2025-01749 Disbursement of Homeless Housing, Assistance, and Prevention (HHAP) Grant Funds for Sheltering Transitional Age Youth (TAY) — Sacramento City Council, December 9, 2025

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01749 12/9/2025
Disbursement of Homeless Housing, Assistance, and Prevention (HHAP) Grant Funds for Sheltering Transitional Age Youth (TAY)
File ID: 2025-01749
Location: Citywide
Recommendation: Pass a Motion authorizing the Interim City Manager or designee to: 1) execute an agreement with Waking the Village for an amount not to exceed $369,920 for the Village Youth Shelter Program; 2) execute an agreement with Wind Youth Services for an amount not to exceed $457,654 for the Common Ground Shelter Program; 3) execute an agreement with Sacramento LGBT Community Center for an amount not to exceed $401,916 for the Short-Term Transitional Emergency Program (STEP); and 4) execute an agreement with Sacramento LGBT Community Center for an amount not to exceed $60,484 for the Transitional Living Program (TLP).

Contact: Brian Pedro, Director, (916) 808-7816 [email protected]; Rodolfo Davidson, Program Manager, (916) 808-3703, [email protected]; Department of Community Response
Attachments:
1-Description/Analysis
2-Waking the Village Grant Agreement
3-Wind Youth Services Grant Agreement
4-Sacramento LGBT Community Center (STEP) Grant Agreement 5-Sacramento LGBT Community Center (TLP) Grant Agreement Description/Analysis
Issue Detail:

Homelessness is an issue that impacts communities without regard to geographic or political boundaries and for which there is no single answer or approach. Shelters play a significant role in addressing homelessness and as such it is necessary to create a systemic approach to addressing homelessness which includes low to no barrier crisis shelters. The City of Sacramento recognizes the important role that such shelters play in helping move people out of homelessness and into permanent housing. According to the 2024 Point in Time (PIT) Homeless Count released by the Sacramento County Continuum of Care, the County of Sacramento had a homeless population of 6,615 individuals, a decrease of 28.7% since 2022. Approximately 335 Transitional Age Youth were

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File ID: 2025-01749 12/9/2025
experiencing homelessness, according to the 2024 PIT Count, a decrease of 53% since 2022.

The State of California has established the Homeless Housing, Assistance, and Prevention Program Round 5 (“HHAP-5”) pursuant to Article 1 of Chapter 6.5 (commencing with Section 50232) of Part 1 of Division 31 of the Health and Safety Code. (Added by Stats. 2023, Ch. 40, Sec. 17. (AB 129) eff.

July 10, 2023.) HHAP-5 is a $1 billion block grant program administered by the Department of Housing and Community Development (hereinafter referred to as the “State”.) HHAP is designed to provide jurisdictions with one-time grant funding to support regional coordination and expand or develop local capacity to address immediate homelessness challenges.

On March 24, 2024, the City, County, and Sacramento Steps Forward (acting on behalf of the CoC), submitted a joint application to the State for HHAP-5 funding, seeking $53.2 million in HHAP-5 funds in total for the Sacramento region.

On October 15, 2024, the City Council adopted Resolution No. 2024-0302, which authorized the City Manager to accept the State allocation of $27,053,241 in grant funds awarded to the City. The HHAP5 funding agreement requires that 10% of awarded funds be used for youth sheltering. The City of Sacramento will use $2,705,324 of its HHAP-5 funds to operate shelters specifically for youth aged 18-24, commonly referred to as Transitional Aged Youth (TAY). The Continuum of Care (CoC) was awarded $13,345,988 in HHAP-5 funding, making the CoC’s required youth sheltering allocation $1,334,599.

On November 1, 2025, the City Council adopted Resolution No. 2025-0281, which authorized the Interim City Manager or their designee, to receive and administer Sacramento Steps Forward’s HHAP-5 youth sheltering allocation of $1,334,599. In anticipation of receiving these funds, the City released an RFP for TAY sheltering in July 2025. The City received the following three responses to the RFP for TAY, listed in order of ranking by the RFP review panel:

1. Waking the Village (The Village Shelter) - 95 points

2. Sacramento LGBT Center (STEP Shelter and TLP) - 87 points

3. Wind Youth Services, Inc (Common Ground Shelter)- 85 points Waking the Village’s Youth Family Shelter provides eight shelter units/16 beds for pregnant and parenting Transitional Age Youth, and their children, experiencing homelessness. Waking the Village offers parenting youth and their children a holistic program centered on youth development, the strengthening of physical and mental health, educational attainment, career development, and financial management so that they leave prepared to be leaders in their own lives and leaders in the lives of their children and community. Over the past five years, Waking the Village served a total of 254 TAY, helping 161 individuals exit to positive destinations, including 55 exits to permanent housing.

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File ID: 2025-01749 12/9/2025
Sacramento LGBT Community Center’s Short-Term Emergency Program (STEP) provides 14 beds for Transitional-Aged Youth experiencing homelessness. The program provides safe shelter, meals, and case management services to youth experiencing homelessness. Over the past five years, the STEP program has served 340 TAY, helping 57 individuals exit to positive destinations, including 55 exits to permanent housing.

The Sacramento LGBT Community Center TLP program provides transitional housing to youth ages 18-24 who are experiencing homelessness. Youth are provided with transitional housing for up to 24 months and provided meals, clothing, transportation assistance, intensive case management, counseling, transportation, education and employment services, life skills workshops, and establishment of a support system that they can maintain after exiting the program. Over the past five years, TLP has served 50 individuals and exited 27 to permanent housing.

Wind Youth Service’s Common Ground Shelter provides services to a total of 20 youth (at any given time) experiencing homelessness. While sheltered at Common Ground, youth may participate in the Workforce Development Hybrid Program including job readiness training and on the job training.

Youth simultaneously participate in job training while working up to 20 hours per week. Over the past five years, Wind Youth Services has served a total of 768 transitional aged youth, helping 330 exit to positive destinations, including 60 exits to permanent housing.

The CoC’s HHAP-5 youth sheltering allocation is sufficient to fund all three applicants for a ninemonth period, at approximately $85 per bed per night. City staff recommend entering into agreements with all three applicants for the nine-month period from January 1, 2026 through September 30, 2026.

Policy Considerations: Pursuant to Sacramento City Code section 3.56.090, any agreement for non -professional services that is for $250,000 or more requires City Council approval.

Economic Impacts: None.

Environmental Considerations: This report concerns administrative activities and government fiscal activities that do not constitute a "project" and is not subject to the provisions of California Environmental Quality Act (CEQA) (CEQA Section 15378(b)(2)). Additionally, the activities in this report are exempt from California Environmental Quality Act (CEQA) review because it can be seen with certainty that no significant effects could occur as a result of implementation (CEQA Guidelines section 15061(b)(3)).

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

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File ID: 2025-01749 12/9/2025
Rationale for Recommendation: DCR staff have completed the RFP process and have notified the awardees. The RFP was released in partnership with the CoC and Sacramento Steps Forward, as part of the collaborative approach to utilize the combined allocations of HHAP-5 funding for Transitional Age Youth programming. The RFP process has enabled City staff to choose the proposers who exhibit experience working with a vulnerable population of TAY individuals experiencing homelessness, ability to serve various Council districts, and ability to respond quickly and work in collaboration with DCR.

Financial Considerations: Sufficient funding is available (Operating Grants, Fund 2702) in the CoC HHAP Youth Funding (G23000100) to execute the Agreements with Waking the Vllage for a not to exceed amount of $369,920, Wind Youth Services for a not to exceed amount of $457,654, Sacramento LGBT Community Center (STEP) for an amount not to exceed $401,916, and Sacramento LGBT Community Center (TLP) for an amount not to exceed $60,484.

Local Business Enterprise (LBE): All businesses and non-profit organizations that the Department of Community Response is partnering with are LBEs in the City of Sacramento.

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ATTACHMENT 2 SCOPE OF WORK
Waking the Village (The Village)
I.OVERVIEW
Homelessness is an issue that impacts communities without regard to geographic or political boundaries and for which there is no single answer or approach. Shelters play a significant role in addressing homelessness and as such it is necessary to create a systemic approach to addressing homelessness which includes low to no barrier crisis shelters. The City of Sacramento recognizes the important role that emergency shelters play in helping people move out of homelessness and into permanent housing. To that end, the City has partnered with Waking the Village to continue to support local shelter capacity by providing funding for Waking the Villages Youth Family Shelter (the Village) to provide:
8 Emergency Shelter units for pregnant and parenting Transitional Aged Youth (TAY) experiencing homelessness in the City of Sacramento.

Referrals into shelter through the Coordinated Access System (CAS) Shelter operations 24 hours a day, 7 days a week
A shelter program that follows the "low barrier" model, meaning that they impose minimal restrictions for entry into shelter and on behavior of clients while staying at the shelter
Shelter services focused primarily on helping participants stabilize and progress towards obtaining permanent housing which includes, but is not limited to, housing offered through the Sacramento Homeless Continuum of Care.

Client data including, but not limited to, enrollments, exits, services and referrals, which will be entered into the Homeless Information Management System (HMIS).

HMIS serves as the primary data source for The Village Shelter.

PROGRAM OPERATOR
The Village Youth Family Shelter (Shelter) shall be operated by Waking the Village.

LOCATION
The Village Youth Family Shelter is a scattered-site shelter. The administrative office is located at 5265 H Street, Sacramento, CA 95819. The mailing address is PO Box 160085, Sacramento, CA 95816.

II.FUNDING
The total budget to operate the shelter for the contracted term is detailed in Attachment 3 (Budget) of this agreement.

III.KEY TERMS
Case Management: A collaborative process of assessment, planning, facilitation, care coordination, evaluation and advocacy for options and services to meet individual needs.

Client Centered: Approaching the care, goals and interventions of a client based on their identified need for services.

Culturally Competent: Ability to honor, understand, and respect beliefs, lifestyles, attitudes, and behaviors demonstrated by diverse groups of people, and to diligently act on that understanding. It includes knowledge of ones own cultural values, and ability to consistently function with members of other cultural groups.

Harm Reduction: An approach aimed at reducing the risks and harmful effects associated with substance use and addictive behaviors: for the person, the community and society, without requiring abstinence. A Harm Reduction approach recognizes that consumers can be at different stages of recovery and that effective interventions should be tailored to each consumers stage.

Housing First: An approach to ending homelessness that prioritizes providing permanent housing for people experiencing homelessness as quickly as possible and then providing services as needed to promote housing stability and individual well-being.

Literally Homeless: Individual who lacks a fixed, regular, and adequate nighttime residence, meaning:

I. Has a primary night-time residence that is a public or private place not meant for human habitation;
II. Is living in a publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, and local government programs); or
III. Is exiting an institution where they have resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution.

Low Barrier Practices: An approach to entry and services where a minimum number of rules are placed on people who wish to enter as a participant or engage in ongoing services. The aim is to have as few barriers as possible to allow more people access to services and to continually engage participants using best practices. This often means that shelter guests are not expected to abstain from using alcohol or other drugs, or from carrying on with street activities while staying on-site, so long as they do not engage in these activities at the program site and are respectful of other guests and staff. Participants are afforded consumer choice and selfdetermination for voluntary supportive services.

Transitional Aged Youth (TAY): Individuals in the developmental stage between adolescence and adulthood, defined as ages 18 to 24 years of age.

Trauma Informed Care: A strengths-based framework that is grounded in an understanding of and responsiveness to the impact of trauma, while emphasizing physical, psychological, and emotional safety for providers and survivors.

IV.DESCRIPTION OF SERVICES
The Village will provide 8 shelter units and case management services, through a housing first, low-barrier approach, to literally homeless Transitional Aged Youth (TAY) who are pregnant and/or parenting, and their children. The goals of The Village are to:

Provide safe sheltering for pregnant/parenting TAY clients Provide support services to assist clients to progress towards permanent housing.

The Village takes the following approach to program operations and service delivery:

1. Addressing of Community Impacts and Community Engagement Actively discourages and addresses excessive noise or loitering from program clients and others who may be near the site.
Coordinates with other services providers, as needed to address the above issues and their impacts.
Coordinates through the City regarding all levels of community engagement including, but not limited to, materials depicting the Shelter, tours and community meetings, and media inquiries. All community engagement activities must be approved by City staff in writing.

Complies with the Good Neighbor Policy included as Attachment 5 to this Agreement.

2. Case Management
Case management and supportive services should focus on housing or directly supporting the goal of housing and should reflect the short-term nature of assistance toward housing placement. Critical components in the provision of case management services include the following: Low Barrier practices Housing First Harm Reduction Trauma Informed Care Client-centered Cultural Competency Case management services are available to each program participant. To ensure the consistent delivery of case management services, The Village Shelter must have written procedures and forms that include the following: Referral Procedures: Establish referral and follow-up procedures to confirm participants are connected to services to which they are referred. Documentation of referrals made, and referral confirmation must be entered into HMIS. Mainstream Benefits: Establish procedures for screening participants at program entry and intake for eligibility to mainstream benefits. Assist participants with obtaining income and/or establishing benefits. This includes coordinating the completion and submission of applications for public benefits and entitlements (e.g., general assistance, SNAP, SSI/SSDI, Veteran benefits), health insurance benefits (e.g., Medi-Cal, Medicare, Covered California, etc.), and other sources of financial assistance. Education/life skills: Assist youth in connecting to colleges for a degree or career certificate. This includes tutoring and guiding youth to secure financial aid, participating in the Grad Academy or Teacher Brigade, or assisting youth to obtain a GED. Employment Development/Placement Programs: Assess employment history and goals and assist participants to engage in services that will prepare the individual to obtain employment.

3. Facility Operations
The Villages staff will: Ensure safe and clean sleeping accommodations. Provide property storage with secure and controlled access on-site. Provide provisions for securely storing, refrigerating, and retrieving guest medications. Grant site access 24 hours a day, seven days a week. Provide staff oversight, ensure site cleanliness and safety for the entire facility including sleeping areas, bathrooms and showers, client storage areas, dining space, community room, and general grounds of the program site. Provide clean linens to each guest upon entry. Bedding is required to be laundered at a minimum of once per week.
Provide access to laundering of personal items, both upon entry and throughout the duration of stay. Guests with pets receive assistance finding a temporary placement or a new home during their shelter stay. Youth with certified service animals will be accommodated and the shelter will abide by the Citys animal care policy.

4. Food
The Shelter is stocked with healthy groceries, cooking skills are taught, and residents are supported with meal planning and securing groceries. Fully cooked meals are not provided since residents are encouraged to develop independent skills.

5. Security and On-site Support
To ensure security and on-site support, The Village will: Provide on-site space for case managers and other service providers to meet with shelter clients. Coordinate site security and facilitate uniform and effective program entry and provide property searches, as appropriate. Review of the areas/sidewalks around the program site and functions related to the attached Good Neighbor Policy (Attachment 5). To prevent weapons, illegal drugs, or alcohol from being brought in, guests will be asked to remove and display possessions on a table for inspection to eliminate anything not allowed and to determine appropriate storage needs. Promotion of peer support and community among and between clients and staff. Opportunity for client feedback (spoken and written form) and suggestions as well as written and posted Complaint and Grievance Procedures. Track and maintain general operational records including critical incidents that include any emergency response related to the site and the clients. Immediately notify Department of Community Response of any critical incidents. Respond and de-escalate crisis in an appropriate manner, providing emergency assistance to clients and co-workers as necessary and ensuring timely conflict resolution to assist in problem-solving and skill-building.

6. Transportation
Transportation shall be provided to support client access to community-based services and housing searches. Accommodations must be made for disabled persons who are unable to access general means of transportation.

7. Written Policies
All written materials associated with The Village will be reviewed and approved by the City including: General program policies and procedures, including client responsibilities and ADA compliance and accommodations. Formal Complaint and Grievance Procedures Written set of policies and procedures specific to shelter program denials to entry and client exits. Established Good Neighbor Policies addressing the shelter premises and the immediate surrounding neighborhood.

V.STAFFING
Program Director - Oversees staffing, program quality, timely documentation, and maintenance of family shelter program. Ensures shelter program leads to next step housing and connection to best fit services for each client.

Youth Development Director - The Youth Development Directors are responsible for providing direct, supportive, and individually tailored services to TAY youth experiencing homelessness. In addition to offering individual case management and resource connections, Youth Development Directors lead a vibrant daily program to engage youth in wellness, education, employment, and housing stabilization skill building.

Outreach and Integration Director - Acts as a community outreach worker to connect youth experiencing homelessness to best fit resources and shelter. Ensures support to youth on the wait list as well as providing a warm hand off to shelter staff as youth transition from the streets or homelessness into shelter. Supports CAS integration.

House Director - House Directors partner with youth to build a warm home culture that nurtures all residents through healthy rhythms and the development of responsive relationships. House Directors live on site ensuring safety, meals, and engaged parenting.

Data Specialist - Oversees timely and accurate entry of data and client detail into the Homeless Management Information System (HMIS) as well as into The Villages data systems. Uses data to create monthly, quarterly, semi-annual, and annual reports to Board of Directors, City of Sacramento, and other funding sources for the shelter. Supports integration of shelter wait list into the Coordinated Access System.

VI.ELIGIBLE PARTICIPANTS
Eligible shelter participants are: pregnant and/or parenting youth (between the ages of 18-24 to years of age) who are experiencing literal homelessness.

VII.ACCESS
Youth are referred to The Village Shelter through the Coordinated Access System (CAS). When Shelter staff anticipate an opening in the Shelter, they notify 211 and then 211 will refer an eligible youth. Shelter staff try to make contact two weeks prior to entry to interview the youth and share the program with them so they can determine whether the program is a right fit. This structure improves bed utilization rate as Shelter staff are connecting with youth and building relationship and trust prior to entry. This reduces no shows so that beds fill almost immediately.

Youth can access Waking the Villages other housing programs by calling Waking the Villages direct line, by submitting an online request for services available at Waking the Villages website, or by texting, calling, or visiting Waking the Villages Prevention and Intervention team. When youth call that have not connected with 211 or completed a shelter survey, Waking the Village staff shall ensure a survey is completed and the youth are connected to 211.

Waking the Village also works with 211 to refer youth who may be experiencing any kind of housing instability or homelessness to Waking the Village's Prevention and Intervention (P&I) Team. Through system navigation, landlord/roommate mediation, warm hand-offs to appropriate services, family reunification, application and referral assistance, support connecting vouchers to housing, and other creative solutions, the P&I Team strives to advocate for and guide youth towards greater housing stability and healing.

VIII.PROGRAM RULES
The Village must incorporate as part of their program, a set of program or house rules that serve as protocols or guidelines for ensuring the safety and security of program participants, as well as program staff.

Program Rules should address safety and security concerns, and any agency policy and procedure for search and seizure of property (search, confiscation, and securing of weapons and other contraband).

Program Rules must be made available to City staff upon request.

Program Rules will be subject to review and approval by the City.

Program Rules must be client-centered to minimize barriers to accessing services and prevent/minimize exits from program due to Rules violations.

IX.PROGRAM EXITS
Clear Policies and Procedures for exiting participants must be established.

The Village must not exit participants that miss check-in for one (1) bed night.

Participants may be exited after three (3) consecutive days of unapproved absences.

Shelter may re-enroll participants that have been exited due to unapproved absences.

Shelter may exit participants when the following conditions are met:

Participant is successfully placed into permanent housing.

Participant relocates outside of Sacramento County.

Reunification services are utilized, or the participant self-resolves their housing crisis.

Participant is deemed a safety risk to self, other clients, or the contractors staff.

Participant requires a higher level of care than can be provided on-site and is connected to appropriate care provider.

Participants may not be exited due to the following:

Active substance use.

Active health issues unless participants health issues are deemed a risk to self or others and/or require a high level of care as noted above.

X.RECORD-KEEPING AND REPORTING
The Village shall maintain client files, in accordance with the requirements of HMIS operated by Sacramento Steps Forward and in accordance with HHAP program requirements. The Villages records will be made available upon request for inspection by the City and on the development of other types of reports upon request.

Waking the Village grants the City of Sacramento HMIS data and report access to the Village Shelter program.

Upon entry into the program, data on all clients will be entered into HMIS, pursuant to the data standards required by SSF. Additionally, within 72 hours of entry, all clients shall be assessed for their needs and housing options, which may include and is not limited to, an assessment through the Sacramento Homeless Continuum of Cares Coordinated Entry System as well as Pathways to Health and Home assessments.

All clients will have an individualized service plan with customized goals to advance them on their path towards permanent housing. Service plan goals and progress should be reported in the Monthly Shelter Report.

Monthly Shelter Reports
The Village will submit performance data to DCR each month using the Monthly Shelter Report, which is provided as Attachment 4 to this Agreement. Shelter Reports are due to the Department of Community Response (DCR) by the 10th of each month for the previous month.

HHAP Reporting
To comply with HHAP reporting requirements per California Health and Safety Code § 50221(a), § 50223(a), and § 50223(c), the Village will make available to the City, expenditure and program-level data associated with this contract. The Village shall provide this requested data to the City for the period funded by this agreement and subsequent extensions. In the event HHAP reporting requirements change over the course of the contract, the Village will work with the City to ensure reporting requirements are met.

XI.TERMINATION AND GRIEVANCE POLICIES
The Village must maintain a written set of Termination Policies and Procedures. The Village must submit a copy of said policies and procedures as required by this agreement. The said policies and procedures must satisfy what the City requires in all contractor grievance and termination policies and procedures.

These policies and procedures must be freely available to all program participants and staff.

Copies of the grievance policies and procedures must be clearly marked and made available to the program participants during intake. A summary of the program grievance resolution policies and procedures must be prominently displayed in common area(s) in the facility.

XII.OUTCOMES EXPECTED
Provide eight (8) units for pregnant and parenting transitional age youth (and their children) that includes daily connection to on-site case management and wellness stabilization services. so that 90% of youth exit to improved situations.

Maintain a shelter-unit utilization rate of 90% or higher over the 9-month contract term.

In the 9-month contract term, connect 80% of youth in the shelter to wellness services, 50% to employment and/or education programs, 90% to parenting supports, and 60% to childcare so that each youth improves long term housing stability through improved wellness and economic opportunities.

Ensure that transitions from shelter to next step housing do not derail housing stability and youth progress by facilitating warm hand offs between Waking the Village staff and the staff of next step housing and support service programs and by providing three months of aftercare so that 80% of youth living in shelter retain housing and support service connection for 12 months after program exit.

Provide intensive support in housing searches for youth with vouchers and rental subsidies so that youth in the shelter connect to apartments accepting subsidies and vouchers within 90 days of receipt of subsidy or voucher.

XIII.INCIDENT REPORTS
Upon the occurrence of any reportable event(s) identified below, the Village shall provide the specified information to the City. A telephone report shall be made immediately, followed by a written report within 48 hours.

Reportable incidents include but are not limited to:

Death of a shelter guest from any cause.

Any incident that results in a call to 911
Any facility-related injury requiring medical treatment excluding basic first aid.

All incidents of violence.

All cases of communicable disease reportable under Section 2502 of Title 17, California Code of Regulations. Any reportable incident under this category shall also be reported to the County Public Health Officer.

Fires or explosions that occur in or on the premises.

Any time shelter staff call 911 or when law enforcement, Fire, or EMT personnel respond to a guest while at the property.

Any damage to the shelter facility that renders part of the shelter uninhabitable or unusable.

Animal bites.

XIV.EVALUATION
At a minimum, the City will conduct monthly monitoring of The Village which may include, but is not limited to, evaluation of program operations, integrity of physical spaces, and engagement with shelter guests. Outside of this monitoring, the City may at any time evaluate this program, which may include monitoring client files or shelter sites. Waking the Village shall be given opportunities to participate in the evaluation process.

XV. Invoicing: Waking the Village
Waking the Village shall submit invoices monthly by the twenty-fifth (25th) of each month via email to [email protected] and
[email protected]. Invoices shall be prepared in accordance with Section 3 of the agreement. Invoices shall be detailed in accordance with the line items in the budget below and shall be based on actual costs incurred.

Only program activities detailed in the budget will be eligible for reimbursement. The City requires sufficient backup documentation to be included when submitting invoices. All backup documentation must be organized and labeled according to eligible costs outlined in Attachment 3.

COMPONENT CITY

REQUEST

OTHER FUNDING
SOURCE
(If applicable) TOTAL
Salary $ -

1.0 FTE Program Director @$29/hr/ave x 1560 hours. Provides oversight, training, and support to shelter team 45,240.00 $ 45,240.00

2.0 FTE Youth Development Directors @ $29/hr/ave x 1560 hrs x 2 staff: Provide case management to connect clients to housing and resources for long term stability and wellness. 90,480.00 $ 90,480.00

1.0 FTE House Director @ $27/hr/ave @ 1560 hours. Offer support & oversight to clients in the evening and overnight at each shelter site.

We anticipate each site housing 5 TAY and their children. 42,120.00 $ 42,120.00
.25 Outreach and Integration Director @ $22/hr/ave x 390 hours.

Provides outreach to connect and integrate youth to Village Shelter.

Coordinates entry with CAS. 8,580.00
$ 8,580.00
.1 FTE Data Manager @ $32/hr * 156 hours. Oversees accurate and timely data collection within HMIS and Plan Street. Reports outcomes to city monthly and quarterly. Trains team in documentation. 4,992.00 $ 4,992.00
Workers Comp Insurance @ 3% 5,742.36 $ 5,742.36
Payroll Taxes @ 8% 15,312.96 $ 15,312.96
Benefits (health, dental, vision, life) @ average of 7% of project payroll
13,398.84
$ 13,398.84
SUBTOTAL $ 225,866.16 $ - $ 225,866.16
Occupancy (Anticipated rent of $4800/mo = $43,200 annual + average utilities of $600/mo = $7200) * .75 year]: Cost associated with providing 8 rooms and related common spaces and utilties. 48,600.00
$ 48,600.00
Facility Maintenance ($1000/mo * 9 months): Yard service, pest service, and maintenance of shelter to ensure safety. 9,000.00 $ 9,000.00
Equipment - $ -
Communication ($200/mo phone + $120/mo internet x 9 mo):

Provided phones to 5 staff members and outfits 2 sites with internet connection for school, work, and resources. 2,880.00 $ 2,880.00
Program Supplies @ $3000/mo/ave * 9 months: Workshop
materials, diapers, school and work supplies, site furniture, sheets, towels, appliances, desks, beds, …. 27,500.00
$ 27,500.00
Travel/ Transportation @ $1000/mo/ave x 9 months: Gas, Lyfts, and bus passes for clients to connect to resources, jobs, and school. Costs for maintenance of existing shelter vehicles. Costs for staff mileage when using cars for client transport. 9,000.00 $ 9,000.00
Food @ $125/mo/ave per client * 16 clients = $2000/month x 9 months: Supplements client food stamps to ensure provision of 3 nutritious meals daily. 18,000.00
$ 18,000.00
Property/Auto/Liability Insurance @ 10% of $65,000 annual cost * .75 year: Percentage of WTV policy related to required shelter coverages. 4,875.00 $ 4,875.00
SUBTOTAL $ 119,855.00 $ - $ 119,855.00
Renter Assistance $ -
One-Time Housing Costs $ -
Moving Costs $ -
$ -
SUBTOTAL $ - $ - $ -
In-direct Costs (not to exceed 7%): Accounting and admin staff 24,198.84 24,198.84 TOTAL PROGRAM COSTS $ 369,920.00 $ - $ 369,920.00

STAFFING

OPERATIONS

REHOUSING SERVICES
Attachment 3: Budget
Waking the Village: The Village Family Shelter
Department of Community Response
Shelter Monthly Reporting Template
Shelter Name____________________________________ Reporting Period (mm/yy)________ Entrances/Exits
Total Number of Scheduled Intakes
Total Number of Accepted Intakes
Total Number of Involuntary Exits
Total Number of Exits to Improved Situations
Total Number of Exits to Homelessness
Total Number of Exits to Permanent Situations
Total Number of Exits to Unknown Destinations
Total Number of Exits
Case Management
Total number of Services provided
Total number of clients provided a service
Total number of clients with no service provided
Case Manager Ratio
Number of ISPs created
Number of ISPs updated
Percentage of clients with an ISP
Number of clients without an ISP
Total Percentage of completed ISP goals
Number of Client Grievances/Formal Complaints
Number of Clients who received a write up
DCR Use Only
% of Contract Completion __________ % of Budget Expenditure ____________ Service Provider Invoice total for reporting period ____________________________ Department of Community Response
Shelter Monthly Reporting Template
Narrative Summary
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Department of Community Response
Shelter Monthly Reporting Template
Instructions:

To comply with the City's records reporting requirement, this form must be submitted by the 10th of each month. The report should include data on participants that the City is funding as part of the program. Please follow the instructions below to align with the information required by the form
Entrances/Exits:

Total Number of Scheduled Intakes: Enter the total number of scheduled intake Total Number of Accepted Intakes: Enter the total number of participants and Total number of Involuntary Exits: Enter the total number of participants who were exited by the program operator due to failure to comply with program rules or policies.

Total Number of Exits to Improved Situations: Enter the total number of participants who exited the program to any of the following destinations: group homes; medical facilities; long-term care facilities; psychiatric facilities; substance abuse facilities; exits to transitional housing; residential projects; halfway homes; hotel or motel, with or without voucher; host home; staying with family or friends; transfer to another emergency shelter.

Total Number of Exits to Homelessness: Enter the total number of participants who exited the program to a location that is not ordinarily used as regular sleeping accommodation for people.

Total Number of Exits to Unknown Destinations: Enter the total count of participants who exited the program, but whose whereabouts are unknown.

Total Number of Exits: Enter the total count of program exits, including those categorized as Involuntary, Improved, Homelessness, Permanent, and Unknown. Case Management:

Total number of Services provided:
corresponding Case Management documentation in HMIS) for each of the following Department of Community Response
Shelter Monthly Reporting Template
categories: Alcohol and Drug Abuse Services, Credit Repair, Education, Employment Assistance, Employment, Financial, HIV/Aids, Legal Services, Life Skills, Medical Health Total number of clients provided a service: Enter the total number of participants who were provided with at least one service during the reporting period. This number must correspond with an HMIS data entry of provided service.

Total number of clients with no service provided: Enter the count of clients or participants who were not provided with at least one service during the reporting period.

Case Manager Ratio: Enter the average monthly client census divided by the number of Case Managers employed by the program expressed as a ratio.

Number of ISPs created: Number of new Individualized Service Plans (ISPs) created. ISPs can use the ISP feature in HMIS or existing documents. ISPs goals should jointly created by the client and Case Manager and be designed to address the client’s unique goals with deadlines. ISPs not using the HMIS ISP template should be uploaded into HMIS.

Number of ISPs updated: Number of existing ISPs that have been updated during the reporting period (completed goal, new goal or changed goal) Percentage of clients with an ISP: Enter the percentage of clients who currently have active Individualized Service Plans (ISPs).

Number of clients without an ISP: Enter the number of clients who currently do not have an active Individual Support Plan (ISP).

Total Percentage of completed ISP goals: Provide the percentage of Individualized Service Plan (ISP) goals that were completed during the reporting period.

Number of Client Grievances/Formal Complaints: Enter the total number of distinct clients who submitted a formal grievance or complaint during the reporting period.

Number of Clients who received a write-up: Please provide the total count of clients who have received a formal write-up.

Narrative Summary:
changes in services or policies, challenges faced, and successes achieved. This is also the place to mention any special events, partnerships, or initiatives that occurred. Additionally, note any trends observed in the population served or other noteworthy information that provides context for the numerical data reported.

Attachment : WAKING THE VILLAGE GOOD NEIGHBOR POLICY

FOR THE VILLAGE SHELTER
Purpose: This Good Neighbor Policy is designed to recognize the need for communication, understanding, and mutual respect to foster positive relationships and pro-actively prevent issues that The Village Shelter may encounter when operating in local residential neighborhoods.

This Good Neighbor Policy ensures a mechanism to gather input, facilitate the timely exchange of ideas and issues, to work toward proactive solutions, and ensure all parties have a full voice to ensure collective success. This Policy is applicable to Waking the Village staff and clients, service partners who visit the shelter, and visitors. It is shaped by feedback from these entitiesand periodic progress reporting will be made regarding the implementation of this shelter program.

Waking the Village deeply values the important role that the neighborhood at large can play in helping our youth and children achieve their goals. As a responsible and accountable neighbor, we welcome feedback from our neighbors and will enter into a signed agreement with community stakeholders and public entities to ensure that the goals of the program can be met while at the same time actively minimizing and preventing potential impacts to the neighborhood.

We believe that Waking the Village can make a positive impact on the neighborhoods our programs are part of, and we are committed to contributing to improve our neighborhoods through crime prevention, community unity, the promotion of ethical action, destigmatization, and community education.

Our program: Our Village Shelter provides housing and support to pregnant and parenting youth (18 to 4 years old) experiencing homelessness. Young parents and their children share a home and partner daily with staff to pursue goals toward self-sufficiency.

The Village Shelter Administration: Our Village Shelter is a program of Waking the Village, a 501c3 nonprofit founded in 1999. Our Shelter Team includes a Shelter Director, two case managers, and two House Directors providing on-site support to the youth and children each day.

We welcome ideas, offerings, concerns, and feedback. We commit to response within 24 hours, but most often will reply immediately. To contact us:

Call or Text: Our Office Manager is available at 916-601-2979. Email: [email protected] Mail: PO Box 160085, Sacramento, CA 95816.

Statement of Inherent Rights: This Policy is based on the assumption of certain basic rights.

Waking the Village staff, partner entities, clients, visitors, businesses, and our neighbors have a right to be treated with respect and dignity, personal safety, safe and quiet enjoyment of their properties and public spaces, and services to meet their needs.

Mutual Goals of the Good Neighbor Policy: Waking the Village and its impacted parties entering into this Policy share a common desire to:
• Create a peaceful, safe, clean, and beautiful neighborhood and community; • Support diversity and inclusion;
• Support and foster the success of clients;
• Respecting others and their property;
• Share respectful, open and honest communication;
• Help each other address concerns and solve problems;
• Maintain a peaceful, safe, and clean neighborhood and community; • Offer public service for the benefit of the neighborhood and community; • Be an active partner that works to help sustain the overall surroundings and economic environment of the immediate neighborhood
Communication: Waking the Village is committed to ensuring our neighbors, our clients, and all who engage our programs can easy connect with us to share feedback and concerns. The following practices support healthy communication:
• Contact List. Waking the Village maintains a current phone and email list of all Waking the Village shelter and service staff, including our leadership team. This list also identifies who can be contacted to address any emergencies, both within the agency and within the community. • Incident Log. Waking the Village maintains an incident log and records any incidents, issues, or complaints that arise from our operation. Citizen complaints are logged and forwarded to the Executive Director and the Housing Programs Director for prompt investigation and resolution.
• Dispute Resolution. Waking the Village defines and commits to procedures for resolving disputes and complaints on an expedited basis. Disputes and complaints are given high priority. • Meetings. Waking the Village meets with neighbors upon request. When desired, we join neighborhood meetings and associations to facilitate proactive communication. • Client Agreements. Waking the Village’s youth and young adults sign agreements the day they move in or engage services that define what it means to be a good neighbor. Our staff are on-site daily to ensure our site and the youth and children living within it abide the rules and agreements that ensure we are good neighbors. When clients violates these agreements, they are given additional orientation and support to succeed. Repeat violators will be exited from the housing site.
• Community Involvement. As a member of the community, Waking the Village encourages staff and residents to be involved in the community. This includes attending local Neighborhood and Business Association Meetings and participating in neighborhood functions and activities. • Meetings with City Representatives. Waking the Village ensures city representatives have a direct line to the Executive Director to provide feedback or address any concerns from neighbors or community members.

Issue Resolution:

The Policy is predicated on the assumption that Waking the Village and its staff and partners will:
• Participate in collaborative problem solving around issues that arise in the area of the facility;
• Use and promote direct, respectful, and civil communication; • Encourage a sense of safety, welcome, and investment in the neighborhood; • Report crime and suspicious activities in the neighborhood to the Police Department; and
• Jointly and directly resolve problems as quickly as possible with the first line of communication accomplished as one-on-one dialog via in- person conversation, a telephone call, or an email with the parties involved before escalating to a higher level.

If the steps above do not resolve the issues, community complaints about the facility can be submitted to the Department of Community Response through 311 or by contacting Waking the Village’s point of contact: Sabrina Burigsay-Wilson; 916-808-7942; [email protected]. The City is committed to an expeditious response and will consider resolution of community complaints a high priority. The City will respond to the complaining party with an update on the status of their complaint within four business days of receiving the complaint.

Operations:
• Signage and Emergency Contacts. Waking the Village’s housing sites look like any other house in the neighborhood. We do not post corporate signage as the shelter is not open to the public and needs to maintain confidentiality to protect our youth who are often escaping domestic violence, trafficking, or abuse. We inform community members about names and phone numbers of an emergency contact by ensuring staff emergency contact cards are on site to distribute to any requesting neighbor.
• Client Intake Rules. All clients are referred through the Coordinated Access System. We interview and engage potential clients off-site and do not allow anyone to come to the housing sites to seek services. Clients are transported to the shelter by staff on their move -in day and the staff devote the day to orientation, intake, and room set-up. • On-Site Only. Waking the Village ensures that all operations take place on-site and that no services, partner entity, or client activities occur in the public right-of-way. • Cleanliness. Waking the Village ensures that the site is inspected and maintained daily to be free and clear of litter.
• Outdoor Storage. Each household has a private room and may store belongings in that room. If a client has belonging beyond what the room can hold, they are assisted in finding off-site storage. We do not allow outside storage of belongings at our housing sites. • Obstructions. Sidewalks, entryways, driveways immediately adjacent to and surrounding the site shall be unobstructed.
• Graffiti. Within 72 hours of receiving notice from the City of graffiti on the walls, Waking the Village removes the graffiti and restores the wall to its original condition. This has never happened at our housing sites.
• Parking. Staff members and service providers of the shelter shall park in the shelter driveway, in front of the shelter, or in unassigned street parking that does not interfere with neighbor’s ability to park. We honor any neighbor requests to never park in front of their house, even when it is street parking.
• Loitering is prohibited. Youth and children living at the site are encouraged to use the back yard, the local park, and our inside spaces to gather.
• Sanitation. Staff, partner entities, clients, and visitors shall not litter or dispose of items that would generate litter in the neighborhood.
• Noise. Noise will be kept under control. Amplified sounds shall not be audible from the property line. Excessive noise will be actively monitored and prohibited. • Smoking. Smoking is prohibited on the public right- of-way. Smoking is only allowed at designated locations away from neighboring properties so that smoke does not intrude on neighboring properties.

Client Support: The shelter is open 24/7 for shelter resident and provides housing and support for pregnant and parenting youth and young adults- and their children- who live on-site. The shelter provides access to:
• Showers, bathrooms, and grooming facilities.
• Washer and dryer
• A private, locked bedroom for each household that includes a closet for clients’ personal property
• Full kitchen to prepare meals and store groceries
• Internet access
• On-site case management each weekday to address needs and work toward self-sufficiency • Evening and overnight support from the House Directors Code of Conduct:

Waking the Village upholds procedures for maintaining safe and healthy conditions at and around the program site. Youth entering the shelters receive information, both written and verbal, regarding safety, health and security rules and regulations. Such rules will also be provided to neighborhood businesses, residents, and community partners upon request. All clients sign the agreement below on the day of move in:

Waking the Village Shelter Program Policies
Waking the Village centers on making excellent use of each day so you are ready for moving on to your next step.

Working toward your goals: From 9 am to 4 pm each weekday, you work toward your goals.

You define these goals. They may include school, job, counseling, appointments, exercise, quality time with your child, and anything that builds a stronger future and a stronger you. It's your choice and you define the work you want to do to meet your goals in employment, wellness, education, parenting, health, and leadership.

Plan your week carefully. Each week, residents and staff create and post on the wall a detailed calendar of appointments, classes or work shifts, requests for support, coaching sessions, and pass requests. This helps us plan to provide the support you need. Passes allow you to communicate to the House Director when you will be away from the house. Passes can only be approved by House Directors.

Making great use of 35 hours out of the 168 hours we have each week: Our program centers on making good use of at least 35 hours each week. Between 9 and 4 on weekdays, we limit time on cell phones and screens. TVs are turned off. Your week is carefully planned and posted in a calendar that reflects your goals for the week. You also make time for community, for wellness, and for socializing.

Sunday through Thursday, adult residents should be in bed at a time that allows them to be wellrested for the next day. A good night’s sleep ensures wellness and the capacity to show up for the day we planned.

Honor your coaching sessions. You will see your coach often and meet at least once a week for in-depth coaching and support of your goals.

Save: We have several examples of how to best save your income so that you are ready for move out. You will work closely with your coach to pick a plan for you. We recommend you save 75% of all your income for the future. This money will ensure you have rent, deposits, and money to furnish your future housing site. We recommend saving 75% of your money from cash aid, paychecks, financial aid, SSI, child support, or whatever should be saved. Waking the Village will also pay 10% interest on the first $3000 you save. This is over 4 times more than bank savings accounts currently pay. If you are saving for a car, we recommend leaving at least $1500 in your savings account after purchasing the car so you have money for moving out.

Build a Healthy Support Network: You will build a strong relationship with your Coach and House Director. You’ll connect to people in your community that will support you as a parent and as an adult. You’ll connect to a good doctor, a good counselor, and a good dentist.

Waking the Village centers on healthy and respectful community Be active in the WTV community: This is not a crash pad. Each morning, you can engage with staff and all our programs to get inspired or learn something new. You’ll attend house meetings once a week to divvy up chores and talk about your concerns. The week is full of opportunities for daily coaching, arts and wellness workshops, employment coaching and job workshops, parenting groups and one-on-one coaching, housing navigation support and fun community days.

These help us grow as a community and help our youth grow into leaders. We hope you'll attend program events unless you have communicated a need to be elsewhere.

Honor the diversity of our community: One of the best things about living in community is the many identities you get to engage with each day. Given this, Waking the Village will not tolerate racial slurs or derogatory remarks towards fellow residents or neighbors. It can lead to exit.

Please be extremely mindful of the language you use. Sometimes speech that people find hurtful and that children are protected from is in music and slang and other places. We ask that in all common spaces, we use kind speech.

Use respectful speech: There will be times of frustration. Make sure to be careful with your words and take a breather before you speak in anger. Residents have been exited for threats to staff, to other clients, to their partners, and to their children. Take time to consider things you sometimes say in anger that might be seen as a threat and work to communicate frustrations in a way that creates change without damage to relationships.

Keep the home clean and safe for everyone: This is your home and you do your part to make it a beautiful space. Each resident commits to completing their chores and keeping their room tidy.

Food, drinks, and dishes are only allowed in the kitchen and dining area.

Be a committed parent: When your child is awake and in your care, you will be loving and interactive so that your child may know who loves them most dearly. You will discipline with love. Read and play together daily. Nourish with healthy meals and bedtimes.

You are responsible for your child at all times. If you are working, talking on the phone, studying, or doing chores, it is your responsibility to ensure your child receives care and attention while you are busy. If your child is being cared for by other residents, a babysitting contract must be completed. All prescription and over-the-counter drugs must be carefully stored in a raised cabinet out of children’s reach.

Communicate concerns effectively: It can be challenging living in community! We are open to your feedback and your ideas about what can be improved! Please communicate grievances or concerns in an effective way. Speak directly to the community member you have issue with, or ask your coach or house director to guide a discussion regarding the issue. Gossip, silent treatment, bottling up, or bringing negative feelings into a group setting hurt our community. We also have spaces like Youth Council and House meetings to address concerns.

Communicate with Waking the Village community members. When you have a change of schedule, a need, or a change in plans, communicate it to your coach, house director, or any WTV members impacted.

Confidentiality of sites and other clients: The address to the house must stay confidential unless otherwise approved by a staff member. This ensures clients are safe. You may not invite family or friends to visit the houses unless the staff have given advance approval. Mail must be addressed to the agency post office box that your coach provides. Honor other residents’ rights to confidentiality. Do not share with others or post on internet sites information about other residents.

Be good neighbors: We care about our neighbors and being a positive space in our community.

No honking horns, yelling, hanging out in the front yard smoking, playing loud music, driving recklessly, or disturbing the peace of the neighborhood in any way. If you own a car, be mindful about parking in the driveway or in front of the house. Do not block neighbor’s driveways or primarily parking spots.

No smoking: You may not smoke in or around the houses. If you smoke, you must be walking and at least 100 ft from the front door.

The Common Sense Rules: No weapons. No excessive swearing. No fighting or wrestling. No knives. No candles or open flames. No gang affiliated clothes, behaviors, music, or postings. No vandalism or destruction of property.

No drug or alcohol use on site: Drug and alcohol use is strictly prohibited on WTV’s sites.

WTV does require testing for drug and alcohol use when we are concerned about your safety of the safety of your community. If you do decide to use substances or alcohol, you must plan for safe, off-site use that reduces the potential for harm to you and your community. As a community that welcomes children, it is critical that this policy be honored. (end of Shelter Program Policies document)
Defined Dates:

The Good Neighbor Policy is currently in effect at all our housing sites and remains in effect until the closure of the program site or when all parties to the Policy agree that the Policy should be discontinued.

Terms of Amendment:

This policy may be amended by consensus of all parties to the Policy and will undergo review at least annually, or on an as needed basis to ensure success of the Policy.

Legal Status of the Policy:

All parties to this Policy understand that this Policy is NOT a legally binding contract and is not intended to be by the parties.

COMPONENT TOTAL
(4.5 FTE) Support Staff $ 140,400.00
(1.0 FTE) Assistant Manager - Coordinator $ 40,560.00
(1.0 FTE) Case Manager $ 38,220.00
(0.2 FTE) Program Manager $ 10,920.00
(0.2 FTE) Director of Programs & Operations $ 14,040.00 (0.2 FTE) Director of Community Info & Compliance $ 14,040.00 (0.22 FTE) Data and Administrative Assistant $ 9,609.60 (0.05 FTE) Chief Executive Officer $ 7,125.00
STAFFING $ 274,914.60
Benefits & Taxes (15%) $ 41,237.19
SUBTOTAL $ 316,151.79
Occupancy (Drop-in Center for 9-5, meals, CM, etc.) $ 27,000.00 Shelter & Office Rent (5th Ave. Rent) $ 22,500.00
Utilities $ 9,000.00
Facility Maintenance $ 10,125.00
Equipment (lap tops, cameras, security, etc.) $ 1,875.00 Communication $ 2,625.00
Office Supplies $ 750.00
Travel/ Transportation (bus passes, etc.) $ 1,500.00
Technology $ 3,000.00
Direct Participant Support $ 5,625.00
Program Ops (cleaning supplies, food, etc.) $ 15,375.00 Training (CPR, Narcan, etc.) $ 375.00
Shelter Furniture & Appliances $ 3,000.00
SUBTOTAL $ 102,750.00
Renter Assistance $ 6,375.00
One-Time Housing Costs $ 1,875.00
Moving Costs $ 562.50
$ -
SUBTOTAL $ 8,812.50
In-direct Costs (not to exceed 7%) $ 29,940.00
TOTAL PROGRAM COSTS $ 457,654.29

STAFFING

OPERATIONS

REHOUSING SERVICES
Attachment 3: Budget
Wind Youth Services - Common Ground
Department of Community Response
Shelter Monthly Reporting Template
Shelter Name____________________________________ Reporting Period (mm/yy)________ Entrances/Exits
Total Number of Scheduled Intakes
Total Number of Accepted Intakes
Total Number of Involuntary Exits
Total Number of Exits to Improved Situations
Total Number of Exits to Homelessness
Total Number of Exits to Permanent Situations
Total Number of Exits to Unknown Destinations
Total Number of Exits
Case Management
Total number of Services provided
Total number of clients provided a service
Total number of clients with no service provided
Case Manager Ratio
Number of ISPs created
Number of ISPs updated
Percentage of clients with an ISP
Number of clients without an ISP
Total Percentage of completed ISP goals
Number of Client Grievances/Formal Complaints
Number of Clients who received a write up
DCR Use Only
% of Contract Completion __________ % of Budget Expenditure ____________ Service Provider Invoice total for reporting period ____________________________ Department of Community Response
Shelter Monthly Reporting Template
Narrative Summary
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Department of Community Response
Shelter Monthly Reporting Template
Instructions: