ACTION:
____________________________
Clerk/Secretary
Department: City Manager Item No: D2
Prepared by: Jonathan Lung, Homeless Services Program Manager Meeting Date: June 20, 2024 Approved by:
Imelda Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Discussion
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
RECOMMENDATION: Receive an update on the implementation of the Strategic Plan to Address Homelessness.
CORRELATION TO CITY COUNCIL GOALS: Homelessness and Housing and Public Safety.
PRIOR ACTION: On May 28, 2024, adopted City Council Resolution No. 2024-76, accepting grant funds from the Regional Task Force on Homelessness and No. 2024-77, amending the Operating Budget for Fiscal Years 2023/24 and 2024/25 (Vote: 5-0).
A comprehensive list of prior actions is included as Exhibit 1.
STATEMENT ON THE SUBJECT: On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness (Strategic Plan) to address factors contributing to individuals and families at risk of and experiencing homelessness through programs and practices that have proven successful in other places but are tailored to Vista. The Strategic Plan is a living document that is updated and developed on an ongoing basis depending on City Council direction, funding sources, legislative changes, community need, and program outcomes. The Strategic Plan utilizes a three-pronged approach, blending services, resources, and enforcement to address the following primary goals:
1)Prevent Homelessness;
2)Improve Quality of Life; and
3)Reduce the amount of people experiencing Homelessness.
The Strategic Plan was created through extensive community outreach and input including four community meetings, two business community meetings, four City Council meetings, one public workshop and 14 one-on-one meetings with various homeless service providers and community groups.
Since the adoption of the Strategic Plan and the contracted work, the City's understanding of the needs of the community has evolved. As noted above, the Strategic Plan is a living document with flexibility to best meet community needs. Through the end of March 2024, Strategic Plan funding appropriations have totaled $15,973,788.20 in services and resources to support the three Strategic Plan goals.
AGENDA
REPORT
CITY COUNCIL
COMMUNITY DEVELOPMENT COMMISSION
SUCCESSOR AGENCY
BUENA SANITATION DISTRICT
JOINT POWERS FINANCING AUTHORITY
06/20/2024 D2 Page 1 of 64
MEETING DATE: June 20, 2024 PAGE 2
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
Strategic Plan Goal Appropriated Expended
Prevent Homelessness $ 1,937,137.20 $ 625,532.98 Improve Quality of Life $ 125,000.00 $ 125,000.00 Reduce Homelessness $ 13,911,651.00 $ 3,881,730.07 Total $ 15,973,788.20 $ 4,632,263.05
Activity Service Provider Funding Source Appropriated Expended Buena Creek Navigation
Center Operator Services Retread State Earmark $ 3,150,540.00 $ 437,226.17 Buena Creek Navigation
Center Site Lease Santa Fe House State Earmark $ 1,278,500.00 $ 179,402.32 Vista Emergency Housing
Assistance Program MAAC American Rescue
Plan Act $ 1,400,000.00 $ 88,395.78
Biological Preserve Area
Restoration and Mitigation
City of Vista Public
Works
Encampment
Resolution Funding $ 125,000.00 $ 125,000.00 Biological Preserve Area
Outreach and
Engagement
Exodus Recovery Encampment
Resolution Funding $ 1,230,452.00 $ 1,067,159.95 Safe Parking Jewish Family
Service of San Diego Cannabis Revenue $ 1,315,000.00 $ 252,231.44 Social Worker - Outreach
and Engagement Exodus Recovery Permanent Local
Housing Allocation $ 1,537,159.00 $ 1,095,710.19 Shelter Beds Alliance for Regional
Solutions
Permanent Local
Housing Allocation $ 800,000.00 $ 800,000.00 Bridge Housing &
Quarantined Entry TBD
Community
Development Block
Grant (CDBG)
$ 50,000.00 $ -
Permanent Homeless
Shelter Acquisition City Manager's Office Year End Fund Balance $ 4,500,000.00 $ -
*Motel Voucher Program Interfaith Community
Solutions
Community
Development Block
Grant (CDBG)
$ 50,000.00 $ 50,000.00
*Homeshare Elderhelp of San
Diego Successor Agency $ 97,027.85 $ 97,027.85 *Homeless Prevention
Pilot Program North County Lifeline CDBG & State
Earmark $ 440,109.35 $ 440,109.35
*Completed Programs TOTAL $ 15,973,788.20 $ 4,632,263.05 06/20/2024 D2 Page 2 of 64
MEETING DATE: June 20, 2024 PAGE 3
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
PREVENT HOMELESSNESS
Vista Emergency Housing Assistance Program (VEHAP)
On January 9, 2024, the City Council adopted Resolution No. 2024-8, approving an agreement with MAAC for the administration of the VEHAP, which provides financial assistance and housing stability to low-income Vista families and individuals who are at risk of losing their housing. This program includes rental, mortgage, and utility assistance, including arrears; assistance paying delinquent property taxes; and counseling and legal aid to prevent eviction. Applications are accepted on a first-come, first-serve basis, and awards are available for up to $10,000 and six months per household.
During March 2024, 10 Vista households received a total of $86,315.78 of assistance to retain their housing. An additional 39 applicants were not eligible for the program, with 20 applicants from households not in Vista and 19 applicants experiencing homelessness.
Reports of awarded assistance and ineligible applications are included as Exhibit 2.
Exodus Recovery Homelessness Prevention
The Vista Homelessness Outreach Team (Vista HOT) operated by Exodus Recovery also provided financial assistance to six households, comprised of nine adults and 16 minor children, to retain their housing. In addition, six individuals were referred by Exodus to VEHAP, with two approved for the program by the end of the reporting period.
Housing Innovation Pilot Program
On October 31, 2023, the City submitted a proposal for a home share program in support of the Home Share strategy of the Strategic Plan in response to a Regional Task Force on Homelessness (RTFH) Super Notice of Funding Opportunity (Super NOFO). In January 2024, RTFH contacted staff to propose a collaborative proposal with the Cities of Vista and La Mesa and the non-profit organization Townspeople, as all three entities submitted similar shared housing proposals and there was insufficient funding to grant all three.
Townspeople, a non-profit organization based in San Diego, is currently implementing their San Diego Shared Housing Collaborative (SDSHC) program, which aims to connect individuals experiencing homelessness with compatible housemates and rental housing. This includes an online platform for roommate matching; landlord engagement to identify and educate potential housing suppliers to support the program; and supportive services for clients which include case management, housing navigation, and housing stability counseling. Flexible funds are also included to accommodate temporary motel stays, facilitating housemate meet-ups, move-in and utility support, and other needs as identified during program administration.
On May 7, 2024, the City of Vista received an award letter from RTFH with a total award of $336,809.25 for Vista’s portion of the program. The final program design is still being discussed with Townspeople, however, the preliminary design includes the above services designated specifically for Vista. The contract work is expected to begin in August 2024 and operate for one year. RTFH has stated their intention to renew the program after the first year based on available funding.
The collaborative proposal and award letter are included as Exhibits 3 and 4. 06/20/2024 D2 Page 3 of 64
MEETING DATE: June 20, 2024 PAGE 4
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
Assembly Bill 1418 (McKinnor), Local Regulations: Contact with Law Enforcement or Criminal Convictions AB1418 became effective on January 1, 2024, and prevents local governments from imposing penalties or requiring landlords to evict tenants based on calls to law enforcement, suspected criminal activity, or other alleged nuisances. It also prohibits local governments from requiring landlords to conduct criminal background checks during tenant screening, and stops governments from forcing the eviction of an entire family due to a felony conviction of a single family member.
IMPROVE QUALITY OF LIFE
Encampment Clean-Up
Between October 1, 2023, and March 31, 2024, a total of 54 homeless encampments on private property were reported to Code Enforcement and 51 of those encampments were resolved by the property owner. The Community Improvement Team has strengthened collaboration with Code Enforcement, Stormwater Division, Sheriff's Department, Fire Department, and Public Works Department to ensure encampments do not interfere with pedestrian mobility along City right-of-ways and enforce environmental protection of the biological preserve overlay (BPO) areas. During the noted reporting period, 14 tons of trash were collected using 81 labor hours from public property, including the Hacienda BPO, and included 103 72-hour notices of property removal by the Community Improvement Team.
Reports for Code Enforcement cases and encampment cleanup data are included as Exhibits 5 and 6, respectively.
Senate Bill 1011 (Jones), Encampment Penalties
SB 1011, was introduced at the California Senate on February 5, 2024, and died in committee without a floor vote. The bill proposed prohibiting a person from sitting, lying, sleeping, or storing, using, maintaining, or placing personal property upon a street or sidewalk if a homeless shelter, as defined, is available to the person. It also proposed prohibiting sitting, lying, sleeping, or storing, using, maintaining, or placing personal property within 500 feet of a public or private school, open space, or major transit stop, as specified. SB 1011 also provided that a violation of the prohibition may be charged as a misdemeanor or an infraction, at the discretion of the prosecutor. The bill would have prohibited a person from being found in violation of the bill’s provisions unless provided notice, at least 72 hours before commencement of any enforcement action, as specified.
REDUCE HOMELESSNESS
Street Outreach and Housing Navigation
Between October 1, 2023, and March 31, 2024, Exodus Recovery served a total of 369 unduplicated individuals at risk of or experiencing homelessness. Of the 369 individuals served, 169 individuals enrolled for services with Exodus for the first time during this period. As of March 31, 2024, 98 clients enrolled for services were living in a place not meant for human habitation. The most common source of referral was from self-referrals, followed by referrals from City staff and contacts during street outreach from Exodus staff. A total of 110 referrals for shelter were provided to 70 clients during this period, with 50 to Haven House, 22 to La Posada, 21 to the Buena Creek Navigation Center, 9 to Operation Hope North County, and 8 to other shelters. Clients accepted 33 percent of shelter referrals, and each client was offered shelter between one and five times for an average of 1.5 offers before accepting. Clients who declined shelter did so an average of 1.5 times.
During the noted reporting period, 10 households, made up of 10 adults and 6 minor children, obtained and maintained stable housing. Four households are receiving rental assistance through the Exodus programs, one 06/20/2024 D2 Page 4 of 64
MEETING DATE: June 20, 2024 PAGE 5
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
from a Rapid Rehousing voucher, one from Housing Opportunities for Persons with AIDS (HOPWA) voucher, two received deposit assistance, and two are maintaining their rental with their own income.
Exodus Recovery also provided street outreach and housing navigation service in support of the Encampment Resolution Funding, Round 1 (ERF1) between May 2022 and April 2024. During this period, 216 individuals were served under ERF1, with 145 of them engaged in the program. The ERF1 program recorded a total of 4,429 contacts and made 772 referrals to various services. Of these referrals, 72 percent were successfully linked to the appropriate services. The most common service linkages included Benefit Assistance (162), Shelters (129), and Housing Navigation Services (94). The ERF1 team successfully housed 50 individuals within 40 households, which included 49 children. Forty-four individuals from 36 households, including 43 children, are still housed as of April 30, 2024.
Narrative, including definitions, and data dashboard reports for the street outreach and housing navigation provided by Exodus Recovery are included as Exhibit 7.
Encampment Resolution Funding, Round 3
On November 27, 2023, The California Interagency Council on Homelessness (Cal ICH) published a Notice of Funding Availability (NOFA) for Encampment Resolution Funding Program, Round 3 (ERF3). The City of Vista was a recipient of ERF1, which will conclude on June 30, 2024. ERF3 was appropriated $400 million to fund actionable, person-centered local proposals that resolve the experience of unsheltered homelessness for people residing in encampments. Resolving these experiences of homelessness must necessarily address the safety and wellness of people within encampments, resolve critical encampment concerns, and transition individuals into interim shelter with clear pathways to permanent housing or directly into permanent housing, using data-informed, non-punitive, low-barrier, person-centered, Housing First, and coordinated approaches.
City staff have developed a first draft of a proposal that will be submitted by the June 30, 2024 submission deadline. The proposal totals $5,256,594.96 to support the continuation of the Vista Safe Parking Program and operating reserves for the BCNC. It also includes $3,416,711.10 for street outreach and housing stabilization case management, and housing assistance funds to allow for 85-150 households to transition into permanent housing. These services will be solicited for via a Request for Proposals (RFP); the draft RFP is included as Exhibit 8 for reference and review. The proposed ERF3 budget is leveraged with over $15 million in current and future funding appropriated towards the implementation of the Strategic Plan.
The City’s narrative and line-item budget as drafted are attached as Exhibit 9 and 10.
Shelter Beds
Vista Safe Parking Program
Between October 1, 2023 and March 31, 2024, the Vista Safe Parking Program served a total of 81 individuals within 56 households, which included 16 minor children. Of the 56 households, 16 were experiencing homelessness in Vista, 32 in other parts of North San Diego County, and 8 from outside North County. Forty- seven households exited during the reporting period, with 23 positive exits, 13 negative exits, 4 households becoming ineligible after enrollment, and 8 housing exited with an unknown destination. The positively exited households did so after an average length of stay in the program of 44.5 days. Nightly occupancy of the program averaged 15 vehicles, or roughly 60% of available spaces. To help better utilize the available spaces on each given night, the Safe Parking Program began overenrolling at the end of the reporting period. The effect on the utilization rate with over enrollment will be assessed and reported with the next Strategic Plan update.
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MEETING DATE: June 20, 2024 PAGE 6
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
During the reporting period, City staff was in contact with Dr. Bronner’s Magic Soaps President, Michael Bronner, who inquired on how he can help support the Safe Parking Program. Staff had previously been approached by Everytable, a company whose services include meal deliveries for programs serving persons experiencing homelessness in Southern California, who had provided a quote for daily meal deliveries for Safe Parking at approximately $60,000 per year. Mr. Bronner requested to donate towards the meal deliveries by offering a matching grant to fund the program. City and Dr. Bronner’s staff are both actively soliciting a matching donor to begin the Vista Safe Parking Meal Program, and a solicitation letter is included as Exhibit 11.
A data dashboard of the Safe Parking Program covering the reporting period is included as Exhibit 12.
Alliance for Regional Solutions:
On September 26, 2023, the City Council approved a new contract not to exceed $200,000 for 12 months which reimburses the Alliance for Regional Solutions for actual bed nights utilized by Vista residents at shelters within their network. The agreed upon costs per shelter bed night were calculated based on each shelter’s annual operating costs divided by the total number of shelter beds on site and number of days in a calendar year.
The agreed upon costs per shelter bed night are as follows:
•Operation Hope North County: $66.89
•La Posada de Guadalupe: $84.63
•Haven House: $108.00
•Interfaith Family Shelter: $88.34
•Interfaith Rotational Shelter Network: $72.29
The contract ceiling had been reached during the month of January 2024. Total costs through March 2024 exceed the contract ceiling price by $242,852.62. Through March, 58 Vista residents experiencing homelessness utilized the Alliance network shelters as follows:
•Operation Hope North County: 19 residents utilizing 933 bed nights. •La Posada de Guadalupe: 7 individuals utilized 391 bed nights. •Haven House: 16 individuals utilized 1,426 bed nights. •Interfaith Family Shelter: 16 individuals utilized 1,514 bed nights. •Interfaith Rotational Shelter Network: 1 individual (later sheltered at Interfaith Family Shelter within the reporting period) utilized 15 bed nights.
Of the clients served by the Alliance Shelter Network, eight individuals moved into permanent housing, either into their own rental or unifying with family. One client was enrolled into a recuperative care center, and two were enrolled into a substance abuse program. Four were exited due to program violations, and an additional nine exited without reporting their destination. The remaining 34 clients were still receiving shelter on March 31, 2024.
The Alliance for Regional Solutions Shelter Bed Report is included as Exhibit 13.
Buena Creek Navigation Center
On January 9, 2024, the City Council approved an agreement with Retread, Inc., to provide operator services for the Buena Creek Navigation Center (BCNC). The BCNC is jointly funded by the Cities of Vista and Encinitas at a 3:1 ratio and the 48 beds are allocated respectively, with 36 beds available for Vista residents experiencing homelessness and 12 available for Encinitas residents experiencing homelessness. The BCNC held a grand opening on March 1, 2024, and began enrolling clients the following week.
As of March 31, 2024, the BCNC served 34 Vista residents experiencing homelessness. Most referrals were received from Exodus Recovery at 18 referrals, and the remaining coming from a variety of other outreach 06/20/2024 D2 Page 6 of 64
MEETING DATE: June 20, 2024 PAGE 7
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
programs, including PATH, Alpha Project, and County social workers. Twenty-nine of the clients referred to the BCNC were referred while living in a place not meant for human habitation, and 25 clients had been experiencing homelessness for one year or more before entering the BCNC.
Two primary amenities offered at the BCNC are the ability for partners to shelter together and the ability to accept pets readily. During the reporting period, 12 individuals entered the BCNC with a partner (six partner groups), and six clients came in with their pet.
Through the end of the reporting period, three Vista clients exited the BCNC, two positively by being reunified with family, and one negatively who elected to return to a place not meant for human habitation at their own election shortly after intake.
A data dashboard of the BCNC covering the reporting period is included as Exhibit 14.
California Proposition 1, Behavioral Health Services Program and Bond Measure In March 2024, Prop 1 was approved and renamed the Mental Health Services Act (MHSA) to the Behavioral Health Services Act (BHSA) and expanded its purpose to include substance use disorders, including persons without a mental illness. BHSA issued $6.38 billion in bonds to fund housing for homeless individuals and veterans, including up to $4.4 billion for mental health care and drug or alcohol treatment facilities and $2 billion for housing for homeless persons.
California Assembly Bill 2893, The Shared Recovery Housing Residency Program Existing law requires a state agency or department that funds, implements, or administers a state program that provides housing or housing-related services to people experiencing homelessness or who are at risk of homelessness to adopt guidelines and regulations to include enumerated Housing First Policies.
AB 2893 would authorize state programs to fund recovery housing that emphasize abstinence if the state program meets specified criteria, including using at least 75% of its funds in each county for housing or housing-based services using a harm-reduction model.
AB 2893 has passed the California State Assembly and was ordered to the State Senate on May 22, 2024, and read there for the first time on May 23, 2024.
Other Updates
On January 23, 2024, the City Council created a Brown Act Standing Committee on Homelessness (Committee) made up of Mayor Franklin and Deputy Mayor Melendez with remaining Councilmembers as Ex- Officio members. The committee Chair rotates with Deputy Mayor Melendez currently serving as the Chair.
The Committee’s first meeting was held February 15, 2024, and the committee has met monthly since inception.
Housing
Fair Housing
The City of Vista will be starting to host Fair Housing workshops and clinics for the public. The first will be a housing resource fair on Friday, June 28, 2024, from 6-8pm and will be in partnership with St. Francis Catholic Church and their Social Justice Ministry.
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MEETING DATE: June 20, 2024 PAGE 8
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
Fair housing services play a pivotal role in preventing homelessness by advocating for equitable access to housing, offering assistance and resources to individuals facing homelessness, and striving to remove discriminatory obstacles to housing. Moreover, fair housing is instrumental in maintaining housing stability by combatting wrongful evictions, empowering tenants with knowledge of their rights, and championing policies that safeguard against housing insecurity. By ensuring that all residents have equal access to safe and affordable housing, fair housing organizations contribute to the stability and well-being of communities.
Affordable Housing - Under Construction
In general, affordable housing serves as a crucial safety net that prevents individuals and families from falling into homelessness, helps break the cycle of poverty, and provides them with the foundation they need to thrive.
Affordable housing provides rent stability and ensures households can allocate a reasonable portion of their income towards housing costs, reducing the risk of financial instability that can lead to homelessness. In addition, certain developments offer on-site support services such as counseling, job training, and healthcare, which can help individuals and families address underlying issues and prevent them from slipping into homelessness.
In 2023, Council approved funding for the development of Santa Fe Senior Village at 414 N. Santa Fe Avenue.
This development will provide 54 fully furnished studio and one-bedroom apartment home for senior residents, ages 62 or better, who are unhoused or at risk of becoming unhoused. It is important to note that this will be the City’s first Permanent Support Housing Project and is being developed in partnership with National Core. This project is on track and expected to be completed in September 2024 with lease-up beginning in October 2024.
Key details of this project include:
•Two units reserved for Veterans
•100% Affordable for income levels 0-40% Area Median Income •Residents will have access to services including case management, mental health care, substance use services, counseling, and advocacy as well as peer support activities and physical health care.
Affordable Housing – Future Projects
In June 2023, the City Council approved two sites located at 211 Palm Drive and 902 Vista Village Drive to undergo the Surplus Land Act (SLA) process with the aim of utilizing them for affordable housing. Since that time, staff worked with a consultant to open and close a Notice of Availability (NOA). The City received two proposals from qualified developers and staff is currently negotiating with the selected developer for both sites.
Staff submitted forms to the Department of Housing and Community Development (HCD), who have endorsed the process and deemed the SLA process fulfilled. These projects are scheduled for Council discussion at the June 25, 2024 City Council meeting.
FISCAL IMPACT: Discussion of the Strategic Plan to Address Homelessness does not have a direct fiscal impact. Staff will return to the City Council before proceeding with any items presented which would require additional contracting or budget allocation.
EXHIBITS:
1.Prior City Council Actions
2.Vista Emergency Housing Assistance Program (VEHAP) Report
3. Collaborative Shared Housing Proposal- Townspeople and Cities of Vista & La Mesa
4.Regional Task Force on Homelessness Award Letter
5.Private Property Encampments - Code Enforcement Report
6.Encampment Clean Up Report
7.Exodus Recovery Narrative and Data Dashboard
8.ERF3 Outreach and Housing Case Management Services RFP 06/20/2024 D2 Page 8 of 64
MEETING DATE: June 20, 2024 PAGE 9
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS
HOMELESSNESS
9.ERF3 Application Narrative
10.ERF3 Application Line-Item Budget
11.Dr. Bronner’s Matching Donor Letter
12.Safe Parking Data Dashboard
13.Alliance for Regional Solutions Shelter Bed Report
14.Buena Creek Navigation Center Data Dashboard
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STRATEGIC PLAN TO ADDRESS HOMELESSNESS
Prior City Council Actions
On May 28, 2024, adopted City Council Resolution no. 2024-76, accepting $336,809.25, awarded by the Regional Task Force on Homelessness, and no. 2024-77, amending the Operating Budget for Fiscal Years 2023/24 and 2024/25 (Vote: 5-0).
On February 27, 2024, adopted City Council Resolution No. 2024-21, approving the First Amendment to the agreement with MAAC, obligating all $1.4 million within the first year of the Agreement to comply with the December 31, 2024 obligation deadline (Vote: 5-0).
On January 23, 2024, the City Council created a Brown Act Standing Committee on Homelessness made up of Mayor Franklin and Deputy Mayor Melendez with remaining Councilmembers as Ex-Officio members. The committee Chair rotates with Deputy Mayor Melendez starting as Chair (Vote: 4-0-1, Green abstained).
On January 9, 2024, adopted the following City Council Resolutions:
•No. 2024-7, approving an agreement with Retread, Inc. to provide Buena Creek Navigation Center Operation Service, with the added condition to prohibit sexually violent offenders (Vote:
5-0).
•No. 2024-8, approving an agreement with MAAC for the administration of the Vista Emergency Housing Assistance Program, with an additional data collection requirement regarding public assistance programs (Vote: 5-0).
On November 14, 2023, adopted the following City Council Resolutions:
•No. 2023-195, approving a First Amendment with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote: 5-0). •No. 2023-196, approving a First Amendment with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0). •No. 2023-202, amending the Operating Budget for Fiscal Years 2023-24 and 2024-25 and amending the Capital Project Budget for Fiscal Years 2022-2023 and 2023-24 as revised by City Council (Vote:
5-0), which include:
o $4.5M for acquisition of a homeless shelter
o $50,000 for emergency shelter additions
o $1M for continuing Safe Parking
On September 26, 2023, adopted the following City Council Resolutions:
•No. 2023-171, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista and directed staff to provide monthly reports on funding used and meetings attended (Vote: 5-0).
•No. 2023-172, approving a master lease and request for proposals for the Buena Creek Navigation Center subject to property inspection and proof of section one clearance and with the addition of an annual accountability clause, transit passes upon request, pre-entry health screening, lockers for medications, security cameras, and pest management in the RFP (Vote: 5-0). •No. 2023-173, amending the Operating Budget for Fiscal years 2023-24 and 2024-25 (Vote: 5-0).
On September 12, 2023, discussed the status of the City’s homeless shelter program, proposed changes to the agreement for shelter beds, and options for expediting the opening of the non-congregate shelter and directed staff to bring necessary items to the City Council at the September 26, 2023 meeting (No Vote).
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EXHIBIT 1
On August 8, 2023, adopted City Council Resolution No. 2023-146, approving the reallocation of unused American Rescue Plan Act Funds to provide a Rental Assistance Program and directing staff to increase the annual income limit from 60% to 65% area median income (Vote: 5-0).
On June 27, 2023, adopted City Council Resolution No. 2023-113, approving a first amendment to the agreement with Exodus Recovery, Inc. to provide a licensed clinical social worker (Vote: 5-0).
On April 25, 2023, authorized participation in the Capital Emergency Housing Solutions Grant Program (Vote: 5-0).
On April 25, 2023, approved the First Amendment to the Agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).
On February 14, 2023, authorizing the application for the encampment resolution Funding round 2 (ERF- R2) Grant from the Interagency Council on Homelessness (Cal ICH) (Vote: 5-0).
On January 10, 2023, approving an agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).
On January 10, 2023, approving an affordable housing agreement by and among the Community Development Commission of the City of Vista, The City of Vista and Santa Fe Senior Village, LP, a California Limited Partnership (Vote: 5-0).
On December 13, 2022, authorizing the application and adopting the PHLA Plan for the PLHA Program (Vote: 5-0).
On September 27, 2022, adopted the following City Council Resolutions:
•No. 2022-141, approving an agreement with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0) •No. 2022-143, approving an agreement with Interfaith Community Services, Inc., to provide shelter beds to address homelessness in Vista (Vote: 5-0).
On September 13, 2022, discussed a permanent supportive housing request for qualifications and, by consensus, directed staff to move forward (No Vote).
On April 26, 2022, Council directed staff to develop an RFP or RFQ for a Permanent Supportive Housing Development and to define a portion of City Funds to assist in this project (Vote 5-0).
On January 25, 2022, Council discussed the following:
•Directed staff to review safe camping and safe parking and bring back recommendations at a future City Council meeting (Vote 4-1, Ritter opposed). •Discussed Year-round Shelter and Operator Request for Proposal. Directed staff to finalize an RFP to develop and operate a year-round shelter in Vista, based on the City Council input provided (No Vote).
On September 28, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and adopted the following City Council Resolutions:
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•No. 2021- 165, approving the first amendment to the contract with Exodus Recovery, Inc. to provide a full-time social worker and a part-time housing navigator to address homelessness in Vista (Vote 5-0).
•No. 2021- 166, approving an amendment to the agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote 5-0). •No 2021- 167, approving an amendment to the agreement with North County lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness Vote 5-0).
Additionally on September 28, 2021, City Council approved staff’s recommendation to include Housing under the Reduce Homelessness Strategy and directed Staff to come back with more information and plans for workshops, community outreach, and funding options for shelters/housing.
On April 27, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and approved staff recommendation to continue programs and activities as outlined in the Strategic Plan to Address Homelessness (No Vote).
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On August 11, 2020, adopted the following City Council Resolutions:
•No. 2020- 138, approving an agreement with North County Lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness (Vote: 5-0). •No. 2020- 140, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote:5-0). •No. 2020- 141, approving an agreement with Exodus Recovery, Inc. to provide a full-time Social Worker to address homelessness in Vista (Vote: 5-0).
•No. 2020- 142, amending the Operating Budget for Fiscal Years 2019/20 and 2020/ 21 Vote: 5- 0).
On June 23, 2020, adopted City Council Resolution No. 2020-115, authorizing application to the Permanent Housing Local Allocation Program and Administration of Program Activities.
On March 10, 2020, approved the Strategic Plan to Address Homelessness and directed staff to begin plan implementation (Vote: 5-0).
On January 28, 2020, provided direction to staff to include all eight strategies identified in the Strategic Plan to Address Homelessness with recommended adjustments to reporting schedules, funding allocation amounts and provisional delayed implementation for one strategy (No Vote).
On January 14, 2020, adopted City Council Resolution No. 2020- 4, accepting an allocation of 250,000 from the California Department of Housing and Community Development for homelessness prevention and intervention services, authorizing the City Manager to execute all documents related to the funding, and amending the Operating Budget for the 2019/20 Fiscal Year (Vote: 5-0).
On November 12, 2019, directed staff to include a full-scope social worker led homeless outreach team, and a plan to “rent” shelter beds in existing shelters, in the Strategic Plan to Address Homelessness (No Vote).
On October 22, 2019, discussed quality of life, community outreach and education, and legislative advocacy, and by consensus, directed staff to include encampment clean-up activities, the Historic Downtown Outreach Program, the proposed community outreach and education activities, and efforts to engage federal, state, and local representatives in the Strategic Plan to Address Homelessness (No Vote).
On September 24, 2019, discussed prevention and diversion services, and by consensus, directed staff to proceed with attaining one-time state funding for prevention and diversion services, and to include financial assistance and home share components in the Strategic Plan to Address Homelessness (No Vote).
On June 4, 2019, held a workshop to discuss potential strategies to address homelessness and, by consensus, provided direction to staff (No Vote).
On December 11, 2018, discussed the City Council Goals Action Plan for 2018- 2020 (No Vote).
On June 12, 2018, discussed the City Council Goals Action Plan for 2018- 2020 (No Vote).
On March 6, 2018, held a workshop and, by consensus, identified top priority goals for Fiscal Years 2018/ 19 and 2019/ 20 (No Vote).
06/20/2024 D2 Page 13 of 64
06/20/2024 D2 Page 14 of 64
EXHIBIT 2
Name Address Disqualifying Factors (denied only)
Not a Vista resident
Not a Vista resident
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Transient Experiencing Homelessness
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Homeless Experiencing Homelessness
Not a Vista resident
Not a Vista resident
Homeless Experiencing Homelessness
Not a Vista resident
March VEHAP Denied Report
06/20/2024 D2 Page 15 of 64
1 HOUSING INNOVATION PILOT - SCOPE OF WORK
INTRODUCTION
The following Scope of Work outlines the key components, objectives, and strategies of the proposed Housing Innovation Pilot (“Pilot”) – a collaborative initiative between Townspeople, the City of La Mesa, and the City of Vista. The overarching goal of the pilot program is to facilitate safe, stable permanent housing for people experiencing homelessness within San Diego County.
Based on proven innovative strategies including Housing First, shared housing, and master leasing, the Pilot will focus on the use of existing market rate housing, improving affordability for low- and very low-income individuals, and maximizing available resources.
Outcomes will be achieved through effective coordination of outreach, emergency shelter, property owner engagement, housing navigation and placement, as well as post-move-in housing stabilization services.
OVERVIEW
For every 100 extremely low-income households in San Diego, there are only 20 affordable and available units – resulting in a deflcit of such units by -82,307 (Gap Report: California | National Low Income Housing Coalition (nlihc.org)). With the designation of one of the most expensive housing markets in the nation, housing affordability is exacerbated by a low vacancy rate – particularly for studio, efficiency and one-bedroom apartments. However, like many other regions, larger size units (2-, 3-, and even 4-bedroom) sit vacant for longer periods. The Housing Innovation Pilot aims to implement a shared housing and/or master leasing model utilizing these larger units to provide affordable housing opportunities to people experiencing homelessness in San Diego.
Through close collaboration and the effective use of leveraged resources, the Pilot plans to tap into the collective knowledge and experience of staff from the City of Vista, the City of La Mesa, and Townspeople. The three partner entities will share responsibility for housing placement and stabilization for a minimum of 75 individuals. To achieve this joint target, each partner will serve no less than 25 individuals from outreach through housing stabilization.
PROGRAM COMPONENTS
Outreach – As part of the Pilot, the City of La Mesa, the City of Vista, and Townspeople will facilitate outreach to their respective regions, including encampments. All partners are primarily guided by the Housing First model and a trauma-informed approach. Employing progressive engagement paired with a harm reduction philosophy, the focus will be on moving individuals into housing as quickly as possible. Priority will be given to those most vulnerable (e.g., physical health conditions, severity of mental health, families with children, and chronic homelessness).
Outreach staff for the designated region(s) will be added to increase overall capacity; and outreach activities will be conducted by program staff without law enforcement involvement. This will allow for greater geographic coverage and expanded program hours. Outreach teams will provide food, water, and/or hygiene items; facilitate the provision of temporary shelter/motel when available; and connect individuals/households to services and transportation. 06/20/2024 D2 Page 16 of 64EXHIBIT 3
2 Shared Housing – The combination of record-high housing costs, low vacancy rates (particularly for smaller units), and wages severely lagging behind the increased cost of living, affordable housing has become increasingly out of reach. For many households limited by low- and very low- income, homelessness has become a reality.
Shared housing offers an effective solution to the current deflcit of affordable housing and the challenge of locating available units for record numbers of people experiencing homelessness. In this collaborative living arrangement, two or more individuals or families are matched to reside together under one roof. Guided by affordability and resource optimization, shared housing offers private bedrooms for personal privacy and shared common space (i.e., kitchen, living room). In addition to making rent more affordable, tenant participants also share the cost of utilities – providing enhanced quality of life and capacity to remain housed.
Shared housing goes beyond providing a roof over someone’s head – it creates a supportive community where individuals can thrive and find a sense of belonging. Some of the benefits of participating in shared housing include:
•Affordability. Shared housing reduces the financial burden of renting a place alone.
By splitting expenses, such as rent and utilities, with housemates, an individual can access more affordable housing options, freeing up resources for other important needs and goals.
•Safety and Security. Shared housing provides an added layer of security as there are others around, creating a sense of safety, especially in unfamiliar or uncertain situations. Knowing that a supportive network is looking out for one another can offer peace of mind.
•Emotional Support. Shared housing presents a built-in support system that can make a tremendous difference, especially to those who tend to isolate. Living with like-minded individuals provides a sense of companionship, reduces isolation, and offers emotional support during challenging and triumphant times. (San Diego Shared Housing Collaborative - Townspeople)
The Pilot will facilitate shared housing arrangements to maximize housing resources in the community by matching individuals to share 2- to 4-bedroom units. Shared housing creates greater affordability for households with low- or very low-income and it allows for more unhoused people to attain housing stability. Tapping into the availability of existing market rate housing stock opens accessibility to those who might otherwise be priced out of a market where low-income housing options are scarce.
The Pilot will increase capacity to build on the established network of property owners willing to participate in the shared housing system; facilitate the placement of individuals experiencing homelessness in safe, affordable, shared housing arrangements; and improve program participants’ overall well-being and self-sufficiency, enhancing their potential for housing retention.
The following foundational elements are key to the successful implementation of the Pilot:
A.Property Owner and Stakeholder Engagement – Access to existing multi-bedroom housing units is critical to the success of shared housing. As such, the initiative will invest in training staff and community partners on best practices for engaging with property owners and cultivating mutually beneflcial relationships that result in clients renting multi-bedroom 06/20/2024 D2 Page 17 of 64
3 housing units. Additionally, we are working with the three regional property owner engagement programs to integrate the shared housing system into their policies and workfiows, granting shared housing staff and clients access to incentive programs, flnancial assistance, and housing location/liaison staff. By leveraging existing resources in the community, we can allocate funds requested under this proposal to underfunded and unfunded interventions and support.
B.Strategic Messaging – Even though shared housing is a widely accepted practice for most adults, a negative stigma is attached to it within the homeless assistance system. In response, we are developing strategic messaging that is realistic, transparent, and accessible. These messages will be tailored to speciflc audiences and used consistently across all mediums, including project advertising.
As an institution, we employ various strategies to avoid raising the communities' hackles and ensure a culturally and linguistically sensitive approach is always taken. We use intentional language choice to avoid inherent bias, recognizing that perception can be shaped before it becomes reality. Additionally, we reach out to infiuential community members and potential opponents early in our process to build relationships with allies that can help preemptively engender goodwill.
C.Training & Development – The Pilot aims to set participants and stakeholders up for success from the start. To do so, we set up the system by establishing written guidelines, policies, and procedures and appropriately training end-users. But doing just that is not enough. In furtherance of San Diego’s goal to ensure incidents of homelessness are rare, brief, and non-recurring, we must equip staff with the skills needed to support with the skills needed to support their clients best and equip clients with the necessary skills to live successfully on their own or, in this instance, with others.
The shared housing system will engage highly qualifled subject matter experts and an online learning management system to develop and deliver training to staff, community partners, project stakeholders, and clients. These training courses' focus areas will include Fair Housing, Motivational Interviewing, Trauma Informed Care, confiict mediation, tenant rights, living well with others, cultural competency, Mental Health First Aid, Shared Housing Institute, and more. Training will be offered and advertised to interested parties.
D.Platform, Technology, and Equipment – In 2021, Townspeople began exploring other industries that utilize shared housing (e.g., university systems), and we determined a technology solution would be critical to increasing opportunities not only for potential housemates to identify and interact with one another but also to be matched with housing that meets their preferences. Combining a web-based platform and mobile devices such as tablets helps increase access to housing and services that can end a person’s homelessness. With this technology, staff are more readily able to meet individuals where they are and begin the shared housing journey.
StarRez was selected as the agency’s online housemate and housing match system. The platform has the capability to integrate with other software, and we are in discussions with the Regional Task Force on Homelessness’ HMIS team about building a rest API integration that would export critical HMIS data to StarRez and import relevant StarRez data into HMIS – strengthening service coordination and reducing data entry efforts. 06/20/2024 D2 Page 18 of 64
4 Additionally, clients, service providers, property owners, and other stakeholders will have access to an AI Chatbot that can answer general questions and respond to critical issues not requiring emergency assistance. A Learning Management System will also be incorporated to expand access to training and development opportunities.
E.Flexible Funding – To help individuals and families exit homelessness more quickly and secure quality housing within their budget, the Pilot program will employ a Flexible Funding Pool. This pool will help mitigate the high costs associated with securing permanent housing and will allow clients to overcome flnancial barriers to housing. Examples of how fiexible fund may be used include:
•Temporary, short-term motel stays.
•Meet-ups with potential housemates.
•Move-in and utility assistance (e.g., moving costs/truck rental, furniture, arrears). •Housing stabilization supports such as grocery store gift cards or food at move-in. •Initial household goods such as linens, cookware, cleaning supplies, or small appliances.
•Specialized services to help with daily living, such as cleaning services, ADA necessities (e.g., household or shower handles).
•Funds to cover additional security deposits, furnishings, vacancy loss, holding fees, and tenant damages that may incentivize property owners to rent to participants. •Temporary shallow subsidies to support unforeseen loss of income.
Currently, there are three property owner engagement and incentive programs operating in San Diego, each with distinct offerings similar to those noted above. The Pilot will work to leverage the existing community resources when eligibility permits and utilize the shared housing Flexible Funding Pool when those resources are not available.
F.Supportive Services – While many individuals can resolve their homelessness independently, some individuals need varying levels of support to obtain and maintain permanent housing. Before entering permanent housing, program clients can access multiple staff such as Housing Navigators, Emergency Housing Coordinators, and Housing Location and Leasing Specialists who complete assessments, help clients develop a Housing Plan, and identify interim housing while supporting them in their search for a housemate(s), as well as a home. Once permanently housed, clients will have access to housing stability and peer support specialists who will provide or facilitate connection to services identifled by the client as critical to their housing success.
Master Leasing – The proposed Pilot will establish a Master Leasing program that will provide housing for persons experiencing chronic and acute needs (physical health and/or mental health) and offers a safe place to reside, increasing access to address other immediate needs. Master leasing can help reduce the 24/7 stress that comes with living on the streets and provides 06/20/2024 D2 Page 19 of 64
5 unsheltered community members with the opportunity to be in a safe place from which to prioritize seeking medical care.
Allowing a homeless service agency to master lease units can eliminate barriers associated with discrimination and substantially increase access to affordable housing. The largest barrier for housing services providers is access to affordable housing. By utilizing existing housing stock, housing placement bottlenecks issue will decrease. Additionally, there is potential for matching housemates for shared housing. Shared housing not only lowers the cost of living but can have a positive impact on well-being through increased social connectedness and support for formerly homeless tenants - raising the likelihood of housing retention.
All elements noted under Shared Housing (i.e., Property Owner Engagement, Flexible Funding, Strategic Messaging, Supportive Services) are applicable to the Master Leasing component of the Pilot.
TARGET OUTCOMES
Over the course of the initial pilot program, a minimum of 75 households will be provided with housing navigation, placement, and stabilization services. Each collaborative partner commits to serving at least 25 households, to include the provision of:
•Outreach • Temporary Shelter/Motel • Housing Navigation • Move-In Kits • Document Procurement (IDs, etc.) • Rental Assistance • Household Furnishings • Stabilization Services •Transportation Assistance To achieve the proposed outcomes, the Pilot will employ the following staffing model:
CITY OF LA MESA CITY OF VISTA TOWNSPEOPLE
Outreach 0.5 FTE Outreach 0.5 FTE Navigator 1.0 FTE
Navigator 1.0 FTE Navigator 1.0 FTE Navigator 1.0 FTE
Stabilizer 2.5 FTE
Locator 1.0 FTE
Please see the BUDGET SUMMARY on the following page for additional details. 06/20/2024 D2 Page 20 of 64
6 BUDGET SUMMARY
LINE ITEM CITY OF LA MESA CITY OF VISTA TOWNSPEOPLE
Rental Assistance/Flex
Funds
To Include:
Rent
Move-In Kit
Furnishings
Transportation
Temp Motel Stay
$210,000. $210,000. $210,000.
Staffing
Salary for each position:
$55k annual + 27% beneflt
rate
0.5 FTE Outreach
1.0 FTE Navigator
0.5 FTE
Outreach
1.0 FTE
Navigator
1.5 FTE
Outreach/Engagement
2.5 FTE Stabilizer
1.0 FTE Locator
$104,775. $104,775. $349,250
Subtotal $314,775. $314,775. $559,250.
Admin $22,034.25 $22,034.25 $39,147.50.
Partner Totals $336,809.25 $336,809.25 $598,397.50.
PROJECT TOTAL $1,272,016.
06/20/2024 D2 Page 21 of 64
May 7, 2024
John Conley
City Manager
City of Vista
200 Civic Center Dr.
Vista, CA 92084
Re: Housing Innovation Pilot Award Letter
Dear John Conley,
The Regional Task Force on Homelessness (RTFH) is pleased to award City of Vista funding for the Housing Innovation pilot program in the amount of $336,809.25. This project is a collaborative partnership between City of Vista, City of La Mesa and Townspeople. The funding will require a collaborative MOU of the partnership.
Your contract is forthcoming and we will get this to you as soon as possible. Upon receipt of the contract, please review for the full terms and conditions of the grant award.
RTFH supports the critical work of the City of Vista in providing persons who are currently experiencing homelessness with shelter and wrap-around services to focus on permanent housing and long-term stability. We look forward to our continued partnership in making homelessness in San Diego rare, brief, and non-recurring.
If you have any questions or need any assistance, please feel free to contact the Grants & Contracts Manager, Susan Kim at [email protected].
In Partnership,
Lahela Mattox
Chief Operating Officer
Regional Task Force on Homelessness
06/20/2024 D2 Page 22 of 64
EXHIBIT 4
Code Enforcement Homeless Cases
Opened between 10/1/2023 and 3/31/2024
(54 Cases)
CASE DATE STATUS LOCATION
CE23-1777 2023-10-04 CLOSED 1370 E Vista Way
CE23-1778 2023-10-04 CLOSED 1595 E Vista Way
CE23-1989 2023-10-15 CLOSED 1441 N SANTA FE AV
CE23-1996 2023-10-18 CLOSED 900 Hacienda Drive Vacant Lot CE23-1999 2023-10-19 CLOSED 1209 Palomar Place
CE23-2023 2023-10-22 CLOSED 721 Oceanview Drive
CE23-2060 2023-10-25 CLOSED 840 Townsite Dr
CE23-2061 2023-10-25 CLOSED 859 E Vista Way
CE23-2071 2023-10-25 CLOSED 1501–1507 Kiva Ln
CE23-2080 2023-10-25 CLOSED 702 Civic Center Dr
CE23-2086 2023-10-25 CLOSED 865 Arbor Glen Ln
CE23-2116 2023-10-30 CLOSED 1189-1199 E Vista Way
CE23-2255 2023-11-20 CLOSED Mercantile St & Pala Vista Dr CE23-2256 2023-11-20 CLOSED City lot between Citrus and Broadway CE23-2271 2023-11-25 CLOSED 710 Sycamore Ave
CE23-2354 2023-12-06 CLOSED 1150 E Vista Way - 1732504109 CE23-2365 2023-12-11 CLOSED 702 Civic Center Dr
CE23-2373 2023-12-12 CLOSED 1910 Shadowridge Dr (BHD)
CE23-2382 2023-12-12 CLOSED 1005 Woodcrest Ln
CE23-2394 2023-12-15 CLOSED 1025 E BOBIER (OLD BOA BUILDING) CE23-2398 2023-12-15 CLOSED 1585-99 E VISTA WAY (BHD 711 PROPERTY) CE23-2427 2023-12-22 CLOSED Across from 2506 Courage Street CE24-0032 2024-01-03 CLOSED 2302 Azure Ln
CE24-0045 2024-01-09 CLOSED 552 W Bobier Dr
CE24-0047 2024-01-09 CLOSED 1441 - 1461 N Santa Fe Ave (Behind) CE24-0061 2024-01-11 CLOSED HUFF STREET -
CE24-0062 2024-01-11 CLOSED 516 SEAVIEW PL (AC) PARK & RIDE? CE24-0077 2024-01-14 CLOSED 840 S SANTA FE AV
CE24-0078 2024-01-14 CLOSED 912 S SANTA FE AV
CE24-0079 2024-01-14 CLOSED 1910 SHADOWRIDGE APN 2175922200 CE24-0080 2024-01-16 CLOSED 777 E. Vista Way - Next to closed restaurant CE24-0081 2024-01-17 CLOSED 1633 Calle Bienvenido
CE24-0083 2024-01-17 CLOSED Vale Terrace - creek
CE24-0084 2024-01-18 CLOSED 112 Grapevine Rd
CE24-0117 2024-01-24 CLOSED 1585-99 E VISTA WAY (PKG LOT) CE24-0124 2024-01-24 CLOSED 802 S Santa Fe Ave
CE24-0139 2024-01-30 CLOSED 945 E Vista Way
CE24-0148 2024-01-31 CLOSED 158 Olive Ave
CE24-0168 2024-02-05 CLOSED La Mirada Dr & Sycamore Ave CE24-0169 2024-02-05 CLOSED 1625 W VISTA WAY & HUFF (ON HUFF SIDE) CE24-0191 2024-02-08 OPEN 1441 N Santa Fe Ave
CE24-0217 2024-02-13 CLOSED 1980 UNIVERSITY DR (PLANET FITNESS PKG LOT) CE24-0252 2024-02-20 CLOSED 125 Vista Village Dr
CE24-0255 2024-02-20 OPEN 1441 N SANTA FE AVE (STATER BROS/CVS) CE24-0296 2024-02-26 CLOSED 125 Vista Village Dr (BEHIND BEV MO) CE24-0318 2024-02-28 CLOSED 960 S SANTA FE (BHD OLD VONS BLDG) CE24-0336 2024-02-29 CLOSED 1485 E VISTA WAY (BHD POPEYES) CE24-0345 2024-03-04 CLOSED 249 S Indiana Ave
CE24-0355 2024-03-05 CLOSED 745 W VISTA WAY (VISTA INN HOTEL) CE24-0405 2024-03-12 CLOSED 560 S Melrose Drive Church CE24-0422 2024-03-15 CLOSED 620 S Santa Fe Ave
CE24-0456 2024-03-20 CLOSED E Vista Way / Foothill Drive Behind Utility Boxes CE24-0486 2024-03-27 OPEN 1325 Sycamore Ave
CE24-0489 2024-03-27 CLOSED 221 Morningside Terr
06/20/2024 D2 Page 23 of 64
EXHIBIT 5
DATE CONT.HOURS
10/5/2023 0.3 CM 1
10/5/2023 0.05 CM 0.25
10/16/2023 0.15 CM 0.5
10/17/2023 0.05 CM 0.5
10/17/2023 0.15 CM 1.5
10/18/2023 0.5 CM 5
10/19/2023 0.1 CM 0.5
10/23/2023 0.05 CM 0.25
10/25/2023 0.15 CM 0.5
10/27/2023 0.05 CM 0.25
10/27/2023 0.1 CM 0.5
10/27/2023 0.05 CM 0.25
10/29/2023 0.15 CM 0.5
10/30/2023 0.15 CM 0.5
10/31/2023 0.1 CM 0.5
11/1/2023 0.15 CM 0.5
11/1/2023 0.05 CM 0.25
11/3/2023 0.25 CM 0.5
11/4/2023 0.5 CM 0.5
11/4/2023 0.15 CM 0.25
11/7/2023 0.1 CM 0.25
11/7/2023 0.05 CM 0.25
11/9/2023 0.25 CM 0.5
11/9/2023 0.25 CM 0.5
11/14/2023 0.15 CM 1
11/15/2023 0.55 CM 7
11/16/2023 0.1 CM 1
11/17/2023 0.1 CM 2
11/22/2023 0.15 CM 2
11/27/2023 0.05 CM 0.5
12/1/2023 1.75 Aztec/CIT 6
12/5/2023 0.05 CM 0.25
12/6/2023 0.05 CM 0.5
12/6/2023 0.15 CM 1
12/10/2023 0.15 CM 0.5
12/10/2023 0.2 CM 1
12/14/2023 0.1 CM 0.5
12/18/2023 0.15 CM 0.5
12/18/2023 0.1 CM 0.5
12/19/2023 0.05 CM 0.25
1/2/2024 0.05 CM 0.25
1/3/2024 CM 0.5
1/3/2024 CM 1
1/3/2024 CM 0.75
1/8/2024 CM 0.25
1/8/2024 CM 0.25
1/9/2024 CM 0.5
1/9/2024 0.1 CM 0.25
1/11/2024 0.1 CM 0.5
1/13/2024 0.1 CM 0.5
1/13/2024 0.1 CM 0.5
1/17/2024 0.2 CM 2
1/22/2024 0.15 CM 0.5
1/23/2024 0.05 CM 0.5
1/24/2024 0.15 CM 0.5
1/30/2024 0.05 CM 0.25
Brengle Terrace
Hacienda BPO "Bunker" (Closer to Costco)
933 Vale Terrace
Hacienda BPO (Across Apartments)
40 Main Street
905 S Santa Fe
1545 S Melrose 0.05
Wildwood Park 0.05
777 E Vista Way 0.15
851 Williamston
1557 S Melrose
38 Vista Village Dr (Ford Underpass)
829 Williamston
Longhorn/Rosewood 0.15
40 Main Street 0.1
Whitebirch/Shadowridge 0.2
1545 S Melrose
500 S Santa Fe
Hacienda BPO (across Food 4 Less shopping center)
820 Civic Center
814 Frances
2600 Progress
651 E.Vista Way
Breezehill Tunnel(Hacienda BPO)
Hacienda BPO (Closer to Costco)
819 W Vista Way
1260 E Vista Way
E Vista Way & Monte Mar
Creekwalk park
1545 S. Melrose
E.Vista Way & Palomar
843 Williamston
1359 Poinsettia
652 E. Vista Way (Wildwood Park)
32 Vista Village Dr (Under North County Ford Bridge)
Hacienda BPO (Closer to S Melrose)
Hacienda BPO (Middle section along 78)
Hacienda BPO (Middle section along 78)
LOCATION TONS
Encampment Clean Up
October 2023 - March 2024
347 Vista Village (Inbetween the back of Burger King &Wave) 1738 W Vista Way (Park And Ride)
340 Townsite
405 La Tortuga
Hacienda BPO (across Food 4 Less shopping center)
1010 E Bobier
1515 S Melrose
Melrose/Hacienda Jungle
837 Williamston
Wildwood Park
La Mirada Canyon Trail
1260 E Vista Way
905 S Santa Fe
340 Townsite
751 Vista Village
298 Sycamore
Hacienda BPO (across apartments on Hacienda)
728 Civic Center
06/20/2024 D2 Page 24 of 64
EXHIBIT 6
DATE CONT.HOURSLOCATIONTONS
1/31/2024 0.3 CM 2
2/5/2024 0.1 CM 0.5
2/5/2024 0.15 CM 0.5
2/6/2024 0.3 CM 2
2/9/2024 0.15 CM 0.5
2/17/2024 0.15 CM 1.5
2/18/2024 0.1 CM 0.75
2/20/2024 0.1 CM 0.5
2/22/2024 0.3 CM 1.5
2/23/2024 0.15 CM 1
2/26/2024 0.15 CM 0.5
2/26/2024 0.1 CM 0.5
2/26/2024 0.1 CM 0.5
2/26/2024 0.1 CM 0.5
2/27/2024 0.1 CM 0.5
3/4/2024 0.05 CM 0.25
3/4/2024 0.45 CM 2
3/5/2024 0.15 CM 1
3/5/2024 0.3 CM 2
3/5/2024 0.05 CM 0.25
3/8/2024 0.07 CM 0.75
3/12/2024 0.1 CM 0.5
3/12/2024 0.15 CM 1
3/13/2024 0.3 CM 4
3/14/2024 0.1 CM 0.5
3/16/2024 0.05 CM 0.5
3/16/2024 0.05 CM 1.5
3/19/2024 0.05 CM 0.5
3/20/2024 0.2 CM 0.5
3/22/2024 0.05 CM 0.5
3/23/2024 0.05 CM 0.5
3/23/2024 0.05 CM 0.5
3/27/2024 0.07 CM 1
TOTAL 14.24 Tons
Sycamore/Shadowridge Tunnel
Hacienda BPO (Between La Tortuga and Breezehill)
Breeze Hill Park (645 S. Melrose Dr.)
Hacienda BPO (Under Bridge by Costco)
225 Vista Village Dr
Hacienda BPO (Close to Melrose Dr)
Brengle Terrace (Behind Rec Center)
Hacienda BPO (Between La Tortuga and Breezehill)
2424 Birch St
777 Townsite/Paseo Buena Vista
Hacienda BPO (Across Food 4 Less)
307 Vista Village Dr
Breeze HillPark
Hacienda BPO (Across Food 4 Less)
1209 Palomar Pl
32 Vista Village Dr
Hacienda BPO (S Melrose/Hacienda)
1590 S Melrose
Breezehill Park
Breezehill Park
210 Hacienda (By 78 Offramp)
950 S Santa Fe
189 Santa Anita
Hacienda BPO (Across LA Fitness)
2410 La Mirada
1500 Blk Sycamore
Hacienda BPO (Between La Tortuga and Breezehill)
Breezehill Tunnel
100 Santa Clara
Hacienda BPO
950 S Santa Fe
La Mirada Canyon Trail
220 Huff St
06/20/2024 D2 Page 25 of 64
I.Operational Definitions
•Area Median Income (AMI): The midpoint of a specific area’s income distribution and is calculated on an annual basis by the Department of Housing and Urban Development.
Using AMI benchmarks for renter eligibility is typically a requirement if your property benefits under the Low-Income Housing Tax Credits, or LIHTC, program. •Board and Care: Non–medical facilities that provide room, meals, housekeeping, supervision, storage and distribution of medication, and personal care assistance with basic activities like hygiene, dressing, eating, bathing, and transferring. Similar to assisted living, except most often at a smaller scale. For those who don’t want to be in a large facility and prefer more of an intimate/home like feel. Usually 4-6 rooms. •Bridge Housing: A sheltering opportunity when an individual has a scheduled move-in date or program entrance. Designed to get people sheltered as they wait for their upcoming move-in or placement date.
•By Name List (BNL): A comprehensive list of every person in a community experiencing homelessness, updated in real time.
•California Interagency Council on Homelessness (Cal ICH): Oversees the implementation of Housing First guidelines and regulations, and identify resources, benefits, and services to prevent and end homelessness in California.
•Camping: The use of public property for living accommodations purposes such as sleeping activities, or preparations to sleep (including the laying down of bedding for the purpose of sleeping), or storing personal belongings (including but not limited to clothing, sleeping bags, bedrolls, blankets, sheets, luggage, backpacks, kitchen utensils, cookware, and similar material) or making any fire or using any tents or other structure for sleeping or carrying on cooking activities, or living in a parked vehicle. •Contact: An interaction or attempt to interact with an individual through in-person meetings, phone calls, emails, or text messages. It also includes efforts to locate a client but excludes communications with collaterals.
•Coordinated Entry System (CES): An evidence-based strategy that focuses on housing and service coordination designed to link homeless people to the most appropriate housing solution based on their needs. Coordinated by the RTFH via Clarity. •Chronically Homeless: Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter, and has been homeless and living as described for at least 12 months or on at least 4 separate occasions in the last 3 years with the combined occasions equal to at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described. •Clarity: The Homeless Management Information System (HMIS) used by San Diego County's CoC.
•Continuum of Care (CoC): Responsibilities of a CoC include designating and operating an HMIS, coordinating the implementation of a housing and service system within its 06/20/2024 D2 Page 26 of 64
EXHIBIT 7
geographic area that meets the needs of the individuals and families who experience homelessness there, and designing and implementing the process associated with applying for CoC Program funds.
•Diversion: Tasks designed to assist persons experiencing and at-risk of homelessness before the necessity to access CES and other more intensive resources. Usually consists of problem solving, utilizing resources available to the individual, including reaching out to family, support networks, community and others for support. •Encampment: One or more temporary, makeshift, or hand-built structures not intended for long-term continuous occupancy, including tents, that are used to shelter one or more persons or their belongings and that are not authorized by the property owner.
Encampment includes any camp paraphernalia and personal property associated with or located in or around the structures or tents; or a group of individuals that habitually sleep with or without shelter structures in a public or private space •Engaged: Individuals that are working towards service goals in your homeless outreach program.
•Enrolled: Any individual in your service area that is qualified for your homeless outreach program. Should be enrolled in Clarity with whatever information is available. •Encampment Resolution Funding (ERF): $750 million competitive grant program available to assist local jurisdictions in ensuring the wellness and safety of people experiencing homelessness in encampments by providing services and supports that address their immediate physical and mental wellness and result in meaningful paths to safe and stable housing.
•(California) Housing and Community Development (HCD): Helps to provide stable, safe homes affordable to veterans, seniors, young families, farm workers, tribes, people with disabilities, and individuals and families experiencing homelessness. •High Barrier: When programs/shelters have requirements that may affect whether someone will be eligible for the program or not. Sobriety, medication compliance, mandatory case management are common barriers.
•Homeless Management Information System (HMIS): A mandatory data management system required by CoCs to be in compliance with Housing and Urban Development (HUD) funding. HMIS is a local information technology system used to collect client-level data and data on the provision of housing and services to individuals and families at risk of and experiencing homelessness. Each CoC is responsible for selecting an HMIS software solution that complies with HUD's data collection, management, and reporting standards. •Homeless/Street Outreach: Searching for and connecting with individuals living in situations not intended for human habitation with the intention of getting those individuals off the street and into shelter/housing/programs. •Homeless Prevention: Services provided to keep individuals in their current housing situation. Usually consists of paying for past due rent/mortgage/bills and provide case management to help stabilize and prevent another similar incident from happening. 06/20/2024 D2 Page 27 of 64
•(United States Department of) Housing and Urban Development (HUD): One of the executive departments of the U.S. federal government. It administers federal housing and urban development laws.
•Low Barrier: When programs/shelters minimize the requirements for entrance into the program/shelter to be able to accommodate as many people as possible. •People/Person Experiencing Homelessness (PEH): It’s best practices to not call someone "homeless" but to say "they are experiencing homelessness". •Permanent Supportive Housing (PSH): A type of permanent housing that provides long- term rental subsidies and Intensive Case Management Services to individuals who have experienced chronic homelessness and have disabilities, chronic medical and/or behavioral health conditions. Often placed through CES. •Permanent Local Housing Allocation Program (PLHA): Provides funding to local governments in California for housing-related projects and programs that assist in addressing the unmet housing needs of their local communities. •Rapid Re-Housing (RRH): Short to medium term move-in and rental assistance with case management meant to rapidly move individuals into housing and help keep them there.
Completed through CES.
•Regional Task Force on Homelessness (RTFH): San Diego and Imperial County's CoC. •Shelter/Navigation Center: A safe and welcoming place where PEH can temporarily reside to be able to work towards housing goals and be removed from the elements. •Supportive Services for Veteran Families (SSVF): A program similar to RRH through the Veterans Affairs. Short-Medium term rental assistance with case management designed to create housing stability.
•Veterans Affairs Supportive Housing (VASH): HUD-VASH is a collaborative program which pairs HUD’s Housing Choice Voucher (HCV) rental assistance with VA case management and supportive services for homeless Veterans. These services are designed to help homeless Veterans and their families find and sustain permanent housing and access the health care, mental health treatment, substance use counseling, and other supports necessary to help them in their recovery process and with their ability to maintain housing in the community.
•Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT): A survey administered both to individuals and families to determine risk and prioritization when providing assistance to homeless and at-risk individuals through the Coordinated Entry System (CES).
II.ERF Overview
The Encampment Resolution Funding grant, initiated in May 2022, served as a significant milestone in the City of Vista’s endeavors to combat homelessness. Over the duration of the grant period, various initiatives and interventions were implemented to address the complex challenges associated with homelessness in the community. 06/20/2024 D2 Page 28 of 64
Accomplishments
Expansion of Staffing: The ERF grant has facilitated the expansion of the homeless outreach team through the recruitment of additional essential personnel, effectively bolstering the capacity for case management and housing navigation services:
•1 Program Director
•1 Program Staff Assistant
•1 Community Health Worker
•1 Housing Navigator
•2 Case Managers
Furthermore, the grant allowed for the expansion of resources for the outreach team by incorporating two additional vehicles (SUVs). This addition greatly facilitated the transportation of clients and their belongings to housing placements. Moreover, it enabled the transportation of essential durable medical equipment (DME) like wheelchairs, enhancing the level of care provided. The inclusion of the spacious SUVs also increased efficiency by allowing the simultaneous transport of multiple clients to crucial destinations such as the DMV, shower facilities, resource fairs and food banks, ultimately streamlining the support process.
Expansion of Resources: One of the most impactful features of the ERF grant was its ability to provide comprehensive assistance to individuals transitioning into housing. From covering move-in expenses and deposits to supplying essential household items, such as furniture and appliances, the grant helped remove significant barriers to accessing stable housing. The funds also provided support for credit checks and short-term rental assistance which acted as a safeguard against the threat of eviction, offering individuals the opportunity to regain their footing.
ERF’s flexibility extended beyond housing assistance. It enabled our outreach team to provide flexible funds for a variety of essential services. From securing vital documents to facilitating car repairs and registration, the funds were instrumental in addressing the diverse challenges faced by our clients. Additionally, it paved the way for innovative solutions to homelessness, including the provision of essential bridge housing through motel/hotel voucher.
Since the inception of the ERF program, the Homeless Outreach Team recorded a total of 4,429 contacts and made 772 referrals to various services. Of these referrals, 72% were successfully linked to the appropriate services. The most common service linkages included Benefit Assistance (162), Shelters (129), and Housing Navigation Services (94).
Throughout the program, 216 individuals were served under ERF, with 145 of them engaged in the program. During its program duration, the team successfully housed 50 individuals within 40 households, which included 49 children. 44 individuals from 36 households, including 43 children are still housed as of April 30th 2024.
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Challenges Without ERF
As the ERF grant contract concluded in April 2024, it was essential to assess the impact of the services provided and acknowledge the changes that would occur following the cessation of funding. The expiration of the grant and the reduction in the capacity of our outreach team significantly impacted the level of support and assistance available to people experiencing homelessness. The grant’s flexibility in fund usage played a crucial role in our success, enabling us to not only provide housing assistance to street homeless individuals but also support families and households with homeless prevention or housing retention efforts. Unfortunately, our current funding source imposes limitations that hinder our ability to extend the reach and effectiveness of our outreach efforts.
•Layoffs and Staff Reductions: The expiration of the grant has led to a significant reduction in the Homeless Outreach Team, resulting in fewer staff members available to assist individuals experiencing homelessness. This reduction in personnel has directly impacted the team’s capacity to engage with and support the same number of clients as before. Consequently, the program’s ability to handle its caseload has been reduced, necessitating a focus on fewer clients. However, this adjustment is complicated by the steady influx of referrals, which has not decreased despite the team’s reduced capacity.
This ongoing volume of referrals strains the team, creating a challenging situation where the need for services remains high, but the resources to provide them are now limited. •Lack of Short-Term Rental Assistance: The absence of funding means an end to short- term rental assistance, leaving individuals at risk of eviction and homelessness. •Elimination of Bridge Housing: The loss of funding marks the end of essential bridge housing, depriving individuals of the interim shelter needed to transition out of homelessness.
•Absence of Move-In Assistance: The discontinuation of funds means an end to other vital assistance with move-in costs, such as security deposits and essential household items.
•Removal of Outreach Vehicles: The removal of essential outreach vehicles has created a significant barrier in our efforts to provide services. This limitation has hindered our capacity to connect clients with vital services, transport them to resource fairs, DMV appointments, and food pantries. Additionally, it has impacted our ability to provide simultaneous transportation for clients to shower facilities and housing navigation services, particularly those requiring durable medical equipment.
III.Dashboard and Demographics (Bi-Annual Report)
The Homeless Outreach Team has achieved significant milestones over the last six months. Our efforts continue to shine a light on our dedication to providing essential services and forging partnerships within the community.
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IV.Exits from Homelessness
According to the U.S. Department of Housing and Urban Development (HUD), exits from homelessness refer to the various pathways through which individuals or families transition out of homelessness and into stable housing situations. These exits are categorized into several types, including permanent housing placements, rapid re-housing, transitional housing, and permanent supportive housing. Each exit type is designed to address the specific needs of individuals experiencing homelessness and to facilitate their transition into safe and sustainable housing.
Since inception, 134 individuals have been housed. During this reporting period, 10 households made up of 10 adults and 6 minor children, obtained and maintained stable housing. These households have successfully exited homelessness within this reporting period. Notably, 2 individuals transitioned to permanent housing without rental assistance or subsidy, but they were successfully housed due to the housing navigation services provided by Vista HOT. Others utilized the following housing vouchers:
RRH Voucher: 1
HOPWA Voucher: 1
Rental Assistance: 4
Deposit: 2
Rental by Client: 2
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IV. Highlights
Homeless Prevention
Outside of outreach and connecting individuals to shelters and other housing options, homeless prevention approach has been at the forefront of the Homeless Outreach Team’s efforts. By proactively engaging with at-risk individuals and families, we have provided timely interventions and support services to prevent homelessness before it occurs.
Since inception, Vista HOT has provided homeless prevention assistance to 6 households, comprising 9 adults and 16 minor children. Of the 6 households, 1 family with 2 minor children are from this reporting period alone.
Since the end of the ERF contract, Vista HOT has faced challenges in providing short-term rental assistance to clients. The limitations of the current contract have prevented the utilization of funds for this purpose. However, the launch of the Vista Emergency Housing Program (VEHAP) has been a significant relief. Since VEHAP’s inception, Vista HOT has referred 6 individuals, with 2 already receiving assistance.
Buena Creek Navigation Center and Outreach Team Collaboration Since its opening, the Buena Creek Navigation Center, its staff, and Vista HOT have worked collaboratively to maximize bed availability and ensure comprehensive care for clients. Vista HOT provided short-term case management to clients even after their placement at the shelter, ensuring ongoing support during warm-handoffs. Transportation was arranged for clients, and VI-SPDAT assessments were completed to prioritize and address their needs effectively. This seamless collaboration and coordination led to successful placements and promoted continuity of care, highlighting the strong partnership between the BCNC and Vista HOT. 06/20/2024 D2 Page 32 of 64
As of March 31, 2024, this collaboration has led to 21 referrals to the BCNC, with 18 successful placements.
V. Challenges
1.Influx of individuals from encampment sites outside of Vista: The establishment of the Buena Creek Navigation Center in Vista has alerted neighboring cities to refer homeless individuals to our community. HOT has noticed an increase in referrals from outside City limits since January of this year. This influx of homeless residents moving into Vista City limits is not unique to encampment sites but also includes individuals now considered street homeless within Vista.
2.Lack of sufficient shelter beds specifically designated for monolingual clients.
3.Limited Funding and Accommodations for Pet Services
4. Lack of Motivation for Program Participation During Outreach from PEH
5.Lack of Affordable Housing and Inability to Meet Income Requirements
6.Data Collection and Documentation Standards
VI. Recommendations
1.City to Conduct Its Own PITC Monthly: Conduct regular point-in-time counts, providing vital data to inform homeless assistance strategies and resource allocation. Establish a coordinating task force to plan, oversee, and evaluate the PIT counts.
2.Monolingual Client Accommodation: Increase the availability of shelter beds specifically designated for this demographic. It would ensure that language barriers do not prevent individuals from accessing safe and stable temporary housing.
3.Funding and Accommodations for Pet Services: Expand funding and accommodations for pet services to support clients with pets and emotional support animals, recognizing the important role these animals play in the lives of individuals experiencing homelessness.
4. Incentivize Outreach Participation: Implement incentive programs to encourage individuals to participate in outreach efforts, such as streamlining benefits application processes and assisting with the acquisition of vital record and identification documents.
5.Utilize BCNC Shared Rooms: Explore opportunities to utilize shared rooms within the BCNC as a means of facilitating matches for future shared housing arrangements.
6.Comprehensive Data Plan: Implement a comprehensive data plan that remains consistent and unchanged for at least one year. This will simplify the data collection process, making it easier for staff to follow standardized procedures. Additionally, consistent data practices will allow more time for outreach workers to engage with individuals on the streets or connecting them with vital services. 06/20/2024 D2 Page 33 of 64
Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 1
City of Vista
Housing & Homeless Services Division
STRATEGIC PLAN TO ADDRESS HOMELESSNESS:
Encampment Resolution Funding Program, Round 3 (ERF3)
Homeless Outreach and Case Management
Request for Proposals
RFP GUIDELINES
Applications Available June 10, 2024
Application Due Date July 30, 2024
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EXHIBIT 8
Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 2
I.INTRODUCTION AND PURPOSE
The City of Vista (“City”) is soliciting written proposals from qualified service providers to provide street outreach and case management services and rapid rehousing with stability services, who will utilize trauma- informed and person-centered approaches to connect Vista residents experiencing homelessness with appropriate resources. Practices and approaches to street outreach shall be aligned with the Continuum of Care’s Community Outreach Standards, and operating standards for rapid rehousing shall be aligned with the Continuum of Care’s Rapid Rehousing System-Wide Operating Standards of Practice.
The City is currently in preparation of an application for Encampment Resolution Funding Program, Round 3 (ERF3), and an award for the services solicited herein is contingent on an award of ERF3 to the City. The City will be submitting its application on or before the June 30, 2024 submission deadline, and notification of award is expected within 60 days of that deadline. If awarded, a contract for services between the City and the selected provider will be entered tentatively beginning on September 1, 2024 through June 30, 2025, and renewed for additional 12-month increments through June 30, 2027.
City Overview
The City of Vista is located seven miles inland from the Pacific Ocean in northern San Diego County and is approximately 19 square miles with a population of 99,723 (CA Department of Finance, 2024). The City operates its own Fire Department and contracts with the San Diego Sheriff’s Department for law enforcement services.
At the 2018-2020 goal setting workshop, the City Council identified a need to develop a strategic plan to address homelessness. On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness (Strategic Plan) which identifies three specific goals: (1) preventing homelessness; (2) improving quality of life, and (3) reducing homelessness.
Background
In support of the City of Vista’s Strategic Plan goal of reducing homelessness and the Continuum of Care’s (CoC) Regional Community Action Plan to Prevent and End Homelessness in San Diego, , the City is applying for ERF3, which was authorized in 2022 through Senate Bill 197 (Chapter 70, Statutes of 2022), enacted under Chapter 7 of Part 1 of Division 31 of the California Health and Safety Code (HSC) (sections 50250 et seq.). The $400 million for this third round was appropriated by SB 101 (Chapter 12, Statute of 2023). ERF was established to increase collaboration between Cal ICH, Local Jurisdictions, and Continuums of Care (CoCs) for the following purposes:
•Assist Local Jurisdictions in ensuring the safety and wellness of people experiencing homelessness in encampments.
•Provide grants to Local Jurisdictions and CoCs to resolve critical encampment concerns and transition individuals into safe and stable housing.
•Encourage a data-informed, coordinated approach to address encampment concerns.
This Request for Proposals (RFP) solicits the services of an experienced homeless services provider who will perform street outreach and case management at the City’s direction, coordinating as necessary with the Regional Task Force on Homelessness (lead agency of the CoC), County of San Diego’s Health and Human Services Agency representatives, mental health and substance use providers, CalAIM providers, Workforce Development, public benefits administrators, and other community-based organizations. The Vista Sheriff's Department, will assist in coordination, support and safety when addressing unsheltered homelessness as necessary or requested, in accordance with the Continuum of Care’s Policy Guidelines for Regional Response for Addressing Unsheltered Homeless Encampments throughout San Diego County. Outreach services shall 06/20/2024 D2 Page 35 of 64
Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 3
be provided to those experiencing homelessness within the boundaries of the ERF3 grant area (Exhibit A) as proposed in the City’s ERF3 application.
II.CITY EXPECTATIONS
The City is seeking a service provider who has demonstrated expertise in working with and meeting the needs of those most vulnerable in our community, and who understands the unique needs of people who are experiencing homelessness (PEH). Experience working with and navigating the regional programs for PEH, as well as knowledge of the local community needs, ability to coordinate with multiple stakeholders, and understanding of the needs of the diverse groups within the homeless population are required. The contracted service provider will be required to participate in regular meetings, both public and private, at the direction of City staff. The contracted service provider will provide at minimum, a bi-annual report to the City Council that includes anonymized client data, detailed program activities, and itemized expenditures. Additional reporting suggested by the selected provider is also encouraged.
This RFP sets forth the requirements of the solicited activities and contains the guidelines by which each proposal must include.
III.FUNDING AND METHOD OF PAYMENT
Services provided under the contract shall not exceed $3,416,711.10 through June 30, 2027, with services anticipated to begin on September 1, 2024. Proposals should describe the services the organization is able to commit to within the allocated budget. The selected service provider will submit invoices to the City. The invoices must include a detailed breakdown of the services, the tasks, the hours, hourly rates, and all appropriate back up. The final contract term will be consistent with Section I of this RFP and the contract total may vary depending on final award of ERF3.
IV.ELIGIBILITY CRITERIA
Nonprofit organizations, Federally Qualified Health Centers, government agencies, and neighborhood organizations that primarily serve low- and moderate-income individuals and households with experience working with PEH in trauma informed outreach and person-centric housing and stabilization services are eligible to apply. Proposals should incorporate a combination of program management; street and housing case management; and peer support personnel. A Licensed Clinical Social Worker on staff in a management role is preferred. Proposers must be knowledgeable about housing programs, including County Section 8 Housing Choice vouchers, and applicable local homeless service programs. Nonprofits must be incorporated as a nonprofit in California by the proposal submittal date.
Respondents to the RFP must be able to sign the City’s standard contract for services (sample included as Exhibit B). As specified in the contract, General Liability Insurance, Automobile Liability Insurance and Workers Compensation Insurance are required at the time of the execution of the standard contract for services.
V.SCOPE OF SERVICES
The City is seeking to partner with an organization that can provide full-time social work to conduct pro- active local street outreach, case management, and housing stabilization services at the City’s direction. The Vista Sheriff’s Department will assist in coordination, support, and safety as necessary. The role of the service provider will be to provide support for individuals experiencing homelessness within the city of Vista, enter data in the Homeless Management Information System (HMIS), and connect people to the services they need in order to make meaningful steps towards exiting homelessness. The goal of these services is to create a clear pathway to permanent housing for each unsheltered resident in order to make homelessness a rare, 06/20/2024 D2 Page 36 of 64
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Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 4
brief, and a one-time experience. Proposals shall describe how they will achieve the following City objectives and services.
•Provide social work case management services at designated community sites independently and in coordination with the County’s Health and Human Services Agency representatives, mental health providers, and other local service providers and with members of the Vista Sheriff’s COPPS Team when assistance is needed. The service provider shall travel to city sites where these services are needed.
These services will be low-barrier and adhere to a Housing First approach. •Complete a comprehensive case management assessment for each individual experiencing homelessness and enrolled in outreach. Case plans shall include a timeline and measures for achieving each client goal and strategies to address current barriers to housing. Review and update each case plan to monitor progress towards goals as the client’s needs change. Empower clients to become involved in their own planning and goal setting. The City of Vista will require the service provider to utilize the County-wide Coordinated Entry System (CES), timely and complete data entry into HMIS, as well as additional client assessment and tracking tools as necessary. •Link clients to available housing, medical, mental health, addiction and recovery services, food, clothing, transportation, employment, Social Security Retirement/Social Security Disability, financial, and other appropriate services based on the client’s individual plan. Assist clients with enrolling in mainstream benefits and obtain identification (e.g. California Driver’s License, California Identification Card and/or Social Security card). Assisting clients with no or minimal income to obtain income is a priority and is a key factor in longer-term housing stability. Proposer should include flex funds in their proposed budget to assist with these services, including costs for storage of personal property and pet care. o Proposals may include up to $60,000 in flex funds
•Provide ongoing case management related services to clients, to include: advocacy and support to assist with removing barriers and achieving stated goals; ongoing assessment of individual needs including housing stability, mental health, substance use treatment, physical health and overall safety; development and review of their personalized service plans; coordination of service plan items; coordination, referral and connection to other service providers and community resources; crisis intervention services; and liaison or advocacy services to help remove barriers for clients. This includes communication with other community service providers, medical and mental health providers, treatment and recovery providers and family members.
o Proposals may include up to $10,000 to assist at minimum 25 households with family reunification.
•Assist clients to identify interim and permanent housing options based on their individualized case plan and coordinate with City staff, including the Housing Specialist, to identify available housing options that are appropriate for each client and work to obtain and maintain permanent housing with the client for a period of up to 12 months after housing placement. Develop a long-term support plan to ensure residents previously experiencing homelessness maintain housing and continue to achieve other personalized goals.
o Proposals may include up to $2,000,000 in housing assistance funds to assist a minimum of 100 households with rapid rehousing and housing stabilization. •Provide proposed outcomes of the program, including, but not limited to, number or percentage of:
unduplicated individuals served, exits from street homelessness, exits to permanent housing, individuals 06/20/2024 D2 Page 37 of 64
Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 5
retaining housing after 12 months of housing placement. •Maintain regular communication, both written and verbal, with the City’s Housing & Homeless Services division staff. Attend regular meetings, both public and private, including the monthly Standing Committee Meeting on Homelessness and City Council Workshops, to review and discuss caseload and overall progress.
•Work with the Housing & Homeless Services division staff to maximize partnerships with other local service providers, community organizations and individuals to cultivate resources and stay connected to the changing needs of the community.
•Proposer understands that the Services entail repeated interactions with at-risk populations that may be experiencing mental health disorders or substance abuse issues. The successful Proposer is responsible for ensuring the safety of their personnel while performing the Services and for coordinating with the Vista Sheriff’s Department for law enforcement intervention, as needed. The successful Proposer shall inform City staff of any threats and/or acts of violence that occur between their personnel and unsheltered residents during the performance of the Services. •Complete accurate and thorough documentation in a timely manner. Maintain documentation of client meetings and interactions, including conversations and progress towards goals. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City.
•Identify gaps in homeless services and assistance needs in Vista. In addition, develop a written report of recommendations for community and program improvements in support of the Strategic Plan. •Proposer must identify and provide one key staff contact if Proposer will utilize multiple personnel to fulfill the requirement to provide full-time Services.
VI.PROPOSAL SUBMISSION
To receive addenda and submit a Proposal, Proposer must register a free account with the City’s Electronic Bidding System, OpenGov Procurement, at https://secure.procurenow.com/portal/cityofvista . No hard copy proposals will be accepted. Once registered, Proposer must download the RFP while logged in under their own name and identification number to appear on the Electronic Prospective Bidders List as a “Prospective Bidder.” Proposers that fail to download the RFP will not appear on the Electronic Prospective Bidders List and their Proposal will be considered non-responsive. If a Proposer is unable to register or download the RFP from OpenGov Procurement, a Proposer representative may contact OpenGov Procurement to troubleshoot the problem.
All Proposal documents must be uploaded using OpenGov Procurement prior to the Proposal Submission Date as instructed in this solicitation. Once file(s) have been uploaded and the Submission Status shows as “Submitted” the submission is complete. At that point the Proposer will receive an email confirmation from OpenGov Procurement.
The City reserves the right to extend the date by which proposals are due via addendum. To be considered, Proposals shall be submitted through OpenGov Procurement no later than the Proposal Submission Date.
OpenGov Procurement will determine the official time for the advertised Proposal Due Date and such 06/20/2024 D2 Page 38 of 64
Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 6
determination will be final. Any Proposals not received in a timely manner on the Proposal Due Date, as described above, will not be considered.
Proposers understand that an award for this RFP is contingent upon the award of ERF3 to the City, and the City reserves the right to cancel this RFP at any time.
Questions on this RFP
All project related questions and requests for clarifications, changes, exceptions, and deviations to the terms and conditions set forth in this RFP shall be submitted via “Q&A” through the City’s Electronic Bidding System, OpenGov Procurement. Phone call questions will not be accepted. Answers to all submitted questions will be provided in an addendum through OpenGov Procurement. Questions must be submitted prior to the deadline specified in the RFP Schedule, above.
VII.PROPOSAL INSTRUCTIONS
Proposals should include at a minimum the following elements:
1.Cover letter. A cover letter shall summarize key elements and guarantee that key personnel will be committed to perform the required tasks throughout the duration of the contract. The cover letter shall be limited to two (2) pages and shall include a contact name, email, phone number and full address for the proposer. The cover letter must provide a brief overview of the proposer’s qualifications, list key personnel and areas of responsibility, demonstrate that the personnel have the knowledge and skills to provide outreach, case management, and housing stabilization services as described in this RFP, and emphasize similar contracts or projects that required the performance of similar tasks. The cover letter shall include a statement that the proposer can meet the City’s insurance requirements and is prepared to execute the City’s standard contract for services as written, and will not make any changes to the project term without authorization of the City. In cases where a team member voluntarily leaves an agency, the proposer shall provide the City a proposal for a substitute team member subject to the approval of the City.
2.Approach. Provide a detailed description of the approach to the project, including suggested activities and methodologies to be used when providing the Services for PEH in the city of Vista. Such activities may include: strategies to engage with individuals who are unsheltered with considerations to the unique needs of the diverse groups within the unsheltered community; plans for coordinating with shelter and housing providers, treatment providers, employment and educational programs, legal services, and other government entities; use of proposed flex funds; approaches to local coordination with community service providers; plans for tracking demographic, quantitative and qualitative data; use of any evidenced based practices; evaluation criteria and any other elements the organization may propose. Proposals should cite previous experience with such work and take into consideration the objectives identified in the Scope of Services.
3.Staffing. Identify and describe program staff, qualifications, and professional experience, along with proposed weekly time commitment towards this project.
4.Budget. Please provide a simple 12-month project budget that is adjustable to accommodate the initial 10-month contract period, describing staff rates and labor hour estimates. Identify staff benefits and administration costs, if applicable. Budget may include flex funds for client needs such as transportation, new identification cards, etc. The City will review budget proposals to determine maximum value, effectiveness, approach, and performance of work within a reasonable budget. Proposals must identify 06/20/2024 D2 Page 39 of 64
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Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 7
potential milestones that will trigger payments due. Note in-kind supports if applicable, or if leveraging other existing resources is planned.
5.Schedule. Include a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence.
VIII.Review of Proposals
Proposals will be reviewed for completeness and according to the City’s evaluation criteria. Incomplete and/or late proposals may be disqualified. The City will review and evaluate all proposals for responsiveness to this RFP to determine whether the respondent possesses the professional qualifications necessary for the satisfactory performance of the services required. The City will also investigate qualifications of all respondents to whom the award is considered and may request clarification of proposals directly from one or more proposers. In reviewing the proposals, the City will consider the following evaluation criteria (100 points total):
•Quality of the approach, clarity, rationale, and feasibility (25 points) •Organization’s experience with projects of similar type (20 points) •Project staff experience and expertise (15 points)
•Proposed project schedule and outcomes (20 points)
•Budget and value of proposed work and deliverables for dollars invested (20 points) The City may conduct interviews as a part of the evaluation process.
IX.AWARD OF AGREEMENT
Upon completion of the review period, the City will notify the proposer whose proposal will be considered for further evaluation and negotiation. Any delay caused by proposer's failure to respond to direction from the City may lead to a rejection of the proposal.
a.If the City determines, after further evaluation and negotiation, to award the agreement, a contract for services agreement will be sent to the successful proposer for the proposer's signature. No proposal shall be binding upon the City until after the agreement is signed by duly authorized representatives of both the service provider and the City.
b.The City reserves the right to reject any or all proposals, and to waive any irregularity in a proposal. The award of the agreement will be based upon a total review and analysis of each proposal and projected costs.
Timeline for Submission and Award:
Activity Date
Public Notice announcing RFP June 10, 2024
Final Date for Submissions of Questions June 28, 2024
Proposal Submission Deadline July 31, 2024 by 5:00 p.m.
Interviews (if needed) August 5 -15, 2024*
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Release Date: June 10, 2024
Submittal Date: July 31, 2024
Strategic Plan to Address Homelessness:
ERF-3-R Street Outreach RFP 8
Selection and Funding Award August 29, 2024*
*Dates are subject to change
The City reserves the right to extend the date by which proposals are due via addenda.
X.RIGHT TO REJECT PROPOSALS
The City reserves the right to request additional information from proposers. By the act of submitting a proposal, propsers acknowledge and agree to the terms and conditions of this RFP and to the accuracy of the information they submit in response. The City reserves the right to reject any and all submittals, waive any irregularities in the submittal requirements, or cancel this RFP at any time. The review panel will make recommendations to enter into a contract with the City at the Vista City Council meeting on August 13, 2024 (tentative date).
XI.DISCLOSURE
All Proposals become the property of the City unless a return is specifically requested as specified in the following section. The City is a public agency subject to the disclosure requirements of the Public Records Act, California Government Code Section 6250 and following. These requirements include an exemption for "trade secrets". If any proprietary information is contained in or attached to the written proposal, it must be clearly identified. In order to protect trade secrets from disclosure, pursuant to a public Records Acts request, you must agree in writing to defend and indemnify the City of Vista if litigation results. 06/20/2024 D2 Page 41 of 64
Part 2: PROPOSAL OVERVIEW
Guidance:
In completing this application, applicants must identify the specific encampment that will be prioritized for resolution.
If an applicant proposes to prioritize a large, noncontiguous, or multiple site(s), the encampments may only be addressed through a single application if: (a) the justification for prioritizing the encampments is the same, and (b) the demographics and service needs of the residents of the encampments is sufficiently the same that, (c) the same set of services, and service providers, including outreach, interim and permanent housing programs, will be used to resolve the identified people's experience of homelessness in encampments.
Applicant must prepare a separate application for each encampment that does not meet the requirements of (a) – (c).
Proposal Summary
Summarize the proposed Encampment Resolution Fund (ERF) project, including an overview of all key components and/or phases of the project that will be funded in whole or in part with ERF-3-R resources. (1500-character limit) (1224 characters)
The Encampment Resolution Fund (ERF) project will combat homelessness in the SR 78 Caltrans Right of Way along the 78 from Emerald Drive to Sycamore and will include portions of Vista in those areas that encompass additional encampments. Vista’s strategic plan on homelessness provides for data-driven strategies aligned with Housing First principles. By providing clear pathways to housing, the project seeks to address homelessness effectively.
Leveraging existing Vista funded interim housing solutions with low barriers like the Buena Creek Navigation Center (BCNC) and Safe Parking Program, the project offers a safe environment for individuals living in various conditions.
A multidisciplinary team approach ensures wrap-around services like intensive case management, peer support, connections to mental, physical, and dental health, financial literacy, vocational and technical training, and tailored housing navigation based on individual needs.
Prioritizing permanent housing opportunities, the project leverages Master Leasing, shared housing, landlord incentives, family reunification, Housing Choice Vouchers, CES, PSH developments, and RRH funding to expedite the transition from homelessness to stable housing.
People Served
Number of people currently residing in prioritized encampment site #100
Potential inflow of people into the prioritized encampment site during the grant term.
Due to recent political changes in neighboring cities’ approaches,towards services for unsheltered individuals, including the rejection of Housing First Principles, the City of Vista is expecting an influx in individuals from our eastern neighboring cities.
Of people currently residing in prioritized encampment site, how many will be served by this proposal? #The intention is to connect and provide services to all 100 within the service area.
Given the potential for inflow of people into the prioritized encampment site, how many people are projected to be served across the entire grant period?
#We expect that we will contact and attempt to serve 250 individuals.
Of people projected to be served across the entire grant period, number of people projected to transition into interim housing.
#128
Of people projected to be served across the entire grant period, number of people projected to transition into permanent housing
06/20/2024 D2 Page 42 of 64EXHIBIT 9
#85
This should include both people who transition directly into permanent housing and people who may first transition into interim housing.
Is the prioritized encampment site part of a larger encampment area? Yes No
Encampment Information
1.Briefly describe the characteristics of the people residing within the prioritized encampment site, including demographics, household compositions, disabilities, and projected service and housing needs. Include how this information was gathered. (1500-character limit) If this proposal seeks to serve a particular target population, specify and describe. (currently 1298 characters)
Individuals in the encampment have multiple co-morbidities and complex biopsychosocial histories. The prominent characteristic of the encampment is chronic homelessness. Primary contributing factors include chronic un/under- employment, physical and/or mental health challenges, serious mental illness, substance use disorder, history with the justice system, and poor/no credit. This encampment population is mostly single adults with no children. This population is hard to engage/serve and there is a disproportionate need to availability ratio of resources available to them. Increased low barrier interim housing options are needed. On average 75% of the homeless population in the City of Vista are between the ages of 25 and 59, 55% of the population identify as male, 80% identify as white, 10% identify as Black, 32% identify as Hispanic/Latino. Projected service needs include non-congregate interim housing, housing navigation, transportation, benefit assistance, physical and/or mental health services, clothing, food, storage for personal items, obtaining identification, and workforce development programs or assistance with entering or re-entering the work force. Information was gathered through the annual point in time count in combination with reported data from outreach workers.
2. Briefly describe physical characteristics of the prioritized encampment site in which the people you are proposing to serve are residing. The description must include the specific location, physical size of the area, the types of structures people are residing in at the site, whether vehicles are present, and any other relevant or notable physical characteristics of the site. (1000-character limit) (1496 current characters)
The prioritized project boundaries include approx. 10 linear miles along SR 78 from Emerald Dr. to Sycamore Ave. and is comprised of several state rights-of-ways maintained by Cal-trans. The encampment areas expand south to include a portion around Vista’s courthouse near the Hacienda BPO, north to include Vista’s downtown, and east to Buena Vista Creek near Sycamore for a total of just over 3 square miles of prioritized encampment area.
The state right of ways are mostly open areas with relatively level ground that consist of concrete and pavement that are susceptible to full sun and high heat conditions along with limited coverage during storms. The Hacienda BPO area includes public buildings like the Vista Courthouse complex as well as portions of Buena Creek wetlands that are densely covered with shrubbery and native plants. While the Buena Creek area near Sycamore is diverse with retail, a school, residential neighborhoods, parking lot, a 90,000 sq/ft abandoned building, and the creek bed is dense with trees and shrubbery which are susceptible to fires, flooding, and contaminated water. Individuals inhabit the various encampments that migrate throughout the area in accordance with various cleanup schedules in city limits and understanding of the jurisdictional lines between local and state rights-of-way. These encampments are composed of temporary structures that include tarps, tents, and materials that provide transportable shelter along with a variety of personal items.
3. Why is this encampment site being prioritized? Applicant should identify any distinguishing needs and/or vulnerabilities of the people living in this encampment and/or any health, safety, or other concerns that led the applicant to prioritize this site over other encampments. (1000-character limit) ERF authorizing legislation requires funding be used for “prioritized” encampments. Applicants must, therefore, provide a justification for the prioritization of the encampment proposed to be served. Except in 06/20/2024 D2 Page 43 of 64
very small communities where it may be possible to justify prioritizing all of a small number of encampments for resolution using this fund source, ERF is not intended to be used to fund a community- wide encampment resolution program.
(843 characters)
The prioritized areas of concrete and pavement with little respite from the elements put the unsheltered population at risk for heat related illnesses during summer and cold-weather related illnesses during winter. The prioritized areas that include Buena Creek and wetlands have several sensitive native species impacted by the encampment.
The drainage facilities, channels, and creek in those areas are unsafe for habitation, especially during flooding and fire events. Risks include drowning, exposure to viruses and bacteria from contaminated floodwaters, cold weather- related illnesses, high winds, burns, and structural damage from fires. Encampment residents shift locations to avoid law enforcement and cleanups, so the program will provide outreach to align with cleanup schedules and focus on housing and support over law enforcement.
Attachment: Map
Upload or drag files here.
The provided map should clearly indicate the area of the prioritized encampment. The map may also indicate the location of other key service, shelter, and housing resources described in this proposal.
4. Is the prioritized site on a state right-of-way?
No Yes - partiallyYes – entirely
Proposal’s Outcomes
5. What outcomes does this proposal seek to accomplish by 6/30/2027? Outcomes should be specific, measurable, attainable, relevant, and time-bound (SMART). (1000-character limit) (977 characters)
Vista will address homelessness by transitioning unsheltered individuals from encampments to interim and permanent housing solutions. Our proposed goals for the encampment resolution grant project include relocating 75% of individuals from encampments to interim housing by June 2025 and ensuring that 50% of those individuals are placed in permanent housing by June 2027. Additionally, we aim to provide supportive services to at least 90% of individuals in the process, focusing on mental health, job training, and substance abuse rehabilitation. For those with chronic health conditions, a significant goal is securing continuous medical care for at least 75%, thereby improving health outcomes and quality of life. Addressing substance abuse is also critical, and the plan aims for 40% of individuals grappling with substance abuse issues be actively engaged in treatment. These concrete goals reflect our people-first commitment to effectively addressing homelessness.
6. What are the primary activities the applicant will implement to achieve each of the proposal’s outcomes? (1000-character limit)
(998 characters)
Activities include expanding and improving non-congregate interim housing, utilizing multidisciplinary teams for impactful outreach and case management, adopting a wrap-around model based on a By-Name-List, and using a combination of a shared housing initiative and master leasing Interventions are person centered, trauma-informed, culturally competent, and include access to transportation, physical and mental health connections, public benefits, flex funding, interim housing with case management, and an opportunity to participate in sustainable food education via a community garden and assistance with facilitating enrollment in vocational and technical services education, and permanent housing with tenancy support. The activities are low-barrier and personalized with a housing-first approach that includes housing stability supports, housing navigation, and deposit/Rapid Rehousing assistance.
Services will be offered where the residents of the encampment are, ensuring maximum impact. 06/20/2024 D2 Page 44 of 64
7. How will the applicant measure progress towards the proposal’s outcomes? (1000-character limit) (995 characters)
Clients will be tracked by the City’s Persons Served List that catalogues persons engaged with Grant and City- funded outreach. As clients transition from encampments to interim, and/or permanent housing, their status and case management notes will be updated on the list and follow-up calls will be made with clients who are permanently housed to document housing stability. A ledger of master leased beds will also be kept, monitoring unit utilization and availability. Six beds will be prioritized at the City-funded Buena Creek Navigation Center, and five safe parking spaces at the Vista Safe Parking Program hosted at the Vista Civic Center will be prioritized for ERF3 clients. Progress will be measured with client placement into housing and a decreased number of encampment sites within the prioritized area. The HMIS Annual Performance Report enables standardized progress measures. To ensure and measure progress, Vista will establish short (3 months), mid-term (9 months), and long-term (12, 24, 36 months) goals with deliverables and deadlines, and track progress on these deliverables.
8. Are there any local ordinances, resources, or other factors that may hinder achieving the proposal’s outcomes? If so, how will the applicant navigate these challenges? (1000- character limit) (983 characters)
Encampments on private property may be a hindrance in making contact during outreach efforts. Unsheltered individuals in these areas seek shelter in uninhabited private properties and unless a trespass order is issued and able to be enforced, may be resistant to leaving the area. Ongoing communication between code enforcement, outreach workers, and property owners is imperative.
Limited housing options and the high cost of housing are also a hinderance. To help mitigate this issue, the City has begun a master leasing and shared housing program to increase housing stock available. Funding will help cover application fees, security deposits, utility deposit assistance/arrears, pet deposits, and other housing barriers and provide landlord incentives and allow prioritized options for the unsheltered at the Buena Vista Navigation Center and Safe Parking., The City's team has the work capacity and program experience to successfully accomplish each activity to achieve each grant goal.
9. Does this proposal fund a standalone project, or is the proposed project one component of a larger initiative?
Standalone / Larger initiative
(724 characters)
This proposal will help support and expand the City’s award-winning Strategic Plan to Address Homelessness (2022 ICMA award for Community Health and Safety). The Plan is designed to address homelessness by preventing individuals from entering homelessness, reducing homelessness with robust evidence-based programs and services, and improving the quality of life for all Vista residents. Focusing on the reduction of homelessness, this grant opportunity will allow us to continue funding for already established programs and help fill in observed gaps in needed services. All aspects of our programs are low barrier, trauma informed and culturally competent, focusing on making homelessness a rare, brief and onetime event.
Centering People
10. Describe how the perspectives of people with lived experience of homelessness meaningfully contributed to the content of this proposal? How will people with lived experience be part of the implementation of this ERF project? If individuals living in the encampment site were included in the development of this proposal, describe how their input was obtained and how that input shaped the proposal. (1000-character limit)
(826 characters)
The perspectives of people with lived experience of homelessness have significantly contributed to the content of this proposal. Their input was obtained through interactions with street outreach workers and direct feedback on the barriers to accepting services. This has shaped the activities in the proposal, ensuring that the ERF project is designed to address the specific needs and challenges faced by individuals living in encampment sites. In the implementation of the project, individuals with lived experience will continue to be involved through on-going feedback and continuous improvement, including review of the proposed activities by lived experience advisors and 06/20/2024 D2 Page 45 of 64
participation in decision-making processes. This approach ensures that the voices and experiences of those directly impacted by homelessness are central to the planning and execution of the project.
11. Briefly describe how the proposal exemplifies Housing First approaches as defined in Welfare and Institutions Code section 8255. (1000-character limit)
(850 characters)
Vista’s entire homelessness response team uses a client-centered, Housing First approach that prioritizes housing for people experiencing homelessness. Housing navigators will use the five key principles of Housing First: no requirements for housing readiness, client choice/self-determination, trauma-informed approach, individualized client-centered support plans, as well as promotion of social and community integration. The goal is to end clients’ homelessness whereby they can pursue personal goals and improve their quality of life. Our Outreach Team has worked to develop referral sources that are not compartmentalized and consider the full spectrum of needs. Such resources include faith-based services, programs with cultural, ethnic, gender, and age group specializations, as well as socioeconomic, housing, and benefits supports.
12. Describe how each of the following service delivery practices are incorporated into the outreach, interim shelter (if applicable), and permanent housing aspects of the proposed ERF project: (a) individual participant choice and (b) trauma informed care. (1000-character limit) (722 characters)
The program places individuals at the center of decision-making for their care, prioritizing their autonomy and unique needs. Each person works with their case manager/outreach worker to develop an Individual Service Plan reflecting their goals. Trauma-informed services create a safe environment recognizing individual, historical, racial, and systemic trauma. Non- and semi-congregate shelter and customized case management are crucial for encampment residents. Service providers are trained to respond with empathy and sensitivity, avoiding re- traumatization. Client feedback ensures culturally appropriate services, with input from community organizations.
Continual training for staff is coordinated with the Continuum of Care.
13. Describe how harm reduction principles will be incorporated into the outreach, interim housing (if applicable), and permanent housing aspects of this ERF project. (1000-character limit (787 characters)
Harm Reduction Principles are integrated into all City of Vista Homeless Services providers, focusing on meeting individuals where they are without discrimination based on substance use. Narcan is available in outreach contracts and interim housing programs funded by the city. Evidence-based practices in designated encampment sites and housing locations aim to enhance residents' health, dignity, and safety through tailored, non-judgmental services offered with compassion. Operationalizing harm reduction involves creating a supportive environment that prioritizes trust and respect, with residents involved in their own care planning and access to essential resources. Services include overdose prevention education and ongoing support from case managers to connect individuals with programs addressing issues of substance use, mental health, and other challenges if the person is not willing to abstain from certain behaviors.
14. Describe the services that will be provided to improve people’s health, dignity, and safety while they continue to reside within the prioritized encampment site. (1000-character limit) (910 characters)
Currently, the City is proud to support local non-profit and faith-based organizations in providing life preserving services such as food, showers, clothing, haircuts and companionship. The City is also committed to providing quarterly Homeless Resource events to help connect individuals to these and other vital needs such as access to the DMV, County Recorder Clerks office, Homeless Court, Veteran support, and other resources. The services offered will be tailored to address the unique needs of the encampment, delivered in a non-judgmental and compassionate manner. Ongoing communication and collaboration with encampment residents will ensure that their perspectives shape the approach, empowering them throughout the process. Additionally, mental health and 06/20/2024 D2 Page 46 of 64
substance abuse support, including overdose prevention education and training, as well as personalized harm reduction plans, will be provided.
15. Identify what controls are or will be in place to ensure that all ERF-3-R funded parties will not penalize homelessness. The term “penalize homelessness” means to impose, by a governmental unit, criminal or civil penalties on persons who are homeless in a manner that is related to those persons’ engagement in necessary human activities, including sleeping, resting, and eating. (1000-character limit) (750 characters)
All contractors and service providers receiving ERF funding will receive policy guidance and training that explicitly prohibits penalizing homelessness. This training will emphasize the importance of treating individuals experiencing homelessness with respect and dignity and will provide guidance on how to avoid imposing civil or criminal penalties related to necessary human activities such as sleeping, resting, and eating. All outreach personnel will be trained in person-centered and trauma-informed engagement practices. The City of Vista’s City Attorney’s Office has also published guidance on legal issues regarding homelessness, including the effects of Martin v. City of Boise (2018), abatement protocol guide, and relevant municipal code.
16. Describe how this proposal considers sanitation services for people residing in the prioritized encampment. This may include but is not limited to non-intrusive, curb-side waste removal and access to clean and available bathrooms. (1000-character limit)
(925 characters)
All persons engaged in the encampment area will be offered shelter that includes access to restrooms and showers.
Upon intake, clients will also have immediate access to on-site laundry, and toiletries. The City maintains a list of community resources serving the homeless population including regular mobile showers and hygiene events in the city. Outreach personnel will keep unsheltered individuals in the encampments informed of such community resources and provide transportation to access them using existing and ERF funded vehicles. The City will continue and expand its initiative for collaboration between Homeless Outreach and Community Improvement teams.
Homeless Outreach teams will assist encampments in bagging their trash and placing it at designated locations for Community Improvement to collect. This coordinated effort aims to improve cleanliness in the community and provide support to the unhoused population.
ERF-3-R, Application
1.Submission Portal Overview
2.Part 1: Administrative Information
3.Part 2: Proposal Overview
4.Part 3: Implementation
5.CertificationPart 3: IMPLEMENTATION
Core Service Delivery and Housing Strategies
06/20/2024 D2 Page 47 of 64
17. Describe the proposed outreach and engagement strategy, case management, and / or service coordination for people while they are continuing to reside within the encampment site. Quantify units of service to be delivered including the ratio of staff to people served, frequency of engagement, and length of service periods. (2000-character limit)
(1407 characters)
Outreach Workers in Vista will expand their service area to include the encampment area from Emerald Dr. to Sycamore Avenue ramps of Interstate 78. This expansion will be coordinated with Caltrans, who will conduct cleanups alongside outreach efforts. This approach aims to engage individuals near traffic and offer them services without simply displacing them.
Outreach workers will engage with individuals identified during existing outreach in the area. Cleanups are scheduled every Tuesday and Friday by both Vista and Caltrans staff. Outreach staff will be present during these efforts to engage with individuals.
Unsheltered individuals will undergo a Comprehensive Biopsychosocial Assessment to determine the most suitable services and agencies for them. Vista has developed partnerships with housing providers, health centers, treatment facilities, and other relevant establishments to address the complex needs of the target population. Outreach workers will also provide COVID-19 resources and other healthcare resources, including motel vouchers for shelter entry as needed.
Each outreach worker will manage a caseload of 12-20 households, meeting with individuals approximately once a week based on their needs. They will continue working with individuals until they are placed into a program or housing, transferred to another outreach worker, or choose to no longer participate in the program.
18. Describe the role of Coordinated Entry in the context of this proposal and how Coordinated Entry policies or processes will support and / or hinder the implementation of this proposal. (1000-character limit) (855 characters)
The coordinated entry (CE) process is an approach to coordination and management of resources that ideally allows users to make consistent decisions from available information to connect people efficiently and effectively to housing and service interventions with the goal of rapidly ending their homelessness.
Contracted Service Providers will fully utilize the coordinated entry system with individuals entering the program.
Although the coordinated entry system is a great resource for the region’s response to homelessness, there is a general lack of housing resources- specifically Permanent Supportive Housing units and private rentals that service people with lower AMI. With this program, individuals have the potential to be sheltered or housed immediately through current interim housing, safe parking, master leased units, and a shared housing program.
19. Describe each of the specific (a) interim housing and (b) permanent housing opportunities that will be used to achieve the proposed outcomes of this ERF project. Demonstrate that any ERF-3-R funded interim housing capacity is either non-congregate or clinically enhanced congregate shelter. (2000-character limit) (1732 characters)
The City of Vista is dedicated to providing interim housing programs that are innovative and successful. Our first iteration of Interim Housing, the BCNC, offers clients a shared bedroom (2 beds per room) in a home-like setting.
Each building has two floors, with 6 bedrooms and 2 bathrooms, and a kitchen on each floor. The property has on- site housing for staff who all have lived experience and are being trained as peer-support specialists. The BCNC also provides clients with regular group presentations on Anger management and Trauma support from contracted clinical providers, case management from experienced homeless services professionals with a case load of 1:16, onsite healthcare from a local FQHC, access to veterinary care for pets, and connection to County Benefit Specialists. Staff are working on increasing therapeutic support to clients through Art and Horticulture Therapy. After 2 months of operations, the BCNC had 51% of their exits to places other than back to a place not meant for human habitation, where many low barrier shelters within San Diego County often operate at rates below 33%.
As the City of Vista works to finalize its shared housing and master leasing contracts, we will be supporting individuals that are often the most difficult to house; those that are justice involved and those with poor credit, 06/20/2024 D2 Page 48 of 64
individuals with previous evictions, and/or low income. By master leasing units using a shared housing initiative, we will be able to utilize many 2- and 3-bedroom units to house single individuals by providing individuals with lease contracts for each room as opposed to a whole unit. This will help as most individuals identified within the listed encampment have been single individuals.
20. Demonstrate the applicant's commitment and ability to deliver permanent housing solutions to the people residing in the prioritized encampment, including by providing examples of prior successful efforts to permanently house similarly situated individuals. (2000-character limit) (1945 characters)
The City of Vista has been applying for grants and issuing funds to service providers to make the transition into housing quicker and with less barriers. For example, while developing our Safe Parking and the BCNC, City staff directed the respective non-profits to allocate funds in their budget to assist with housing related costs such as application fees, furnishings, and moving costs. Case managers in both programs have also been made aware of other local non-profit resources and resources available through CalAIM to assist with moving expenses related to housing an unsheltered individual. Our interim housing facility, BCNC, opened in March of 2024 and has seen 51% or 19 individuals did not return to a place not meant for human habitation.
While developing the grant proposal for Master Leasing and Shared Housing, similar considerations were also included to ensure that minimal burden is put on the individual returning into housing. On top of reducing barriers and burdens to entry into housing, this grant is also budgeting for housing stability specialists to help ensure individuals stay housed.
Once a client enters their permanent home, the contracted housing stability specialist will continue to work with the client to facilitate a successful tenant/landlord relationship and any rental assistance programs. Clients will be offered monthly check-ins with the housing specialists who will monitor the client's housing stability by facilitating submission of requests for repairs, track rental payments, ensure client maintains housekeeping, and identify signs of unsafe or unsanitary conditions that need to be addressed. The contracted housing stability specialist will remain apprised of client’s housing stability with the goal of maintaining the client’s success beyond nine months by assisting in the development of a long-term support plan to ensure that previously homeless residents maintain housing and continue to progress toward their personalized goals.
21. Describe how this proposal is tailored to meet the needs and preferences of people residing within the prioritized encampment. (1500-character limit)
Where applicable, identify the people, data, evidence, and / or other sources of information that was relied upon for this proposal.
Outreach Workers interview and triage each individual’s needs, complete an Individualized Service Plan (ISP) that documents the needs and goals of the client, and will utilize existing networks with various care providers to obtain service goals and requested needs. The client will play a central role in the establishment of goals and needs of their ISP, and the outreach worker will clearly specify how each need will be met internally or through collaboration with community partners and agencies. The ISP will outline additional services such as transportation, legal and immigration services, procurement of identification documents, benefits establishments, educational and vocational services, socialization and leisure activities and linguistics, and cultural and faith-based supports. An ISP will be reviewed for updates at a minimum of every 90 days by outreach workers to reflect the current needs of the individual and to account for progress made. Participants will be screened for eligibility to a wide range of local, state and federal benefits to include income supports liked SSI/SSDI, CalFresh, General Relief, CAPI, and service connected disability benefits. Individuals will also be screened for eligibility for non-income benefits and services like Medi-Cal, CalAIM, Assertive Community Treatment, services through the Department of Rehabilitation, and the San Diego Regional Center. All of these supports connect to the client’s requested goals and needs listed in their ISP. 06/20/2024 D2 Page 49 of 64
22. Describe strategies the applicant will use to ensure that people are not displaced from the prioritized encampment into another unsheltered location. Include strategies that are in addition to/complement the interim shelter and permanent housing opportunities that are part of this proposal. (1000-character limit) (997 characters)
Vista’s encampment resolution strategy focuses on a multidisciplinary team model to connect individuals with diverse housing pathways, prioritizing outreach, and engagement without criminal enforcement. Participants receive wrap-around supportive services tailored to their needs, including connections to health care, substance abuse support, mental health assistance, sanitation facilities, and resources for storage and pets. This person-centered approach aims to prevent displacement and ensure individuals can access the resources needed.
The San Diego Sheriff’s Department, Vista's law-enforcement provider, operates a Community Policing and Problem-Solving unit focused on addressing issues related to unsheltered individuals. The unit works to come up with meaningful solutions and minimizing justice involvement to reduce the negative effects law-enforcement contact can sometimes have. They work with a philosophy “to promote quality interaction between law enforcement and the community.”
23. Describe specific strategies and/or services the applicant will use to prevent returns to unsheltered homelessness among people from the prioritized encampment who are sheltered and housed through this ERF project. Include whether these strategies will be funded with ERF-3-R funds and, if not, what other resources will be leveraged. (1000-character limit)
(994 Characters)
Vista has a comprehensive plan to reduce homelessness by implementing robust prevention services to decrease inflow and recidivism. Currently, the city has a $1.4 million prevention program to assist individuals with up to $10,000 in overdue rent or mortgages. Coupled with a housing retention specialist in the Master Leasing and Home Share program, adding an additional specialist in this grant proposal will help ensure long-term housing stability.
Access to mental health services, medical care, and substance abuse counseling, as well as regular case management, are crucial components. A stability plan involving job training, peer support, and housing resource services will be developed. Flexible funding tailored to individual needs will address housing requirements, with personalized plans for monitoring progress and identifying barriers to stability. The initiative will explore low- threshold housing, focus on preventative measures, and prioritize healthcare and community support.
24. Describe how this proposal considers and plans for the dynamic nature of encampments including potential inflow of people into the geographically served areas. (1000-character limit) (960 characters)
Our proposal integrates real-time response strategies through collaborative efforts with various agencies.
Leveraging a By-Name List generated from the Homeless Management Information System (HMIS) in partnership with the Continuum of Care (CoC), all partner agencies will jointly monitor and adapt to shifting encampment populations through coordinated outreach and case conferencing. This structured approach enables partners to better understand and address the diverse, evolving needs of the population within prioritized encampments. Our outreach strategy prioritizes building relationships with encampment residents before displacement, resulting in higher service acceptance rates and breaking the cycle of constant movement between encampments.
Furthermore, introducing semi-congregate interim housing bedssignificantly expands the city's capacity to accommodate individuals who previously declined services due to congregate shelter limitations.
25. Describe how participants in this ERF project will be supported with continued access to, and storage of, their personal property while in the encampment, in interim housing (if applicable), and in permanent housing. (1000-character limit)
(410 characters)
BCNC currently provides storage and lockers on-site for each bed. This proposed grant project also includes flex funds for storage units for encampment residents and clients in interim housing for storage of personal items. The funds can also be used to pay past due fees so that personal items in storage units are not lost due to non-payment of storage fees for existing storage units. Service providers will assist clients moving to permanent housing with transitioning personal items from storage to places of permanent residence. 06/20/2024 D2 Page 50 of 64
26.Describe how participants in this ERF project who have service animals and/or pets will be supported while in the encampment, in interim shelter (if applicable), and in permanent housing. (1000-character limit) (394 characters)
All master leased properties will be pet and service animal friendly and the BCNC allows for pets. Through current partnerships with The San Diego Humane Society, Project Street Vet, and Feeding Pets of the Homeless, Vista is able to connect clients with short-term boarding of pets when necessary, and to allow for pet necessities like vaccines, flea and tick medication, food, and other animal needs for current and potential clients’ pets.
Budget and Resource Plan
27. State the total amount of ERF-3-R funds requested.
$5,256,594.96
28. State the estimated dollar value of secured, non-ERF-3-R resources that will help meet this proposal’s outcomes.
$15,585,788.62 leveraged funding
29. Identify and describe each leveraged non-ERF-3-R resource and how that specific resource will be used to help meet the proposal’s outcomes, including the permanent housing outcomes. (1000-character limit) Applicants are directed to provide a detailed description of other fund sources, and system capacity, that will be leveraged to achieve the outcomes proposed for the ERF-3-R funded project (especially as it relates to meeting this proposal's permanent housing outcomes) and, if applicable, to sustain the new programming beyond the end of the grant term.
This includes prior ERF awards, HUD unsheltered NOFO, and other federal, state, and local funding sources.
Applications will be evaluated with the understanding that communities vary significantly with respect to the current availability of other fund sources that can be used as leverage for their proposed projects and to sustain the projects beyond the grant term.
In the absence of currently available resources, Applicants are encouraged to provide a specific plan for obtaining the funding necessary to sustain their project beyond the grant term if the project is intended to continue. (997 characters)
Buena Creek Navigation Center: $5 million in State earmark funding. This interim housing program can provide semi-congregate shelter for up to 36 unsheltered Vista residents.
JFS Safe Parking: [amount of funds, funding source]. Safe Parking facility for unsheltered individiauls with vehicles. Can safely park and support 25 vehicles/households.
Homeless Outreach: ERF-1, PLHA funds. This outreach program helps make connections with unsheltered residents, assesses, and connects individuals with needed housing focused services and referrals.[need numbers on contracted capacity]
Shared Housing and Master Leasing Initiative: $336,809 CoC Super NOFO. This program will increase housing stock and lower housing barriers for unsheltered residents. This initiative will match and house at least 25 people.
Vista Emergency Rental Assistance Program: $1.4 million [funding source]. Rental assistance program that can help individuals continue to stay housed even if they have some troubles along the way.
30. Describe how the proposal is a prudent and effective use of requested funding relative to the number of people it seeks to serve, the types of services and housing to be provided, and any benefits to the community’s efforts to address homelessness that will extend beyond the grant term, including ongoing expansion of interim and permanent housing capacity. Include an explanation of how the requested ERF-3- R amount was determined. (1000- character limit)
(913 characters)
Father Joe's Villages initiated Project 25, revealing that San Diego spends an average of $111,000 on public services for chronically unhoused individuals, with significant individual and community impacts that are difficult to quantify. This project will utilize funding to engage with individuals, assist them in securing housing, and provide ongoing support to ensure housing stability at an average cost of $21,000 per individual over the life of grant. This funding request is essential for addressing homelessness by filling service gaps without displacing current funds, serving the proposed encampment area, expanding non-congregate shelter and interim housing, and increasing permanent housing stock while offering continued wrap-around services. The program will also collaborate with local community colleges for vocational training, workforce development, and lasting support beyond the funding period. 06/20/2024 D2 Page 51 of 64
Key Entities and Staff
31. First, describe the implementing organization and specific unit or office within the implementing organization that would administer ERF-3-R. Then, describe their role and primary responsibilities for this proposal. Finally, if these entities have managed a complex homelessness project or grant, describe how those experiences informed this proposal. (1500-character limit) (1255 characters)
The City of Vista’s Housing and Homeless Services Division will oversee all aspects of the ERF3 grant, including project coordination, performance evaluation, financial supervision, and the development of a MOU’s and contracts.
Vista’s Housing and Homeless Services Division has a long-standing history of success in implementing its award- winning Strategic Plan to Address Homelessness by designing, implementing, monitoring, and reporting on several complex homeless projects. This includes ERF1 grant funds as part of $3 million in contracts to support homeless services in the city, with $1.5 million expended since 2020. The City was awarded a 5-million-dollar grant from State Senator Blakespear through the FY24 Appropriations Committee to implement a low barrier interim housing option through the BCNC to help make our outreach efforts more impactful and expand support services. The City was able to implement the project with quick turn-around and since opening in March 2024, 19 individuals have had a positive exit from the BCNC. With our recent award of $336,809 from our Continuum of Care for Master Leasing and Shared Housing Initiative our ability to permanently house individuals experiencing homelessness will continue to increase.
32. First, describe key partners that will be responsible for implementing this ERF project and achieving the proposal's outcomes (e.g. service providers, public agencies, development entities etc.). Then, describe their role and primary responsibilities for this proposal. Finally, if these entities have managed a complex homelessness project or grant, describe how those experiences informed this proposal. (1500-character limit)
(1497 characters)
Vista- oversee all aspects of the ERF3 grant, project coordination, performance evaluation, financial supervision, development of MOU’s and contracts outlining roles and responsibilities, increasing viable housing stock TBD Contracted service provider (RFP solicitation)-Outreach, coordinate and manage storage services, RRH program components, flex funding programs, and family reunification services Townspeople- Shared Housing program partner
Re-tread- Operations and wrap around services and reporting at BCNC The San Diego Sheriff’s Department’s-COPPS unit, partner in outreach efforts to ensure safety of all persons Jewish Family Services- Operations, wrap around services, and reporting at Safe Parking Program.
Humane Society- boarding assistance, vaccines, and supplies for clients’ pets CoC-manage housing referrals through Coordinated Entry.
CalTrans-provide encampment support and resource coordination.
San Diego County-provide benefit outreach and enrollment.
Mira Costa College Technical Program- offer education/skills to successfully reenter the workforce Cal State University San Marcos- provide and operate a community garden for sustainable food education Collaborative efforts of key partners who have experience in managing complex homelessness projects is instrumental in achieving the goals outlined in this proposal. The track record of each partner in successfully executing similar initiatives has informed our approach, guaranteeing a comprehensive and expert-led project.
33. Describe specific examples of how Local Jurisdiction(s) and the CoC have collaborated on the design and implementation of this proposal. (1000-character limit) Applicants may upload evidence of cross-jurisdictional collaboration such as MOUs, letters of support, or interagency agreements etc. in the field immediately below. (723 characters)
06/20/2024 D2 Page 52 of 64
(996 characters)
The City of Vista has been engaging with our local CoC, the Regional Task force on Homelessness (RTFH) and other North County San Diego (NCSD) cities on efforts to reduce and end homelessness for individuals residing within our borders and within our region. The City was just awarded a $336,809 CoC Super NOFO grant to increase housing stock for unsheltered individuals through a master leasing and shared housing initiative. RFPs announced for this grant and other funding sources are reviewed by the CoC to ensure compliance with community standards. RTFH also committed to creating dashboards with HMIS data showing the results to city officials and residents. A letter of support is included.
The City is also working closely with other NCSD cities to increase collaborations and reduce the siloed effect of cities only focusing on individuals within their borders. Some of those efforts include a Homeless Services City Staff Meeting and participation in the Alliance for Regional Solutions.
34.Identify any entities that have a right to and/or control of the property upon which the encampment site resides. Describe how applicant has engaged with these entities and confirm that each of these entities has committed to allowing the implementation of this proposal. (1000-character limit) (784 characters)
This encampment grant is a partnership between the City of Vista and Caltrans, prioritizing encampments that are located within the city of Vista and Interstate 78 at Sycamore, Melrose, and Emerald Drive maintained by Caltrans.
Some areas are privately owned properties. The City’s Economic Development Department and code enforcement have played a key role in maintaining communication with the business community at large per their request for ongoing collaboration in resolutions for providing outreach to those on private property. The businesses within the encampment area will continue to be informed of outreach and services available and we will collaborate with them to solicit feedback and information regarding accomplishments and opportunities for improvement.
Accelerated Timeline
35. How is your community currently supporting and / or engaging with people residing within the prioritized encampment? (1000-character limit)
(979)
Vista’s homeless outreach team conducts scheduled outreach in prioritized encampment areas to engage unsheltered residents, offer resources, and aid in finding shelter. By partnering with law enforcement, city officials, and community partners, they enhance outreach potential and resources for the unsheltered. Upon receiving the ERF3 award, outreach workers will inform residents of opportunities and provide intensive case management.
Businesses will be consulted for input on addressing their needs, such as simplified reporting of encampments on private property. The community supports encampment residents through initiatives like access to shelter, food, healthcare, and social services. Collaboration with local authorities ensures safety. Resource fairs and transport help connect clients to services seamlessly, reducing barriers. Regular outreach activities establish communication, trust, needs assessments, counseling, and links to employment and housing resources.
36. If this proposal is selected, in advance of receiving funding, what steps will your community take to support the people living in the encampment and swift implementation of this proposal? (1000-character limit)
(965 characters)
The existing strategic framework and contractual relationships are poised to facilitate the swift implementation of services, including a current RFP for contractual services that was vetted through our local CoC. This foundation promotes seamless collaboration between Vista and service providers, expediting resource deployment. Following award notification, the City of Vista will promptly seek City Council approval for the award and contract with the 06/20/2024 D2 Page 53 of 64
state, alongside initiating the implementation of the MOU and other agreements. Immediate recruitment of new staff members post-award notification will enable the timely execution of the proposal upon contract finalization with the state. Leveraging the expertise of Vista’ Homelessness Services Division ensures that the milestones and in coordinating homelessness contracts and initiatives, coupled with their leadership in the proposal, ensures that the envisioned milestones and project goals are attained.
06/20/2024 D2 Page 54 of 64
ELIGIBLE USE CATEGORY ~5 WORD DESCRIPTION NAME OF ENTITY OR PART OF PROPOSAL Guidance
and
Intended
Use
This budget template may be slightly modified to
meet local needs. If awarded funding, this budget,
once approved, will serve as your communitys
official project budget. Any future changes to this
budget must be authorized through the change
request process.
Use dropdowns. See NOFA, III. A. Enables Cal ICH to immediately understand the line item.Enables Cal ICH to associate the line item with specific entities or parts of a proposal.
PERSONNEL COSTS SALARY FTE
Services Coordination Homeless Services Program Manager City of Vista 182,379.27$ 1.00 Services Coordination Management Analyst City of Vista 151,498.53$ 1.00 Delivery of Permanent Housing Housing Specialist City of Vista 136,461.44$ 1.00 Street Outreach Outreach and Housing Services Manager Contractor TBD via RFP 103,609.80$ 1.00 Prevention and Diversion Housing Stability Case Manager Contractor TBD via RFP 86,100.00$ 1.00 Street Outreach Street Outreach Specialist Contractor TBD via RFP 172,200.00$ 2.00 Street Outreach Peer Support Specialist Contractor TBD via RFP 113,400.00$ 2.00 Interim Sheltering Executive Director Retread, Inc.180,000.00$ 0.25 Interim Sheltering Program Manager Retread, Inc.84,996.00$ 1.00 Interim Sheltering Adminitrative Statistician Retread, Inc.84,996.00$ 1.00 Interim Sheltering Security Coordinator Retread, Inc.69,996.00$ 1.00 Interim Sheltering Food & Beverage Manager Retread, Inc.69,984.00$ 0.50 Interim Sheltering Maintenance Manager Retread, Inc.69,984.00$ 0.50 Interim Sheltering Case Manager Retread, Inc.60,000.00$ 3.00 Interim Sheltering Navigation Coach Retread, Inc.37,714.29$ 7.00 Interim Sheltering Senior Director of Patient Advocacy and Housing Services Jewish Family Service 166,106.30$ 0.025 Interim Sheltering Director of Safe Parking Jewish Family Service 110,728.80$ 0.11 Interim Sheltering Program Manager Jewish Family Service 89,212.03$ 0.25 Interim Sheltering Data Specialist Jewish Family Service 65,415.17$ 0.11 Interim Sheltering Program Coordinator Jewish Family Service 62,375.04$ 0.11 Interim Sheltering Supervisor Jewish Family Service 63,882.00$ 1.00 Interim Sheltering Shift Lead Jewish Family Service 58,968.00$ 0.59 Interim Sheltering Case Manager Jewish Family Service 56,347.20$ 1.18 Subtotal - Personnel Costs
NON-PERSONNEL COSTS UNIT RATE
Delivery of Permanent Housing Landlord Engagement and Incentives City of Vista 100 tenants $200/tenant Street Outreach Outreach Flex Funds Contractor TBD via RFP Operating Subsidies BCNC Operating Reserves City of Vista 11,423.88$ Interim Sheltering Safe Parking Flex Funds Jewish Family Service 8,680.01$ Interim Sheltering Safe Parking Trailer Rental Jewish Family Service 667.03$ Interim Sheltering Safe Parking Restrooms Jewish Family Service 3,666.67$ Interim Sheltering Safe Parking Communications Infrastructure Jewish Family Service 18.33$ Interim Sheltering Safe Parking Security Jewish Family Service 12,425.00$ Rapid Rehousing Rapid Rehousing with Stabilization Support Contractor TBD via RFP 100 households $20,000 / household Prevention and Diversion Family Reunification Contractor TBD via RFP 25 households $400 / households Delivery of Permanent Housing Shared Housing Innovation Pilot City of Vista/City of La Mesa/Townspeople 25 households $13,472.37 Prevention and Diversion Workforce and Education Program & Partnership Development City of Vista / Mira Costa College $5,000.00 Interim Sheltering Local Shelter Acquisition City of Vista Prevention and Diversion Motel Vouchers City of Vista room/night $100 Subtotal - Non-Personnel Costs
ADMINISTRATIVE COSTS
Subtotal - Administrative Costs
TOTAL BUDGET
06/20/2024 D2 Page 55 of 64
EXHIBIT 10
ERF-3-R
PROPOSED
BUDGET
LEVERAGED
FISCAL SUPPORT
~2 SENTENCE DESCRIPTION
Only ERF-3-R Funds Non ERF-3-R Funds
That WILL be Used to
Support this Proposal
Enables Cal ICH to better understand the line item, context, and / or other pertinent information related to the proposed line item.
MONTHS
6 91,189.64$ 455,948.18$Vista staff member overseeing homeless services and grants. Funded through Dec 31, 2026 from other leveraged sources. ERF3 proposed to fund salary from Jan 1 - June 30, 2027 6 75,749.27$ 378,746.32$Vista staff member overseeing contracted homeless services work. Funded through Dec 31, 2026 from other leveraged sources. ERF3 proposed to fund salary from Jan 1 - June 30, 2027 24 272,922.88$ 136,461.44$Vista staff member identifying housing opportunities by engaging landlords, assisting participants with housing search, and coordinating activities with other providers/entities involved in the housing proces 34 293,561.10$ 587,122.20$Provides oversight and direction for street outreach and case management team 34 243,950.00$ 227,194.80$Housing based case management and stabilization provider 34 487,900.00$ 227,194.80$Street outreach and case management personnel. 34 321,300.00$ 181,188.21$Housing and Street Outreach peer support to provide lived-experience support 28 -$105,000.00$Oversees all BCNC operations and adherence to mission statement. 28 -$198,324.00$Coodinates all daily operations of the BCNC and direct oversight of BCNC staff 28 -$198,324.00$Maintains all accounting records and providse statistical analysis of program accomplishments to City staff 28 -$163,324.00$Maintains and monitors all closed circuit security footage and coordinates 24/7 site security 28 -$81,648.00$Coordinates all meals and maintains good standing with the North County Food Bank and all local food providers 28 -$81,648.00$Responsible for small repairs and maintenence on site and reports major repair needs to City staff 28 -$420,000.00$Facilitates client care by assessing patient needs, evaluating treatment options, creating and executing individualized service plans, and coordinates with local partners for client care 28 -$616,000.07$Conducts regular check ins with assigned clients to assess individualized service plan progress and identifies housing opportunities based on client needs 24 7,786.25$ 3,244.27$Overall program management, oversight, and direction. Ensures program goals and grant requirements are met 24 22,145.76$ 9,227.40$Leads and directs Safe Parking program activities, staff, interns, and any department volunteers. Conducts outreach to potential community partners and engages in meetings with the community 24 41,260.56$ 17,191.90$Identifies service gaps needs and collaborates with others to ensure coordination with the best resources to maximize client success. 24 13,083.03$ 5,451.26$Ensures data into HMIS, CES, and internal databases and maintains data fidelity 24 12,475.01$ 5,197.92$Manages and accurately tracks program colunteers and assists with program participant follow-up phone calls and documentation 24 63,882.00$ 26,617.50$Provides regular supervision to Safe Parking Case Managers and monitors and supports the quality-of-service delivery and moral of case management staf 24 64,864.80$ 27,027.00$Ensures efficacy of homelessness case management and self-sufficiency services 24 60,789.96$ 25,329.15$Conducts intake and assessments, develops service plans, and provides individualized resources and referrals to community programs to increase access to supportive services 2,072,860.26$ 4,177,410.42$
TIME
34 months 50,000.00$ Landlord engagement and incentives to house PEH. $200 per PEH rented to. Additional $30,000 for contingency funds for eligible repairs 34 months 60,000.00$ 14,166.67$Flex funds for client assistances during outreach and case management, including rental of storage units for personal property storage 34 months 388,412.03$ 4,190,218.00$Operating reserves for Buena Creek Navigation Center interim housing operation calculated at 10% of operating costs. Leveraged operating costs includes storage of personal property and pet accomodation for client 24 months 17,360.02$ 7,233.34$Flex funds for client assistances e.g. vehicle repair; driver's license, vehicle registration, insurance; move-in support 24 months 16,008.60$ 6,670.20$Administrative trailer rent for Safe Parking Program 24 months 88,000.00$ 36,667.00$2 ADA and 1 standard portable restrooms and 1 handwashing station; daily servicing 24 months 440.00$ 183.33$Staff cellphones and site Wi-Fi 24 months 298,200.00$ 124,250.00$On-site security during all program hours 34 months 2,000,000.00$ 1,400,000.00$Rapid rehousing assistance to provide financial move-in support and stabilization services. Leveraged with VEHAP for continued housing retention as necessary 34 months 10,000.00$ Financial assistance to reunify with family or friends for permanent housing 12 months 336,809.25$Awarded CoC SuperNOFO grant for shared housing program, including roommate matching and housing stabilization supports 34 months 5,000.00$ One-time development and implementation costs for workforce and education program and partnership development with Mira Costa College to help with income and housing stabilization for client 6 months 4,500,000.00$$4.5M allocated from local funds to acquire a permanent navigation center facility. Expected to be operational by January 1, 2027 34 50,000.00$Motel vouchers for diversion of individuals after losing housing but before becoming street homeles 2,933,420.65$ 10,666,197.79$
250,314.05 742,180.41
250,314.05$ 742,180.41$
5,256,594.96$ 15,585,788.62$
06/20/2024 D2 Page 56 of 64
April 12, 2024
Dear [Recipient Name],
I am writing to you on behalf of Dr. Bronner’s Magic Soaps, a Vista-based company committed to supporting individuals experiencing homelessness in our community. We are reaching out to ask you to join us in supporting the Vista Safe Parking Meal Program, by providing nutritious meals to our unsheltered residents utilizing the Vista Safe Parking Program.
Homelessness is a complex issue that affects countless individuals and families in our community. The City of Vista has partnered with Jewish Family Service to provide 25 safe parking spaces for those living in their vehicles, but there is a critical need to also address basic necessities such as access to food. With daily delivery of individually packaged and medically tailored meals, the Program aims to alleviate hunger and provide a sense of stability and dignity for individuals and families who are facing uncertain circumstances.
To ensure the Vista Safe Parking Meal Program is available to all Safe Parking guests, Dr.
Bronner’s has provided a matching grant for 50% of the program costs for the rest of 2024.
We are asking generous local companies like yours to consider matching our contribution and ensuring some of the most vulnerable people in our community have access to nutritious meals.
Your contribution will:
Provide nutritious meals: Your donation will enable daily delivery of fresh-cooked wholesome meals for individuals and families utilizing the Vista Safe Parking Program.
Foster community support: By making a tax-deductible donation to the Vista Safe Parking Meal Program, your company will be joining a community of caring individuals and organizations dedicated to supporting vulnerable populations in our area.
Promote dignity and well-being: Access to regular meals not only addresses immediate hunger but also promotes dignity and well-being among those facing homelessness, empowering them to focus on their journey towards stability and self-sufficiency.
Please consider matching all or a portion of our contribution of $2,600 per month to allow the Vista Safe Parking Meal Program to operate 7 days a week.
Please feel free to contact me directly at 760-807-6201 or [email protected] to discuss how we can collaborate further or if you have any questions on the Meal Program. Jonathan Lung, City of Vista Homeless Services Program Manager, is also available at 760-643-5209 or [email protected] to provide you with additional information.
Thank you for your commitment to making our community a better place for all.
Warm regards,
Michael Bronner
President
Dr. Bronner’s Magic Soaps
06/20/2024 D2 Page 57 of 64
EXHIBIT 11
Total Individuals
Served Since August
2023 102
Total Individuals Enrolled
Total Households
(Vehicles) Enrolled
30 24
Total Individuals Served Total Households
(Vehicles) Served
81 56
Previously Exited
Participants That Have
Reenrolled
Previously Exited Vista
Participants That Have
Reenrolled
7 0
Average Number of Days
to Positive Exit per
Household (Vehicle)
44.5 Average Nightly
Occupancy
15 JFS Vista Safe Parking Program: 10/1/23 - 3/31/24
As of 3/31/24 (last day of the date range):
Average Nightly
Occupancy Rate
58%
06/20/2024 D2 Page 58 of 64
EXHIBIT 12
Client ID Number Gender Age Veteran Referral
Case
Management Date of Entry Date of Exit
October
Total
Nights
November
Total Nights
December
Total
Nights
January
Total
Nights
February
Total
Nights
March
Total
Nights
Total
Nights Current Housing Status Notes
Haven House
No Yes Yes 1/17/2024 15 29 31 75
HAVEN HOUSE TOTAL 1426
La Posada
NO Interfaith YES 2/20/2024 10 31 41 Still at LP
LA POSADA TOTAL 391
2023-2024 Alliance for Regional Solutions Shelter Bed Report 06/20/2024 D2 Page 59 of 64
EXHIBIT 13
Client ID Number Gender Age Veteran Referral
Case
Management Date of Entry Date of Exit
October
Total
Nights
November
Total Nights
December
Total
Nights
January
Total
Nights
February
Total
Nights
March
Total
Nights
Total
Nights Current Housing Status Notes
2023-2024 Alliance for Regional Solutions Shelter Bed Report Operation Hope
N Self Y 3/29/2024 3 3
OPERATION HOPE TOTAL 933
Interfaith Shelter Network
N City Staff Y 1/7/2024 1/22/2024 15 15 Escondido Family Shelter Moved to Escondido Family Shelter INTERFAITH SHELTER NETWORK 15
Escondido Family Shelter
N Hannah Exodus N 1/22/2024 10 29 31 70
ESCONDIDO FAMILY SHELTER 1514
06/20/2024 D2 Page 60 of 64
VISTA: All Residents (Current & Exits) - MARCH 31, 2024 06/20/2024 D2 Page 61 of 64
EXHIBIT 14
VISTA: Client Demographic (Current & Exits) - MARCH 31, 2024 06/20/2024 D2 Page 62 of 64
VISTA: Current Clients - MARCH 31, 2024
06/20/2024 D2 Page 63 of 64
VISTA: Exits - MARCH 31, 2024
06/20/2024 D2 Page 64 of 64
Update on the Implementation
of the Strategic Plan to
Address Homelessness
June 6, 2024
1 Update on the Implementation of the Strategic Plan to Address Homelessness Three Goals Prevent Homelessness – Programs
focusing on promotion of self-sufficiency
and stable housing for people at-risk of
homelessness
Improve Quality of Life – Assist
people experiencing homelessness and
mitigate public health and safety impacts
Reduce Homelessness – Long-term
solutions to connect people with housing
and supportive services
Ensure homelessness is a rare,
brief, and one-time experience
2 Update on the Implementation of the Strategic Plan to Address Homelessness Seven Strategies Working
Groups
Housing
Retention
Home
Share
Encampment
Cleanup
Governmental
and Legislative
Advocacy
Secure Shelter
Beds
Social Worker
Outreach
Working Groups
•Internal Homelessness Working Group
•Vista Service Providers Working Group
Housing Retention
•Vista Emergency Housing Assistance Program (VEHAP)
Home Share
•Housing Innovation Pilot
Encampment Cleanup
Governmental and Legislative Advocacy
Secure Shelter Beds
•Alliance for Regional Solutions Shelter Network
•Vista Safe Parking Program
•Buena Creek Navigation Center (BCNC)
Social Worker Outreach
•Homelessness Outreach
Strategic Plan
to Address
Homelessness
3 Update on the Implementation of the Strategic Plan to Address Homelessness •Encampment Resolution Funding, Round 1
•California Interagency Council on Homelessness (Cal ICH) •Permanent Local Housing Allocation
•CA Dept of Housing and Community Development (HCD)
•Community Development Block Grant
•U.S. Department of Housing and Urban Development
•Successor Agency
•California Health and Safety Code HSC § 34176.1
•State Budget Earmark Funding
•Assemblymember Tasha Boerner Horvath
•Senator Catherine Blakespear
•American Rescue Plan Act
•U.S. Department of the Treasury
•Year -End Fund Balance
•Local General and Cannabis Revenues
4 Update on the Implementation of the Strategic Plan to Address Homelessness Strategic Plan Goal Appropriated Expended
Prevent
Homelessness $ 1,937,137.20 $ 625,532.98 Improve Quality
of Life $ 125,000.00 $ 125,000.00 Reduce
Homelessness $ 13,911,651.00 $ 3,881,730.07 Total $ 15,973,788.20 $ 4,632,263.05
5 Update on the Implementation of the Strategic Plan to Address Homelessness •2024 Point in Time Count Results
•Vista Emergency Housing Assistance
Program (VEHAP)
•Buena Creek Navigation Center
•Encampment Resolution Funding,
Round 3 Proposal
•Housing Update
Updates for October 2023 – March 2024
6 Update on the Implementation of the Strategic Plan to Address Homelessness Measuring Homelessness in Vista
2024 Point in Time Count
•10,605 experiencing homelessness in
County, 6,110 unsheltered
•18% increase in unsheltered
homelessness
•1,741 persons experiencing
homelessness in North County, 1,223
unsheltered
•70% increase in unsheltered
homelessness
•271 persons experiencing
homelessness in Vista, 170 unsheltered
•93% increase in unsheltered
homelessness
7 Update on the Implementation of the Strategic Plan to Address Homelessness •Emergency Shelter
•Operation Hope
•Transitional Housing:
•North County Lifeline
•Solutions for Change
•Permanent Supportive Housing
•Solutions for Change
•Buena Creek Navigation Center will be
included with future Vista Counts under
Emergency Shelter
Measuring Homelessness in Vista
8 Update on the Implementation of the Strategic Plan to Address Homelessness Measuring Homelessness in Vista
112 45 48 31 49 49 41 31 24
64 206 154 122 51 76 88 170
247
278 288
143 77
0 100
200
300
400
500
600
2016
n=423
2017
n=529
2018
n=490
2019
n=296
2020
n=100
2021
n=49
2022
n=117
2023
n=119
2024
n=271
Vista Point in Time Count
2016 - 2024
Sheltered Unsheltered Transitional
•No 2021 PITC due to COVID
•Sheltered counts informed by
provider-submitted data, or
most recent data in HMIS
•Non-HMIS participating
Transitional housing
programs may or may not
report
9 Update on the Implementation of the Strategic Plan to Address Homelessness 26 49 71
196
341 374 283
22 15
0 50
100
150
200
250
300
350
400
450
500
2020 - 2021
(Oct - Sep)
n = 196
2021-2022
(Oct - Sep)
n = 367
2022-2023
(Oct - Sep)
n = 445
2023-2024
(Oct - Mar)
n = 369
Total Clients Served by Vista HOT
Sheltered Unsheltered Unknown
Measuring Homelessness in Vista
10 Update on the Implementation of the Strategic Plan to Address Homelessness 196 184 228
121
23 40
35 22
13 0
50 100
150
200
250
300
350
400
450
500
2020 - 2021
(Oct - Sep)
n = 196
2021-2022
(Oct - Sep)
n = 207
2022-2023
(Oct - Sep)
n = 290
2023-2024
(Oct - Mar)
n = 169
First Contact with Vista HOT (Unduplicated)
Unsheltered Sheltered Unknown
Measuring Homelessness in Vista
11 Update on the Implementation of the Strategic Plan to Address Homelessness Vista Emergency Housing Assistance Program (VEHAP)
•January 9, 2024, approved agreement with MAAC for VEHAP administration
•Awards began in March 2024
•28 residents in 10 Vista households received $86,315.78 of rental assistance
•Other public benefits awarded applicants receive include Calfresh, Calworks, WIC, and Medical
•39 ineligible applicants not in Vista or experiencing
homelessness
Homelessness Prevention
12 Update on the Implementation of the Strategic Plan to Address Homelessness Homelessness Prevention
•Homeless Prevention Pilot Program
•$334,482 prevented 294 residents in 96
households from losing housing
•Exodus prevention
•$40,387 prevented 24 individuals in 8
households from losing housing
•VEHAP
•$86,316 prevented 28 individuals in 10
households from losing housing
Since Strategic Plan adoption, $461,185 prevented
148 individuals from losing their housing
13 Update on the Implementation of the Strategic Plan to Address Homelessness Housing Innovation Pilot Program
•October 31, 2023 - Application to RTFH Super NOFO for
shared housing project
•January 2024 – RTFH proposes joint proposal between
Vista, La Mesa, and Townspeople
•May 7, 2024 – Vista award letter for $336,809.25
•In partnership with Townspeople and existing Shared
Housing Collaborative Program will provide roommate
matching and housing navigation services for residents at risk of or experiencing homelessness
•Will also provide landlord engagement and continued
stabilization services for tenants
Homelessness Prevention
14 Update on the Implementation of the Strategic Plan to Address Homelessness Assembly Bill 1418 – Local Regulations: Contact with
Law Enforcement or Criminal Convictions
•Prevents local governments from imposing penalties or
requiring landlords to evict tenants based on
•calls to law enforcement
•suspected criminal activity
•alleged nuisances
•Prohibits local governments from requiring landlords to conduct criminal background checks during tenant screening •Entire families may not be evicted due to a felony conviction of a single family member
•Effective January 1, 2024
Homelessness Prevention
15 Update on the Implementation of the Strategic Plan to Address Homelessness Improve Quality of Life
Encampment Cleanup
•54 encampment reported on private property
•52 resolved by property owner
•103 72-hour notices of property removal
•14 tons of trash collected on public property
•4 tons from Hacienda BPO
16 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
17 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
18 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
•110 shelter referrals were made
for 70 clients
•36 of the 110 referrals to
shelter accepted by clients
•Referrals offered between 1 and 5
times for each client
•Average of 1.5 referrals per
client0
1 2
3 14
6 10
1 3
4 9
21 22
50 0 10 20 30 40 50 60
DV Shelter
SD Rescue Mission
Salvation Army Door of Hope
Operation HOPE
BCNC
La Posada
Haven House
Shelter Referred and Accepted
Referred Accepted
19 Update on the Implementation of the Strategic Plan to Address Homelessness 1 1
2 4
2 Housing Placements (10 Households)
HOPWA Voucher
Rapid Re-Housing Voucher
Rental by Client
Rental Assistance
Deposit
135 Adult Individuals Housed Since Program Inception
20 119
55 195
Other Types of Housing
Living in Temporary Accomodations with a
Maximum Defined Stay
Place Not Meant for Human Habitation
Update on the Implementation of the Strategic Plan to Address Homelessness 70 16
11 2
1 1 1
1 16
Rental by Client
Living with Family
Living with Friend
Hospital or Other Residential Non-
Psychiatric Medical Facility
Safe Haven
Permanent Housing for Formerly
Homeless Persons
Residential Project or Halfway House
with no Homeless Criteria
Long-Term Care Facility or Nursing
Home
Data Not Collected
21 Last Reported Housing Status as of 3/31/2024
n-=369
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Vista Safe Parking Program
•86 individuals served within 58 households
including 19 minor children
•17 households from Vista
•32 households from North County
•9 households outside North County
•26 Positive Exits
•Average 45 days before positive exit
•23 Negative Exits
•5 individuals becoming ineligible after enrollment
22 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Vista Safe Parking Program
•Average enrollment: 80%
•Average nightly occupancy of 15 households or
58%
•In March 2024, Vista Safe Parking began over
enrolling to maximize utilization
•Dr. Bronner’s Magical Soaps donating to provide
daily delivered meals costing $60,000 annually
•Meals prepared and delivered by
Everytable
•Soliciting matching donor for $30,000
23 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Alliance for Regional Solutions Shelter Beds
•September 26, 2023, approved a new contract
reimbursing the Alliance for shelter beds utilized by
Vista residents not to exceed $200,000
•Shelter bed night costs calculated by annual operating cost divided by number of available beds and nights in
calendar year
–Operation Hope North County: $66.89
–La Posada de Guadalupe: $84.63
–Haven House: $108.00
–Interfaith Family Shelter: $88.34
–Interfaith Rotational Shelter Network: $72.29
24 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Alliance for Regional Solutions Shelter Beds
•$200,000 contract ceiling reached in January 2024
•Through March 2024, total cost of shelter for Vista residents equal $442,853
•58 Vista residents utilized 4,279 shelter bed nights
–Operation Hope North County: 19 residents, 933 bed nights. –La Posada de Guadalupe: 7 individuals, 391 bed nights
–Haven House: 16 individuals, 1,426 bed nights
–Interfaith Family Shelter: 16 individuals, 1,514 bed nights –Interfaith Rotational Shelter Network: 1 individual, 15 bed nights. •later sheltered at Interfaith Family Shelter within the reporting period 25 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Alliance for Regional Solutions Shelter Beds
•8 individuals moved to permanent housing
–6 individuals in 2 households moved into their own apartments –2 individuals in the same household reunified with family •1 individual was enrolled into recuperative care
•2 individuals were enrolled into substance abuse programs •4 individuals negatively exited for program violations •9 exited without reporting their destination
•34 clients remain at shelters
26 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Expansion of La Posada
•Currently 50 beds for migrant farm workers, 50
beds for single unsheltered men
•Farm worker beds underutilized
•HCD covenants from loan limit bed use for migrant
farm workers
•Expansion would include
•3 story South Building
•150 beds for men
•Including migrant farm workers
•45 beds for women and women with children
•$12M project cost, 1 year construction time
27 Update on the Implementation of the Strategic Plan to Address Homelessness 28 Update on the Implementation of the Strategic Plan to Address Homelessness 29 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Buena Creek Navigation Center (BCNC)
•January 9, 2024, approved BCNC operator services with
Retread, Inc.
•Jointly funded by Vista and Encinitas at 3:1 ratio, with beds allocated accordingly
–36:12, respectively
•Semi-congregate, readily accepts partners and pets
•Grand opening held on March 1, 2024, and client intake began the following week
•Client intake phased in during first month
30 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Buena Creek Navigation Center (BCNC)
•Most referrals came from Exodus Recovery
•Large majority of clients taken in came from a place not meant for human habitation
•Most clients taken in had been experiencing homelessness for 1 year or more
31 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Buena Creek Navigation Center (BCNC)
•2 positive exits to family reunification
•1 negative exit to a place not meant for human habitation •All exits within 1 week of intake
•Average length of stay of .67 days
32 Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•$400 million authorized through Senate Bill 197
•Assist Local Jurisdictions in ensuring the safety and wellness of people experiencing homelessness in encampments
•Provide grants to Local Jurisdictions and CoCs to resolve critical encampment concerns and transition individuals into safe and stable housing
•Encourage a data-informed, coordinated approach to address encampment concerns
•Vista awarded $1.8M for ERF1 in 2022
•Outreach and land restoration
•Hacienda BPO
Update on the Implementation of the Strategic Plan to Address Homelessness
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
Areas of Focus
•Pathways to Permanent Housing and Housing Retention
•Support and Extend Current Interim Housing Options
•Create and Extend Positions within the City of Vista
•Fund an Encampment Focused Outreach Program
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•Create clear pathways to and retention of permanent
housing
•Landlord Engagement and Incentives
•Internal Housing Specialist
•Financial incentive and contingency funds for
housing formerly PEH
•Move in costs, rental assistance and housing retention •Rapid-Rehousing styled funding
•Housing stability case management for up to 12
months
•Leveraged with VEHAP
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•Support and extend current interim housing programs
•Operating Reserves for the BCNC
•Extend Safe Parking for 2 additional years
•Create and Extend Positions within the City of Vista
•Extend Homeless Services and Management
Analyst until June 2027
•Create a Housing Specialist Position
•Build rapport with landlords
•Disbursement of Landlord Incentive Funds
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•Fund an Encampment Focused Outreach Program
•Street Outreach
•Provide teams of Outreach Specialists and Peer
support specialists to connect with PEH and
connect them to appropriate services
•Provide a direct phone line for homeless services
requests
•Disbursement of Family Reunification Funds
•Disbursement of Rehousing Funds
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•Services to be solicited via RFP
•Outreach Program Personnel at $2,618,545.02 over
34 months
•1 Program Manager
•1 Program Assistant
•1 Housing Navigator
•3 Outreach Workers/Case Managers
•3 Peer Support Specialists
•3 Housing Stability Case Managers
•Flex-Funds at $100,000 over 34 months
•Financial Assistance to cover incidentals during street outreach/case management
Update on the Implementation of the Strategic Plan to Address Homelessness Reduce Homelessness
Encampment Resolution Funding, Round 3 (ERF3)
•Services to be solicited via RFP (cont.)
•Rapid Rehousing Funds at $2,500,000 for at least 125
households (up to $20,000/household)
•Family Reunification Funds at $10,000 for at least 25
individuals (up to $400/individual)
•In House Personnel
•Personnel at $166,938.90 over 6 months to extend
Current Homeless Services Division
•Personnel at $386,640.75 over 34 months to create a
Housing Specialist position
•$80,000 in funds for incentives and contingency
Update on the Implementation of the Strategic Plan to Address Homelessness Housing is a missing piece to solving the
Homelessness puzzle
•One example is from a 2023 study released bythe
Benioff Homelessness and Housing Initiative (BHHI) out
of the University of San Francisco
•The report found that 58 percent of former
leaseholders experiencing homelessness lost
housing due to economic conditions
•89 percent of survey respondents noted that
affordability was a barrier to re-entering housing.
41 Update on the Implementation of the Strategic Plan to Address Homelessness Housing is a missing piece to solving the
Homelessness puzzle
42 Update on the Implementation of the Strategic Plan to Address Homelessness Comprehensive Housing Affordability Strategy ("CHAS") data In total, the City has roughly 30,915 households and 15,590 of these are rental households. Of these rental households:
•Low-Income Households
•67.2% (10,480) are low income under 80% AMI
•41.4% (6,460) earn under 50% AMI
•Cost Burdened Households
•26.5% (4,130) are cost burdened paying more that 30-50% of the income total housing related costs;
•An additional 26.3% (4,110) are severely cost burden paying more than 50% toward housing costs.
43 Update on the Implementation of the Strategic Plan to Address Homelessness Housing Resource Fair
44 Update on the Implementation of the Strategic Plan to Address Homelessness Affordable Housing Efforts
•Affordable housing serves as a crucial safety net that prevents individuals and families from falling into
homelessness, helps break the cycle of poverty, and
provides them with the foundation they need to thrive.
•From 2012-2022, the City has facilitated the development of 4 new affordable housing developments:
•North Santa Fe (67 units – Non-age/Family)
•Paseo Point (68 units – Non-age/Family)
•The Grove (81 units – Senior)
•Paseo Artist Village (60 units – Non-age/Family)
45 Update on the Implementation of the Strategic Plan to Address Homelessness Sante Fe Senior Village
•The first City-funded Permanent
Supportive Housing Project in
partnership with National Core.
•Will be completed in September 2024
with lease up beginning in October 2024.
•It will consist of 54 fully-furnished studio
and one-bedroom apartment homes
•Senior residents, ages 62 or better, who
are unhoused or at-risk of becoming
homeless. 46
Update on the Implementation of the Strategic Plan to Address Homelessness Next Affordable Housing Project:
•Properties located at 211 Palm and 902
Vista Village
•Estimated to be 56 and 70 units respectively
•The City recently received the official letter
from HCD closing the Surplus Land Act
Process.
•Both projects will come to Council for
consideration and approval on June 25th
•Development Team: Wakeland and Tideline
47 Update on the Implementation of the Strategic Plan to Address Homelessness Tie Back to Strategic Plan:
1.Prevents homelessness by advocating for equitable access to housing, supporting those experiencing homelessness, and removing discriminatory barriers.
2.Housing Retention by preventing unjust evictions, educating tenants about their rights, and pushing for policies that safeguard against housing instability.
Fair Housing
48 Update on the Implementation of the Strategic Plan to Address Homelessness The City contracts with CSA San Diego to provide its fair housing services and counseling
SAVE THE DATE: Friday, June 28th from 6 -8pm
This will be the first housing resource fair and will be in partnership with St.
Francis Catholic Church and their Social Justice Ministry.
Staff is working toward hosting a few Fair Housing workshops and clinics throughout the year
Housing Resource Fair
49 Update on the Implementation
of the Strategic Plan to
Address Homelessness
June 6, 2024
50