Special Meeting on City Funded Homeless
Initiatives & Navigation Center
Presented by:
Cassandra Searcy
Deputy Director of Housing & Homelessness
City’s Strategy
City’s Homeless Landscape
Street Outreach and ERF Team
PEACE Team & Street Medicine
Motel Vouchers/Interim Shelter
Rapid Rehousing
Hygiene & Support
Navigation Centers
Homekey Partnership with
Lutheran
SB HOPE Campus
Affordable Housing Expansion
Challenges & Opportunities
In 2025, the city experienced an
8% increase in its unhoused
population, rising from 1,417
individuals in 2024 to 1,535 this
year. While this rise is
concerning, it reflects a broader
regional and national trend, and
more importantly, it highlights
the urgency of our work.
Homelessness in San Bernardino
Key Challenges:
• High Unsheltered Rate
• Overwhelming Need for Rental
Assistance
• Youth Housing Insecurity
• Limited Outreach Capacity
40 % of the County’s Unhoused Population
Reside in the City of San Bernardino
City Homeless Data 2020-2025
Unsheltered individuals
continue to comprise the
majority of the total
homeless population
186 358 276 337 438
823 992 1017 977 981
50 120 200 103 116
1056 1350 1502 1417 1535
Sheltered
Unsheltered
Transitional
Total
2020 2022 2023 2024 20250
200
400
600
800
1000
1200
1400
1600
1800
186
358
276
337
438
823
992 1017
977 981
50 120
200
103 116
1056
1350
1502
1417
1535
City of San Bernardino Homelessness Data 2020-2025
Sheltered
Unsheltered
Transitional
Total
Linear(Total)
Homeless Demographic Snapshot
•Chronically Homeless: 48%
•First-Time Homeless: 35%
•No Monthly Income: 69%
•Mental Health Disability: 25%
•Substance Use Disorder: 38%
•Incarcerated in Past 12 Months: 17%
Regulatory Landscape
Key Distinctions
1. Anti-Camping Ordinance
A law that regulates the usage of public spaces.
Prohibits erecting tents or other structures in public
spaces.
Prohibits the storage of personal property in public
spaces.
2. Enforcement Against Public Drug Use
Cities must demonstrate the enforcement of
laws/ordinance that prohibits the public consumption
of illicit drugs to improve the health and safety of
public spaces.
3. Shift toward treatment and recovery. Moving away
from Housing First Model
4. Strict enforcement of federal immigration-related
requirements.
Obligate
Spend
Allocate
Funding Cycle Overview
Federal Funding Sources
• Allocate
• Establish a plan or amendment.
• Hold public hearing and obtain Council approval.
• Submit approved plan to HUD and/or HCD.
• Obligate
• Develop specific programs or projects.
• Release and evaluate RFPs.
• Award contracts to qualified vendors.
• Spend
• Receive invoices from vendors.
• Evaluate and pay approved invoices.
• Report expenditures to HUD and/or HCD.
State and Federal Funding Overview
Sources
• ARPA American Rescue Plan Act
• CDBG Community Development Block Grant
• CDBG-CV CDBG Cares Act (Coronavirus Aid)
• HOME HOME Investment Partnership
• HOME-ARP HOME Investment Partnership ARPA
• ESG Emergency Solutions Grant
• PLHA Permanent Local Housing Act
• ERF Encampment Resolution Fund
• HHAP Homeless Housing, Assistance & Prevention
Complexities
• Each source has its own set of deadline requirements
• Each source has its own usage requirements/restrictions • Each source requires State or Federal approval
Funding Sources Deadlines
HOME-ARP
CDBG-CV
ARPA
2024 2025 2026 2027 2028 2029 2030 2031
Expenditure Deadline
9/30/2030
Expenditure Deadline
10/31/2026
Expenditure Deadline
12/31/2026
Obligation Deadline
12/31/2024
One Time Funding Sources
Navigation Center Completion
Estimated 12/30/2026
ERF
Expenditure Deadline
4/18/2028
Funding Challenges
SB HOPE CAMPUS ≈ $35M
• $11.6M ARPA
• $4.5M HOME ARP
• $2.9M CDBG
• $1.3M HHAP
• $2.1M Healthcare
• $1.3M Low Mod funds
$23.7M Total
• $1.9M CDBG (Pending)
____________________________________
Lutheran Social Services ≈ $38M Homekey
• $5M ARPA
• $1.7M PLHA
SB HOPE CAMPUS
• $11.7M Shortfall,
• $1.9M CDBG Allocation
v Mayor and City Council Approval
v SB County Request for funds
v Reallocation of Unspent Funds
v Authorization for Federal and State
adjustments.
v Amendments to Spending Plan
_____________________________________
Lutheran Social Services ≈ $38M Homekey
v Mayor and City Council Approval
v HCD Authorization
v Draft Regulatory Agreements and
Promissory Note
Homeless Response System
At Risk of
Homelessness Experiencing Homelessness Formerly Experienced Homelessness
Outreach
& Support Services Shelter Housing Options Prevention
Prevention Efforts
Salvation Army – Prevention
Program
Outreach Efforts
• Salvation Army
• SB Street Outreach (ERF)
• P .E.A.C.E Team SB PD
• Family Assistance (TAY)
Shelter Efforts
• Salvation Army
• Lutheran Social Services
• SB Motel Voucher
Program
Housing Efforts
Rapid Re-housing
• Salvation Army
• B.E.J.C.R.C (Ben Jones)
• Family Service Association
of Redlands
• Interim H. – VARP
Outreach Services
The Salvation Army
Street Outreach
The Salvation Army partners with the City
of San Bernardino to operate a full-time
outreach and engagement team
addressing homelessness across the
city’s 62 square miles.
Street Outreach Team –
Encampment
Resolution Fund (ERF)
Initiative
The ERF-funded Street
Outreach Team engages
individuals experiencing
unsheltered homelessness
across San Bernardino,
focusing on encampments and
high-need areas to connect
people with housing, services,
and safety resources.
Since 2024, the city’s Street Outreach teams have connected with over 4,434 individuals experiencing homelessness in San Bernardino. These numbers represent not just engagements, but real pathways toward housing, health, and stability.
Breakdown of Key Services:
Outreach Key Impacts
138
56 32
46 Documentation Assitance Permanent Housing
Medical Services Family Reunification
0 500
1000
1500
2000
2500
1974
454
726
19 172
Services Acceptanced Shelter Referrals SUDx Referrals Interim Referrals Rapid Re-Housing Hygiene and Support
Community Action Partnership
(CAPS)
Mobile Shower & Laundry
Program
Provides free mobile hygiene services—
showers and laundry—for individuals
experiencing homelessness in
San Bernardino, to improve dignity, health,
and access to pathways out of
homelessness.
Hygiene & Support
Mobile Shower Program (CAPSBC)
• 28-foot-long mobile unit
• 3 full-service restrooms
• 2 washers
• 2 dryers
• Current Status
• Fully operational
• Rotates twice a week
• Operates every month
• To date CAPSBC has provided:
• 249 showers
Addressing Encampments
Coordinated
Encampment
Response: PD • Public
Works • Housing &
Homeless Services
• Encampments
• Homelessness/Vagrancy
• Trash
How the Process Works-CRM
Breakdown
San Bernardino PD specialized unit- The PEACE Team
Focuses on a mix of enforcement, safety and community
support.
• Proactive Enforcement: Conducts proactive patrols to identify and address potential issues before they escalate. Responds to concerns from residents, businesses, and property owners regarding unauthorized use of private property.
• Community Outreach: Works directly with individuals experiencing homelessness. Engaging with individuals in the public right-of-way (streets, sidewalks, parks, and other public spaces), ensuring safety, accessibility, and compliance with local ordinances.
• Partnership Work: Collaborates with other city departments, nonprofits, and service providers. Bridges the gap between traditional policing and social service response.
San Bernardino PD – PEACE
Team
PEACE Team 2025 Accomplishments
• Expanded the PEACE Team and launched enhanced efforts to address nuisance issues such as neighborhood blight, illegal dumping, and encampments to enhance the community's quality of life • Secured funding and partnership opportunities to increase additional resources and support overall community well-being
• Offered resources to over 1,046 individuals, with approximately 564 individuals accepting them • Over 330 housing referrals were made by the PEACE Team to support the unhoused population • Removed over 558,760 lbs. of waste, including hazardous waste, from public spaces • Responded to and addressed over 1,390 CRM requests relating to encampments, while offering resources to individuals on-site
San Bernardino PD – PEACE
Team
BSCC Prop 47 Funding supports
partnering with St John’s
Community Health
ü Mental Health
ü Substance Use Disorder Treatment
ü Case Management
ü Conflict Mediation
ü Re-Entry Support
ü Workforce Readiness Training
ü Street Medicine
Prop 47 Funding
Motel Voucher Program & Interim Housing
Motel Voucher Program
Purpose
• Short-term solution
• Up to 200 beds with on-call services
• Provides temporary relocation
Goals
• Enhances City’s ability to provide outreach services. • Improves Quality of Life/Health and Safety.
Activity
• Vouchers Issued: 798
• Number of Motel nights: 12, 605
Pending
• Meal Program
• Onsight Case Management
Motel Voucher Program
Funding Sources
• ARPA $ 973,500
• CDBG-CV $ 540,401
• PLHA 2019 $1,237,939
• Total: $2,751,840
State and Federal Funds
• No impact on the City’s General Fund.
• Strict obligation and expenditure deadlines.
• Approved by the Mayor and City Council (12/6/2023 &
3/6/2024).
• Approved by the State and Federal governments.
Motel Voucher Program
Impact
Service Provider: VARP , Inc.
• Service Description: Supportive interim housing for individuals from prioritized encampment
• Capacity and Service Duration:
• 12 beds: 6 male, 6 female
• 42 individuals served annually
• Up to 6 months stay (case-by-case extensions)
• Specific Services:
• Safe accommodations, meals, mental health counseling, medical access, case management, housing placement
• Pet Program
Interim Shelter Program-ERF
Rapid Rehousing
Service Providers: The Salvation
Army, Benjamin E. Jones Community
Resource Center & Family Service
Association of Redlands
• Direct Financial Assistance ( Rental
Support up to 6 mos., Utility
deposits, Move-in Cost)
• Intensive Case Management &
Housing Navigation
• Individualized – Self-Sufficient
Planning
• Monthly progress reporting &
HMIS data entry
• Integration with local Continuum
of Care Systems
Mot
Rapid Rehousing
Building Capacity & Systems
Building Capacity & Systems
Deep Blue Software
Collaborative Pilot Program between the City’s Housing & Homelessness Division & PD
City Ownership & Control
City retains proprietary rights and governance
over the system and data.
️
Data-Driven Decision-
Making
Supports policy decisions, grant
compliance, reporting, and efficiency.
Real-Time Operational Tracking
Track outreach, service delivery, refusals,
and encampment activity in real time.⏱
️
Integrated Service Coordination
Single shared platform improves
coordination of homeless services.
Standardized Data Collection
Consistent data across departments:
demographics, services, locations, outcomes.
Reduced Duplication of Efforts
Minimizes fragmented and duplicative
outreach across departments.
️
Shelter Bed Capacity Overview
Shelter Bed Capacity Increases in 2025
2024 Total: 658 Beds | 2025 Total: 930 Beds
Shelter Organization Demographic 2024 Beds 2025 Capacity Lutheran Social Services Men 70 210
The Salvation Army Women w/ Children & Single Women 95 142 Restoration House of Refuge Men & Women 18 18
Operation Grace Women & Children, Single M/F 6 38
Welcome Home (FAP) LGBTQ (TAY), 18–24 7 36
Family Assistance Program Families & TAY 6 18
Time for Change Foundation Women & Children 18 18
Mary’s Mercy Center Men 75 75
Mary’s Haven Women & Children 35 35
The Way World Outreach Men, Women & Children 70 70
Pacific Village (County) Men & Women (DBH referrals) 28 28 City Interim Shelter (MV & VARP
ERF)
Men, Women & Families 200 212
TOTAL 658 930
Citywide Shelter
Capacity
Expansion (2024-
2025)
Total Shelter Beds Increased by +502 Citywide
Provider 2024 Beds 2025 Beds Increase
Lutheran Social
Services
70 210 +140
The Salvation Army 95 142 +47
Operation Grace 6 38 +32
Welcome Home
(FAP)
7 36 +29
Family Assistance
Program
6 18 +12
City Interim Shelter 200 212 +12
Navigation Centers
SB Community Wellness Campus (SBCWC)
• $35M Homekey Project
• Capacity:140 Non-Congregant Beds
• Onsite Medical Clinic
• Certificate of Occupancy: January 9, 2026 (tentative)
From
Concept
to Reality
Conceptual
SB HOPE Campus – Navigation Center (Conceptual)
200-Bed Navigation Center | Illustrative Rendering (Not Final Design) SB HOPE Campus
Operations Phase I
& II
SB HOPE Campus
SB HOPE Campus – Design Features
200-Bed Navigation Center | Illustrative Rendering (Not Final Design) •Welcoming, Residential Scaled Design
Architecture and materials are selected to create a warm, dignified environment that feels supportive rather than institutional.
•Durable Acrylic Façade Cladding
The exterior incorporates acrylic-based cladding systems that are highly durable, weather-resistant, and designed for long-term performance. This system resists cracking and fading, allows for easier repairs, and provides a clean, contemporary appearance. •Calming Color Palette
Warm, neutral tones with subtle accent colors are used to promote comfort, clarity, and a sense of stability for residents.
•Supportive Onsite Amenities
A fully equipped commercial kitchen supports daily meal service, complemented by flexible indoor spaces for counseling, classes, events and community programming. •Pet Friendly & Inclusive Features
Kennels, a pet wash station, and an outdoor dog run allow residents to remain with their pets, reducing barriers to care and housing stability.
•Outdoor Gathering & Social Spaces
Landscaped gathering areas and shaded seating encourage rest, connection, and community building in a safe, supervised environment.
SB HOPE Campus
Current Status
• Design-Build Process
• Two-step process
• Design & Construction in one award
• Award was based on “Best Value”
• RFQ Released on January 3, 2024
• RFP Released on March 18, 2024
Project Timeline
• Est Design Completion 1/9/26
• GC Award Date 1/21/26
• Est Construction Commences 2/12/26
• Est Construction Completion 12/31/26
• Contracts awarded December 2024
• Initial Design work commenced January
• Project delayed due to change in City
Management
• Project transferred to Public Works in March
2025
• Design lock site plan occurred in April 2025
• Architectural layout of interior spaces is
currently being completed by Mandeville
• General civil engineering plans already
reviewed by various departments and final
submittal in process
• Weekly construction administration and
design meetings coordinated with Mandeville,
Crede, Homeless and Public Work Depts
$19.39
Million
$9.77
Million
$21.80
Million
Committed Pending Potential
Funding
Navigation Center Development Funds
Current FUNDING GAP $2,894,662 *Estimated cost; subject to change when GC contract is awarded Sources Amount
ARPA $11,344,785
HOME-ARP $4,299,672
CDBG $2,975,579
HHAP $808,358
Hospitals $2,195,000
SB County (Pending) $11,000,000
Total $32,623,421
Project Uses Amount
Hard Cost Modular/Mandeville $10,093,027
Hard Cost General Contractor (Estimate)* $17,285,708
Hard Cost Contingency $2,009,903
Soft Cost (Legal, Environmental, Inspections,
Solar PV, Green, Consultants, Utility
Connection Fees, Assessments, Etc.) $5,629,445
Soft Cost Contingency $500,000
Total $35,518,083
Operational Funding Sources
Identified Funding Sources for Phase I and II
PHASE I – 100 Beds
Total Annual Operating Cost (Max)
$1,638,429.50
City Annual Contribution
$300,000
PHASE II – 200 Beds
Total Annual Operating Cost (Max)
$3,282,924.50
City Annual Contribution
$300,000
City exposure is limited to $300,000 annually under current assumptions; maximum exposure equals total operating cost if external revenues are not realized.
Annual Operating Cost & City Exposure
Over 95% of ongoing operating costs may be offset
through CalAIM reimbursements
Why the City’s Cost Is Low?
CalAIM / Medi-Cal Revenue
PHASE I – 100 Beds
Operating Cost (No CalAIM)
$7,165,985
Anticipated CalAIM / Medi-Cal Revenue
–$6,852,445
Net Operating Cost
$1,638,429.50
PHASE II – 200 Beds
Operating Cost (No CalAIM)
$10,664,458
Anticipated CalAIM / Medi-Cal Revenue
–$10,824,458
Net Operating Cost (Maximum)
$3,282,924.50
CalAI/Medi-Cal reimbursement is expected to cover the majority of operating costs, significantly reducing the City’s annual financial obligation.
CalAIM Revenue Risk: City Exposure
Consideration
Risk if CalAIM/Medi-Cal Underperforms
• CalAIM reimbursement levels are dependent on enrollment, utilization, and State policy. • If revenues fall short, the City could face increased operating cost exposure. • Reliance on a single revenue source creates fiscal vulnerability.
This risk underscores the importance of diversified and shared funding sources.
CalAIM allows the Operator to recover Medi-Cal reimbursement for eligible services that support housing stability, health, and whole-person care. care.
This risk underscores the importance of diversified and shared funding sources.
Rationale for a Regional Cost-Sharing Model
Why Regional Cost Sharing Makes Sense
• There is a high probability that SB HOPE Campus will serve individuals from across the region, not solely City residents. • Benefits include reduced emergency room usage, law enforcement demand, and public health impacts. • Shared funding distributes financial risk and improves long-term sustainability. • Regional funding model strengthens fiscal stability while preserving city access and oversight Regional Partnership Model
Regional Investment Approach
$200K $250K $300K $425K
0 5
10 15
20 Beds Allocated
Phase HH Annual Estimate CalAIM/Medi-Cal
Revenue
City/Partner Out-of-
Pocket
Phase I (100 beds) $7,165,985 $6,852,445 $1,944,495
Phase II (200 beds) $10,664,458 $10,824,458 $3,276,819
(Operational gap)
Estimated Annual Operating Expenses
*Out-of-pocket costs represent expenses to the operator, service gaps, and contingencies after application of Medi-Cal reimbursements. Bed Allocation Based on County MOU Model.
City Ratio Phase I Bed
Allocation
Phase II Bed
Allocation
San Bernardino 60% 60 120
Redlands 15% 10 20
Colton 10% 15 30
Highland 15% 10 20
Other Partners 5% 5 10
Total 100% 100 beds 200
Bed Allocation Example
If Necessary, the City
may amend its
agreement with the
operator to increase
Phase I occupancy to
120 or 130 beds, to
meet immediate
demand.
SB HOPE Campus: Cost Efficiency at Scale
Per-bed costs decrease as capacity increases
Phase Beds Annual Cost
per Bed
Daily Cost per
Bed
Phase I 100 $71,660 $196
Phase II 200 $53,322 $146
Key Takeaway: Operating at full capacity significantly reduces per-bed costs and improves long-term sustainability.
Regional Partnership Options: Cost-Sharing
Model
Partner cities contribute a fixed annual amount and, in return, receive guaranteed access to SB HOPE Campus beds and Navigation Center services, including intake, case management, recuperative care and housing navigation.
• Each partner city knows exactly how much it will pay each year, • No surprise invoices or variable billing,
• Costs are set through an agreement (e.g., MOU).
• Helps cities budget year-to-year.
• Maintenance cost: $1,000 per bed annually ($2.74 per bed per day) Annual Contribution Beds Allocated Total Annual Cost
(w/ Maintenance)
$200,000 5 $205,000
$250,000 7 $257,000
$300,000 10 $310,000
$425,000 15 $440,000
Key Takeaway: Partner cities receive guaranteed access to beds, while the City reduces long-term operational risk and avoids acting as sole funder.
How Bed Access Works Under a Regional Model
100 Total Beds Operate as a Phased Shared Pool
Shelter Use | Recuperative / Post-Hospitalization Care • Beds are allocated by use, not by type of service or label. • Beds may be used for shelter or recuperative care based on individual need.
Regardless of use, each bed counts toward a city’s monthly allocation. • Recuperative care is one form of sheltering for medically vulnerable individuals.
A recuperative care bed is still a bed and counts toward a city’s access under the regional model.
City A
Uses Shelter Bed
Counts Toward Allocation
City B
Uses Recuperative Bed
Counts Toward Allocation
City C
Uses Shelter or
Medical Bed
Counts Toward Allocation
Options for Property Transfer or Sale
Exploring Transfer or Sale Options
City Investment & Transfer
Options
Required City Protections & Staff Recommendation
Highlights
Affordable Housing Expansion
Affordable Housing Pipeline
Arrowhead Grove Phase IV-Alder Square-(92 units) $4.9M Committed Jamboree (5th & Meridian) 101 units-$5M
committed & SLA land loan valued at $3.59m
US Vets-E Street
29 units
$5M Committed
Affordable Housing Developer Workshop
• Staffing Capacity Issues
• Additional Funding Needed
• Time Constraints from State &
Fed Funding
• Outreach Team Expansion
Needed
• More permanent supportive
housing options needed
• Working with inexperienced sub-
recipients or those who lack
bandwidth
Key System Challenges
Opportunities for Improvement
•Activation of New Navigation Centers
Increase interim housing capacity and service connections •Enhanced Interagency Coordination
Improved alignment with the County, City departments, and community-based organizations
•Implementation of the Homeless Solutions Action Plan
In-progress strategies to strengthen system performance and outcomes
•Expansion of Rapid Rehousing and Homelessness
Prevention Programs
Reduce inflow into homelessness and accelerate exits to permanent housing
•Regional CalAIM Consulting Partnership
Cost-sharing model across multiple cities to maximize impact and efficiency
Questions?