Attachment A - Wellness Center Workshop Presentation Slides — Victorville City Council, April 29, 2025

ATTACHMENT A

Homelessness
Solutions and Housing
Planning Deparment
Presented by:

Alex Jauregui, City Planner
William Lamas, Homelessness Solutions and Housing Manager and Edward Amaya, Homelessness Solutions Coordinator
Mission Values
To serve the community of Victorville
through commitment, engagement,
and transparency, while providing the
highest quality public services to
residents and businesses.

Integrity
Excellent Customer Service
Accountability
Transparency
The City of Victorville’sMission and Values
Wellness Center Phase 25
6 7
8 Recommendations
Q & A
Conclusion
Background
Current Operations
Operational Sustainability
Dual vs. Single Operator
1 2
3 4
The Background
National Level State Level County Level
Between 2015 and 2020, the unsheltered
population surged by 30 percent The
number of people experiencing
homelessness on a single night in 2024
was the highest ever recorded.

California has 35.5% of the Nations
Homeless Population and 45% of the
Nations Unsheltered Population
Homelessness has been on the rise
since 2017, with a 128% increase.

Approx. 74% of the homeless population
were counted within the seven cities.

Introduction
Local Level
Beginning 2017, the City of Victorville began
seeing a large increase in homelessness
and has recently been the City with the
second highest homeless count in the
County.
2017 2018 2019 2020 2022 2023 20240
100
200
300
400
500
600
700
132
263
333
451 455
607 611
2017 2018 2019 2020 2022 2023 20240
50 100
150
200
250
300
350
81 187 179 188
224
317 326
City of VictorvillePoint in Time Count
Total
Unsheltered
ZenCity ResidentSurvey (2022)
City-Wide Impacts
Businesses Public
Resources
Health and
Safety Environment
Adapting to
Legal Landscape
Martin v. City of Boise Grants Pass v. Johnson Supreme Court Decision City Efforts
Homeless
Engagement
Team
Warming
Shelter
Hydration and
Hygiene Stations
Interim
Shelter
Regional Food
Collaborative
Wellness
Center
Storage
Service
Centered Education
before
Enforcement
Data
Driven
Decisions
Case
Management
Evidence-Based
Practices
THE CITY’S PLAN
In August 2018,
the City Council
directed staff to
schedule a public
workshop
regarding
homelessness.

In February 2019,
the Victorville City
Council directed staff
to create a
Homelessness
Solutions Task Force.

In October 2019, the
the Homelessness
Solutions Strategic
Action Plan was
finalized and
implemented.

Mid-2019,
Homelessness
Solutions Staff was
hired. The City took
the lead at a regional
and county level
Continuum of Care.

In 2020, the City
included a plan of
reducing homelessness
on its Citywide strategic
plan for 2020-2023
(this goal remains today).

In 2020-2021, the City
supported the local
warming shelter, the HET
Team was established.,
and the City was awarded
Homekey funding
From 2022-2023, the
Wellness Center was under
construction, and staff
created the foundation for
operations and sustainability
as it relates to the Wellness
Center.

In 2017, the City
financially assisted
the Housing
Authority to create
Desert Haven
In Mid-2023, the City
selected the Shelter and
Wraparound Services
operators. On December
12, 2023, the Wellness
Center accepted its first
clients.

In 2024, the City
expanded services for
outreach, supportive
services, and housing to
include enhanced street
medicine and rapid
rehousing
2023-2026 Strategic Plan
tasked staff with exploring
a project scope, design, and
funding sources for Phase 2
of the Wellness Center.

THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .

I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .

I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .

M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .

I n 2 0 2 0 , t h e C i t y
i n c l u d e d a p l a n o f
r e d u c i n g
h o m e l e s s n e s s o n i t s
C i t y w i d e s t r a t e g i c
p l a n f o r 2 0 2 0 - 2 0 2 3
( t h i s g o a l r e m a i n s
t o d a y ) .

I n 2 0 2 1 , t h e C i t y
p r o c e e d e d w i t h p l a n s
f o r t h e W e l l n e s s
C e n t e r a n d o p e n e d a n
i n t e r i m s h e l t e r i n t h e
m e a n t i m e . T h e H E T
T e a m w a s e s t a b l i s h e d .

F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y b u i l t a n d
c r e a t e d t h e
f o u n d a t i o n f o r
o p e r a t i o n s a n d
s u s t a i n a b i l i t y a s i t
r e l a t e s t o t h e
W e l l n e s s C e n t e r .

In 2017, the City
financially assisted
the housing Authority
to create Desert
Haven
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .

I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
2 0 2 3 - 2 0 2 6 S t r a t e g i c
P l a n t a s k e d s t a f f w i t h
e x p l o r i n g a p r o j e c t s c o p e ,
d e s i g n , a n d f u n d i n g
s o u r c e s f o r P h a s e 2 o f t h e
W e l l n e s s C e n t e r .

THE CITY’S PLAN
In August 2018,
the City Council
directed staff to
schedule a public
workshop
regarding
homelessness.

In February 2019,
the Victorville City
Council directed staff
to create a
Homelessness
Solutions Task Force.

I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .

M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .

I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .

I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .

E s t a b l i s h a p r o j e c t
s c o p e , d e s i g n , a n d
f u n d i n g s o u r c e s f o r
P h a s e 2 o f t h e W e l l n e s s
C e n t e r .

O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .

I n 2 0 2 5 , t h e C i t y
r e m a i n s c o m m i t t e d
t o s o l v i n g
h o m e l e s s n e s s .

THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .

I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .

In October 2019, the
the Homelessness
Solutions Strategic
Action Plan was
finalized and
implemented.

Mid-2019,
Homelessness
Solutions Staff was
hired. The City took
the lead at a regional
and county level
Continuum of Care.

In 2020, the City
included a plan of
reducing homelessness
on its Citywide strategic
plan for 2020-2023
(this goal remains today).

I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .

THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .

I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .

I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .

M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .

In 2020-2021, the City
supported the local
warming shelter, the HET
Team was established.,
and the City was awarded
Homekey funding
From 2022-2023, the Wellness
Center was under construction,
and staff created the foundation
for operations and sustainability
as it relates to the Wellness
Center.

I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
In Mid-2023, the City
selected the Shelter and
Wraparound Services
operators. On December 12,
2023, the Wellness Center
accepted its first clients.

I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
2 0 2 3 - 2 0 2 6 S t r a t e g i c P
t a s k e d s t a f f w i t h e x p l o
a p r o j e c t s c o p e , d e s i g
a n d f u n d i n g s o u r c e s f
P h a s e 2 o f t h e W e l l n e
C e n t e r .

I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .

I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .

F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y s u p p o r t e d a
l o c a l w a r m i n g s h e l t e r
a n d f u n d e d t h e C i t y ’ s
I n t e r i m S h e l t e r
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .

THE CITY’S PLAN
I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .

I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
In 2024, the City expanded
services for outreach,
supportive services, and
housing to include
enhanced street medicine
and rapid rehousing
2023-2026 Strategic Plan
tasked staff with exploring
a project scope, design,
and funding sources for
Phase 2 of the Wellness
Center.
2017 2018 2019 2020 2022 2023 20240
100
200
300
400
500
600
700
132
263
333
451 455
607 611
2017 2018 2019 20202022 2023 2024 20250
50 100
150
200
250
300
350
81 187 179 188
224
317 326
140
City of VictorvillePoint in Time Count
Total
Unsheltered
140
Awards and Recognition
Cam pus Tours
City of Irvine
City of Oceanside
City of Fontana
City of Vista
City of Ontario
City of San Bernardino
San Bernardino County
City of Chino
City of Upland
City of Colton
Assemblymember Juan
Carillo
Congressman Jay
Obernolte
National Health Care for
the Homeless Council
Awards
Architecture & Design
Community Platinum Winner
for Sports, Recreation, and
Wellness Facilities
American Public Works
Association Award
American Planning
Association, State of
California, opportunity and
empowerment award of
merit
Architecture & Design
Community Platinum Winner
for mobile homes &
prefabricated structures
American Planning
Association, Inland Empire,
opportunity and
empowerment award
Senator Scott Wilk

OPERATIONAL SUCCESS
145
Any Questions
Current Operations
Outreach,
Engagem ent, and
Diversion
Stabilization and
Services
The Campus Mission
The Wellness Center’s mission is to reduce
homelessness by providing health and wellness
wraparound services to under-served individuals in our
local community. Using a collective approach, our team
promotes a roadmap (Route to Wellness) for individuals
experiencing homelessness to follow.

The Wellness
Center
Housing Solutions
Wellness Planning

HOMELESSNESSGRANTS
OVER $59 MILLION
Homek
ey ARP
A
ERF-
3 PLHA
-3
PLHA
-2
ERF-
1 CDBGPLHA
-1
HHIP-MHHAPKaiser
San Manuel
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
CAMPUS

SERVICES

THE WELLNESS CENTER
Admin, Security,
Outreach
Kitchen, Dining,
Classrooms,
Laundry
Medical Clinic
Supportive Services
Hope
the
Mission
Safety
and
Security
Food
Services
Basic
Needs
Intake Data
City of
Victorville
Administration
Monitoring
Campus
Oversight
Utilities and
Maintenance Regulatory
Compliance
Outreach
Engagement
Case
Management
Quality
Assurance
Symba
Center
Supportive
Services
Medical
Services
Outreach
Recuperative
Care
SUD
RRH
Wellness Center
Campus
JobReadiness LegalServices
HousingNavigationVeteranServices
Data
Rapid Re-HousingRapid Re-Housing

SUPPLEMENTAL

SERVI CES
Motel VouchersMotel Vouchers
Utility/RentalUtility/Rental
AssistanceAssistance
Aftercare ServicesAftercare Services
Vehicle GrantVehicle Grant
Data-Driven Approach
V e t e r a n s
A s s i s t e d
7 Shelter Bed
Nights
6,302
Individuals
Transitioned
to WC
91 Encampments
Cleared
116
Tons of Trash
Cleared
91 Data-Driven Street Outreach and Case Management ERF-1 Outcomes Average
Recuperative Care
Beds
Dec 23
Jan 24
Feb 24
Mar 24
Apr 24
May 24
Jun 24
Jul 24
Aug 24
Sep 24
Oct 24
Nov 24
Dec 24
Jan 24
0 10
20 30
40 50
60 Medical Clinic and
Recuperative Care 32 AverageRecuperative Carebeds Dec 23-Jan 25 White35.4%African American30.4%
Multi-Racial16.8%
Hispanic14.7%Other2.7%
25-4440.6%
55+30%
45-5419.8%
Under 186.2%
Race/Ethnicity Client Age
Male56.9%
Female42.8%
Transgender0.2%
Gender

CLIENT DEMOGRAPHICS
Disabled Adults
Yes66.4%
No33.6%

KEY DATA POINTS
SENIORS ~30%
DISABLED~66%
MENTAL HEALTH~34%
SUBSTANCE USE~32%
ZERO INCOME~67%
18-24

3.4%

INTAKES

CLIENT SATISFACTION
We surveyed clients on a range of satisfaction
measures. Below are the percentages of clients who
agreed.

MEALS SERVED
RECUPERATIVE CARE CLIENTS AVG. LENGTH OF STAY (DAYS)
626 626 Over 130,000 Over 130,000
108108 ~90 ~90
“I FEEL RESPECTED BY THE STAFF.”
“STAFF HELPED ME ACCESS THE SERVICES I NEED.”
“I AM MORE HOPEFUL ABOUT MY FUTURE.”
“I HAVE ADDED HEALTHY BEHAVIORS.”
“I AM CLOSER TO REACHING MY HOUSING GOAL.”
86%
79%
83%
81%
60%

DATA HIGHLIGHTS

145
HOUSED
DATA HIGHLIGHTS CONT.

Operational Sustainability
Hope the Mission
Current Contracts
July 1, 2023-June 30, 2025
Option for three 1-year
extensions
Symba Center
July 1, 2023-June 30, 2025
Option for three 1-year
extensions
Bed Fees and Operational
Costs
Q u a r t e r 1 $ 2 6 2 , 3 5 3
Q u a r t e r 4
Q u a r t e r 3
Q u a r t e r 2 $ 1 8 2 ,9 1 0 *
S y m b a C e n t e r R e c u p e r a t i v e
C a r e B e d F e e s 2 0 2 4 / 2 5
*Assuming December claims are fully reimbursed
$ 9 3 ,0 0 0 * *
$ 9 3 ,0 0 0 * *
**Tracking
O p e r a t i o n s ~$4 Million**
H o p e t h e M i s s i o n
2 4 / 2 5 F i s c a l C o s t s
O p e r a t i o n s $0.00
S y m b a C e n t e r
2 4 / 2 5 F i s c a l C o s t s
M a i n t e n a n c e ,
U t i l i t i e s , a n d
F a c i l i t i e s
$800,000**
C i t y 2 4 / 2 5 C o s t s
$ 6 3 1 ,2 6 3
R e v e n u e E x p e n d i t u r e
$ 4 ,8 0 0 ,0 0 0
Grants and Measure P
Hom ekey PLHA ERF3
HHIP O pioid Settlem ent
2024 2025 2026 2027 2028
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
M easure P
2024 2025 2026 2027 2028
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Next Steps/Future
Plans
Dual vs. Single
Operator
Dual Operators Single Operator (Symba)$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000
Operator Cost Comparison
25/26 Dual Operators vs.

Single Operator Cost
Comparison
$711,791
Difference
4-Year Cost Projection
Single (Symba)

11.29Million
Dual 14.45 Million
Any Questions
Next Steps/Future
Plans
Phase 2

STRATEGIC ACTION PLAN
Establish a project
scope, design, and
funding sources for
Phase 2 of the
W ellness Center.

OBJECTIVE 2
Expand on the
existing
homelessness
outreach network to
effectively engage
the homeless
community in
services.

OBJECTIVE 3
Evaluate the
effectiveness of
coordination of
homelessness
services.

OBJECTIVE 4
GOAL D: REDUCE HOMELESSNESS
Complete construction
and open the Wellness
Center Campus
including low-barrier
emergency shelter,
recuperative care
facility, medical clinic,
and wraparound
supportive services.

OBJECTIVE 1
Strengthen
collaboration with
the County and other
entities to identify
new funding
opportunities and
expand partnerships
for homelessness
services.

OBJECTIVE 5
Establish a project
scope, design, and
funding sources for
Phase 2 of the
W ellness Center.

OBJECTIVE 2
WHAT IS PHASE 2 ?

OLD TOWN CITY-OWNED PROPERTY
Behavioral andBehavioral and
Physical HealthPhysical Health
Housing InventoryHousing Inventory
Limited AlternativesLimited Alternatives
AgingAging
PopulationPopulation
ChronicallyChronically
HomelessHomeless
Fixed IncomesFixed Incomes

CHALLENGES

ASSESSMENTS AND

PRIORITIES

SENIOR POPULATION
O V E R 5 0 % O F T H E
S E N I O R S A R E P R I O R I T Y 1
A N D 2 C L I E N T S
( A S S E S S M E N T S C O R E S
O F 9 O R H I G H E R )

HOUSING AFFORDABILITY
60% OF THE CITY’S 15,024 RENTER
HOUSEHOLDS SPEND 30% OR MORE OF

GROSS INCOME ON HOUSING COSTS
COMPARED TO 55% IN THE SCAG REGION.
32% SPEND 50% OR MORE OF GROSS

INCOME ON HOUSING COSTS COMPARED TO
29% IN THE SCAG REGION.

THE SCAG REGION ENCOMPASSES SIX COUNTIES
(IMPERIAL, LOS ANGELES, ORANGE, RIVERSIDE,
SAN BERNARDINO, AND VENTURA) AND 191 CITIES
IN AN AREA COVERING MORE THAN 38,000
SQUARE MILES.
2021-2029 HOUSING

ELEMENT NEED
EXTREMELY LOW-INCOME NEED: THE CITY PROJECTS A NEED FOR 866 HOUSING UNITS FOR EXTREMELYLOW-INCOME (ELI) HOUSEHOLDS, WITH 83% EXPERIENCING HOUSING PROBLEMS AND 74% FACINGSEVERE COST BURDENS.

HOUSING STRATEGIES: TO ADDRESS THESE NEEDS, THE CITY MUST PURSUE STATE AND FEDERALFUNDING FOR SINGLE-ROOM OCCUPANCY (SRO) UNITS, AND OTHER HOUSING FORMS FOR THOSEEXPERIENCING HOMELESSNESS.

SUPPORTIVE HOUSING INTEGRATION: THE CITY RECOGNIZES SUPPORTIVE HOUSING AS A PERMANENTRESIDENTIAL SOLUTION WITH ON-SITE SERVICES FOR LONG-TERM STABILITY.

Bedroom Size FMR 30% of FMR (ELI Limit)
Efficiency $1,480 $444
1 Bedroom $1,540 $462
2 Bedroom $1,920 $576
3 Bedroom $2,560 $768
4 Bedroom $3,120 $936

SENIOR POPULATION
OVER 50% OF THE

SENIORS HAVE A FIXED

INCOME SUCH AS SSI OR
SSDI

THE AVERAGE SSI/SSDI

INCOME IN CALIFORNIA
IN 2025 IS $1,139
1,325 (OR 5%) OF CITY

RESIDENTS WITH

INCOMES BELOW THE
POVERTY LEVEL WERE 65

YEARS OF AGE AND
OVER

OF CITY SENIOR
HOMEOWNERS, 34% FALL
BELOW THE 50% AREA

MEDIAN INCOME,

MAKING THEM WITHIN

THE VERY-LOW-INCOME

CATEGORY THE MOST

PREVALENT SENIOR

GROUP IN THE CITY

SENIOR POPULATION
Housing Supply
More Permanent
Housing Is
needed
Available
Housing

HOUSING AVAILABILITY
The County of San Bernardino lacks affordable housing.
58,846 low-income renter households in San Bernardino
County do not have access to an affordable home.

In 2023 in San Bernardino County, there were only 3,535 bedsavailable in the interim and permanent housing supply for personsexperiencing homelessness.

The California Department of Housing and Community Development (HCD) isexpanding its efforts to address homelessness through programs like"Homekey+" and "No Place Like Home," focusing on developing permanentsupportive housing (PSH) for vulnerable populations, including veterans andindividuals with mental health or substance use challenges.

HOUSING OPTIONS

PRIORITIZED BASED ON NEED
Permanent/Permanent Supportive Housing
Transitional Housing
Interim Housing/Navigation Center

1. 2.

3. HOUSING OPTIONS
Permanent/Permanent Supportive Housing
Supports High-Need Individuals: PSH provides stable housing and ongoing care for those with mental illness and disabilities.

Improves Health & Quality of Life: Offers safe, accessible housing that enhances well-being, especially for seniors.

Cost-Effective Solution: Reduces emergency service use and prevents repeated homelessness.

HOUSING OPTIONS
Interim Housing/Navigation Center
Low-Barrier, Multi-Service Model: An extension of the
Wellness Center that offers housing, healthcare, legal aid, job training, and more in one location.

Holistic Support for Stability: Services are designed to help individuals recover and transition to permanent housing.

Comprehensive on-site support makes additional transitional programs less necessary.

HOUSING OPTIONS
Transitional Housing
Bridges the Gap to Permanent Housing: Transitional housing provides temporary stability while individuals work toward long-term housing solutions.

Structured Support Environment: Offers case management, life skills training, and other services to help residents regain independence.

Time-Limited but Impactful: Typically 18 to 24 months, it serves as a crucial step for those not yet ready for permanent housing.

PRE-DEVELOPMENT FUNDING

ENCAMPMENT RESOLUTION FUNDING

CDBG AND HOME FUNDING

CITY AS HOUSING ASSET SUCCESSOR

AGENCY (CHAS) FUNDING

HOUSING

DEVELOPMENT
GRANT
HHIP
HHAP
ESG
COC

PRIVATE

FUNDING
AND

DONATIONS

HOMEKEY
PLUS
RENT

LOCAL FUNDING

FUNDING

RFP IS ACTIVE

AND CLOSES
MAY 2025 APPLICATION

FOR IEHP-HHIP

PENDING

FUNDING IS

LIMITED

LOW-INCOME

HOUSING

TAX CREDIT
(LIHTC)
VERY

COMPETITIVE
CDBG

HOME FUNDS

HOME ARP
CHAS
PLHA

HOUSING TRUST

BEHAVIORAL HEALTH

INFRASTRUCTURE
BOND
PHASE 2 RECOMMENDATION
1) Authorize Phase 2 to serve the City’s unhoused senior population through permanent supportive housing; 2) Authorize the application for grant funding that enables the City to proceed with the pre-development, construction and operations for Phase 2;
3) Authorize the seeking of consultant services to assist in property assessment, design, and the determination of cost-effective development and fiscally sustainable operational models for Phase 2; 4) Authorize to proceed with a Request for Qualifications to assess the qualifications of developers interested in and capable of developing and/or operating Phase 2; and 5) Authorize to proceed with a Request for Proposal for the development and/or operation of Phase 2 utilizing the developers identified during the Request for Qualifications process.

ANYQUESTIONS

Victorville City CouncilApril 29, 2025

Victorville City Council
April 29, 2025