jurisdiction, explain how the funds would support the communities, and target population. Address how you are promoting each of the following Expenditure Categories, to the extent they apply:
a. Services for Unhoused Persons (Safe Parking Program) #33..
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Funding Contribution Agreement – The Salvation Army
EXHIBIT D
QUARTERLY PROJECT AND EXPENDITURE REPORT REQUIREMENTS
Contractor shall use Exhibit D to provide a quarterly project and expenditure report.
The initial report will cover the period from the date the contract was executed through the end of the quarter, and will be due to the Recipient within 15 days after the end of the reporting period. Thereafter, the report will cover one quarter and contractors will be required to submit the report to Recipient within 15 days after the end of the quarter.
ARPA QUARTERLY PROJECT AND EXPENDITURE REPORT
Reporting on State and Local Fiscal Recovery Funds (SLFRF) Name of Entity:
Project Name:
Reporting Period Start Date:
Reporting Period End Date:
Expenditure Category:
3.11 Housing Support: Services for Unhoused Persons* ^
Please provide a brief description of the activities conducted:
Category Cumulative
Expenditures to
date ($)
Cumulative
Obligations to
date ($)
Current Period
Expenditures
Current Period
Obligations
7 Administrative
7.2 Services for Unhoused Persons
[PLEASE SELECT ONE]
5073279.1
PROJECT
EXPENDITURES
PROJECT STATUS
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OFFICE OF THE CITY CLERK
NOTICE OF SPECIAL MEETING
Please take notice that a special Closed Session meeting of the Council of the City of Modesto has been called pursuant to Section 2-1.02 of the Modesto Municipal Code to be convened on
TUESDAY, JULY 12, 2022 at 3:00 PM
and after the regularly scheduled meeting in the Tenth Street Place, Chambers Conference Room, Basement Level, 1010 Tenth Street, Modesto, California.
Any and all of the following agenda items are subject to action being taken by the Modesto City Council.
The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:
CLOSED SESSION
1. Consider appointing Real Property Negotiators Bill Sandhu, Public Works Director and Jose M. Sanchez, City Attorney for Property: APN: 022-001-002.
Motion appointing Real Property Negotiators Bill Sandhu, Public Works Director and Jose M. Sanchez, City Attorney for Property: APN: 022-001-002.
City Attorney, Jose M. Sanchez, 577-5284, [email protected] CONFERENCE WITH REAL PROPERTY NEGOTIATORS:
(Pursuant to Section 54956.8 of the Government Code)
Property: 7001 Jennings Rd., Modesto CA 95358 – APN 022-001-002 Property Owners: City of Modesto
Negotiating Parties:
For City: Bill Sandhu, Public Works Director
Jose M. Sanchez, City Attorney
For Owner: Scott Gardner, Chief Commercial Officer
Under Negotiation: Price and Terms of a Site Lease Option Agreement
PUBLIC EMPLOYEE PERFORMANCE EVALUATION
(Pursuant to Section 54957 of the Government Code)
Title: City Clerk
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CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
One Case (Pursuant to Section 54956.9(a) of the Government Code) Name of case(s): Jeremy Davis v. City of Modesto
California Workers Compensation Appeals Board
Nos. ADJ12156935, ADJ14179967
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Three Cases (Pursuant to Section 54956.9(d)(1) of the Government Code) Name of Case: Cherry v. City of Modesto
Case No. 1:18-CV-01268
Chipponeri v. City of Modesto
Case No. 2028661
City of Modesto, et al. v. The Dow Chemical
Company, et al. (PCE)
Court of Appeals of the State of California
Appeal Case No: A134419
July 8, 2022 BY ORDER OF THE CHAIR
/S
Diane Nayares-Perez, CMC, City Clerk
Posted pursuant to Government Code Section 54956 on the bulletin board at Tenth Street Place on at by
date time signature
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TO: THE CLERK OF THE CITY OF MODESTO
RE: CLOSED SESSION
Pursuant to Section 2-1.02 of the Modesto Municipal Code, you are hereby authorized and empowered to call a special Closed Session meeting of the Council of the City of Modesto to be convened on
TUESDAY, JULY 12, 2022 at 3:00PM
and after the regularly scheduled meeting in the Tenth Street Place, Chambers Conference Room, Basement Level, 1010 Tenth Street, Modesto, California.
Any and all of the following agenda items are subject to action being taken by the Modesto City Council.
The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:
CLOSED SESSION
1. Consider appointing Real Property Negotiators Bill Sandhu, Public Works Director and Jose M. Sanchez, City Attorney for Property: APN: 022-001-002.
Motion appointing Real Property Negotiators Bill Sandhu, Public Works Director and Jose M. Sanchez, City Attorney for Property: APN: 022-001-002.
City Attorney, Jose M. Sanchez, 577-5284, [email protected] CONFERENCE WITH REAL PROPERTY NEGOTIATORS:
(Pursuant to Section 54956.8 of the Government Code)
Property: 7001 Jennings Rd., Modesto CA 95358 – APN 022-001-002 Property Owners: City of Modesto
Negotiating Parties:
For City: Bill Sandhu, Public Works Director
Jose M. Sanchez, City Attorney
For Owner: Scott Gardner, Chief Commercial Officer
Under Negotiation: Price and Terms of a Site Lease Option Agreement
PUBLIC EMPLOYEE PERFORMANCE EVALUATION
(Pursuant to Section 54957 of the Government Code)
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Title: City Clerk
CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
One Case (Pursuant to Section 54956.9(a) of the Government Code) Name of case(s): Jeremy Davis v. City of Modesto
California Workers Compensation Appeals Board
Nos. ADJ12156935, ADJ14179967
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Three Cases (Pursuant to Section 54956.9(d)(1) of the Government Code) Name of Case: Cherry v. City of Modesto
Case No. 1:18-CV-01268
Chipponeri v. City of Modesto
Case No. 2028661
City of Modesto, et al. v. The Dow Chemical
Company, et al. (PCE)
Court of Appeals of the State of California
Appeal Case No: A134419
July 8, 2022 BY ORDER OF THE CHAIR
/S
__________________________
SUE ZWAHLEN, Mayor
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