HomeMy WebLinkAboutAgenda Report - March 15, 2017 I-03AGENDA ITEM
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CITY OF LODI
COUNCIL COMMUNICATION
AGENDA TITLE: Presentation from Lodi Committee on Homelessness
MEETING DATE: March 15, 2017
PREPARED BY: Community Development Director
RECOMMENDED ACTION Presentation from Lodi Committee on Homelessness.
BACKGROUND INFORMATION: Lodi's Committee on Homelessness presented its Report on
Homelessness in Lodi to the City Council on September 16, 2015.
At that time the City Council adopted the report, as well as the
recommendations contained therein.
Those recommendations included a number of realistic solutions to balance the community's
commitment to provide resources and compassion to those in need, while preserving and protecting
public safety and health.
Since that date, the Committee on Homelessness and the two sub -committees that focus on Long -Term
and Short -Term strategies have been meeting regularly to work on the various issues identified in the
original report. During that time, there have also been developments throughout San Joaquin County
that have involved or have had impact on Lodi's efforts to address homelessness.
First, the 2015-2016 San Joaquin County Grand Jury released a report on Homelessness in San Joaquin
County (Exhibit A) that said that, "Effective coordination, cooperation and communication among the
County, cities and all public and non-profit agencies that serve the County's homeless is critical for any
strategy to be successful," and that, "there is no such coordination, either in funding or approach, to
address the issue of homelessness within the county." The Grand Jury report then went on to say that,
"The City of Lodi is the exception. Lodi has been able to bring various public and private stakeholders,
including businesses, together to develop a comprehensive approach to address the homeless problem.
The City's plan required some groups to relinquish current programs to make Lodi's overall approach
more effective."
Then, in response to the Grand Jury Report, San Joaquin County commissioned a Countywide
Homelessness Task Force with a number of working sub -committees that looked at the full scope of
issues related to homelessness. That work culminated in a report to the San Joaquin County Board of
Supervisors by the County Homelessness Task Force on November 16, 2016. That report included a
number of policy recommendations for the Board of Supervisors to consider that would affect both the
County and surrounding City jurisdictions. A copy of the PowerPoint presentation outlining those
recommendations is attached as Exhibit B. The Board of Supervisors forwarded those policy
recommendations to the County Administrator with the task to review and formulate a Strategic Plan to
implement those policies and to bring that back to the Board of Supervisors for adoption.
APPROVED: AWMIL_ �a•�
n chwa•- er, C ty Manager
Committee on Homelessness Presentation
March 15, 2017
Page 2 of 2
That Strategic Plan was brought back to the Board of Supervisors for adoption on February 28, 2017. A
copy of the staff report for that item is attached as Exhibit C.
The presentation from Lodi's Committee on Homelessness will provide an update on their progress to
date on a number of issues and to highlight recent accomplishments referenced in Exhibit D.
FISCAL IMPACT: Not applicable.
FUNDING AVAILABLE: Not applicable.
SS/jw
Stephen Schwab.: - r
Community Development Director
J:\Community Development\Council Communications\2017\3-15 Committee on Homelessness.doc
San Joaquin County Grand Jury
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Homelessness in San Joaquin County
Time for Collaboration, Commitment and Communication
2015-2016 Case No. 1507
Summary
The 2015-2016 Grand Jury initiated an examination of the homeless situation in San Joaquin County.
Through the course of its investigation jurors found some consistent themes: witnesses for virtually each
entity felt resources were scarce and the issues
complex, emotional and multi -faceted. In
addition, jurors were told local community
leaders must ultimately lead any initiatives.
Strategies developed must be based on our
County's unique needs. A one -size -fits -all
approach will not be effective.
While resources to address this issue may be
limited there are many public, private and non-
profit agencies attempting to help.
Unfortunately, there is little, if any, coordination
among the various groups. While resources may
be scarce, resourcefulness should not be.
A homeless Lodi couple rests at a Cherokee Lane
bus stop.
In addition to the lack of coordination among agencies, there is no overarching strategic plan to prevent
and end homelessness.
Among other things, the Grand Jury found:
• San Joaquin County does not have a single clearly defined strategic plan to address
homelessness
• Collaboration and communication among County government and private agencies is
virtually nonexistent
• There are many governmental, private and non-profit agencies that strive to help the
homeless, but there is no leadership to focus all the parties involved
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• The lack of leadership, communication and collaboration indicates that addressing
homelessness in the County has not been a major priority
As a result, the Grand Jury recommends:
• County officials take the leadership role in creating a single, focused and coherent
strategic plan to address homelessness
• This strategic plan needs measureable long- and short-term goals and objectives with an
established timeline and an annual evaluation process
• One individual within County government be appointed to oversee all matters related to
the homeless
• That individual needs to report directly to the County Administrator and have the
authority, resources and respect to bring together the necessary entities to develop the
County's Strategic Plan on Homelessness
Background
Many Americans believe in the American
Dream of home ownership. But for our
homeless population just trying to find a safe
and secure place to sleep from one night to
the next is a daily challenge.
San Joaquin County has no strategic plan
focused solely on addressing the homeless. In
fact there are many competing documents and
committees that attempt to address this issue
in the County. The multitude of well-
meaning efforts, both public and private,
lacks consistent, effective communication and
coordination. No doubt resources to address
this issue are limited. To have an effective
impact on reducing homelessness efforts
need to be better coordinated, with greater
collaboration and communication.
A homeless camp under Highway 99 in Lodi.
Issues/Reason for Investigation
Homelessness has adversely affected the quality of life for citizens throughout the County. It is an
impediment to a thriving community. As homelessness has become more visible, concerns about it have
grown.
2
While being homeless isn't a crime, the unfortunate byproduct can be criminal behaviors, such as public
drug use and drunkenness.
Many behaviors may be
unavoidable by the very
nature of being homeless,
such as trespassing, loitering,
panhandling, public urination
and defecation. The effect of
these behaviors shouldn't be
minimized; it reduces
property values, creates
sanitary issues, and impedes
the economic viability of
businesses where the
homeless congregate.
i-'401011gLim-
Tarps are used for protection at a homeless camp under Interstate 5 at
Weber Avenue in Stockton.
Method of Investigation
The Grand Jury investigation included:
Materials Reviewed
• A survey of the County and its seven incorporated cities.
• "Homelessness of Lodi; Current Conditions, Challenges and Recommend Strategies"
(September 2015).
• San Joaquin County website http://www.co.san-joaquin.ca.us/
• Various newspaper reports, columns and editorials
• Homeless plans from other counties and states
• Federal strategic plan to end homelessness
Interviews Conducted (12)
Sites Visited
• County (staff)
• City officials (Lodi and Stockton)
• Private citizens
• Visits to homeless shelters and encampments in Stockton and Lodi
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Discussions, Findings, and Recommendations
1.0 San Joaquin Urban County Consolidated Plan 2015-2019/Annual Action
Plan, Fiscal Year 2015-16
The Grand Jury requested the County's plan for addressing the homeless and was given the San Joaquin
Urban County Consolidated Plan, but only six of the report's 191 pages addressed homelessness.
The County hires an outside consultant to prepare the Consolidated Plan. This is a report the County
must submit to the federal government to receive funding for various housing programs. The report
contains a housing needs assessment and housing market analysis. The primary purpose of this report is
to meet federal mandates in order to receive certain federal housing dollars.
The 2015-2019 Consolidated Plan was the successor to the 2010-2015 plan. The San Joaquin Urban
County Consolidated Plan 2015-2019 stated "A number of public facilities and infrastructure
improvements were completed during the previous Consolidated Plan period, including expanding ...
the number of beds available to homeless persons for emergency shelter and transitional housing ...."
Table 1 below shows the total number of emergency shelter and transitional housing beds decreased
from 2,362 to 1,323 (these figures do not include the number of permanent supportive beds).
TABLE 1
COMPARISON SAN JOAQUIN COUNTY'S CONSOLIDATED PLAN
2010-2015 vs 2015-2019
*Percentage of total beds
4
2010-2015
2015-2019
Difference
Homeless Pop.
2,983
1,657
-44%
Sheltered
2,280
1,116
-51%
Unsheltered
165
541
+220%
Current Inventory
(Beds)
Emergency Shelter
1699
63%*
519
24%*
-69%
Transitional Housing
663
25%*
806
37%*
+22%
Perm. Supportive
339
12%*
852
39%*
+151%
2,701
100%
2,177
100%
-19%
*Percentage of total beds
4
These two Consolidated Plans claim to quantify the number of homeless in San Joaquin County. It is
impossible to make any comparisons between the two. The Grand Jury learned that the number of
homeless is underreported.
The Consolidated Plan cites a "Community Coalition on Homelessness Interagency Council." However,
no one from the County could clearly articulate the purpose of this "Council" and more importantly the
County's role with the "Council."
Findings
F1.1 The Consolidated Plan does not contain a clearly defined strategic plan to address homelessness.
It does reference a "Homeless Prevention Plan." (see Appendix 1).
F1.2 County staff members responsible for addressing homeless programs were not involved in the
creation of the Consolidated Plan and have limited working knowledge of the report. Some statements in
the Plan, i.e. expanding of the number of beds available, are not substantiated.
F1.3 No upper management County staff member is involved with the "Community Coalition on
Homelessness Interagency Council."
F1.4 The scope of the problem is compounded by a lack of accurate and comparable data.
Recommendations
R1.1 By Jan. 1, 2017, the County develop and implement a strategic plan to address homelessness in
San Joaquin County that includes measureable long- and short-term goals and objectives with an
established timeline and an annual evaluation process.
5
Beds in a day room at the Stockton Shelter for the Homeless.
2.0 Coordination of County departments/agencies
Homelessness is a complex problem requiring coordination, cooperation and communication among
multiple departments within the County's organizational structure. These include but are not limited to
the Sheriff, District Attorney, Health Care Services, Human Services, Employment and Economic
Department, Housing Authority and Community Development. Upper management/department heads
need to be the leaders in this effort to improve coordination, cooperation and communication.
Through the course of the investigation it became apparent that there was a lack of communication
among the various County agencies to address the issue of homelessness; because the issue is
everyone's responsibility, it is nobody's responsibility.
The Board of Supervisors has taken some initial steps to form a task force to address homelessness. The
process is still in its infancy and at this time there is no overarching leadership within the County.
Funding this effort may require reprioritizing and reallocating existing resources.
Findings
F2.1 Departments within the County's organizational structure have no consistent or focused strategies
to work together in addressing homelessness.
F2.2 There is no lead County department or agency coordinating efforts directed toward the homeless.
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Recommendations
R2.1 By Jan. 1, 2017, the Board of Supervisors should appoint one individual within County
government to oversee all matters related to homelessness reporting directly to the County
Administrator. That person needs the authority and resources to bring together the necessary entities to
develop and implement the County's Strategic Plan on Homelessness.
R2.2 By Jan. 1, 2017, the Board of Supervisors fund a position to oversee this initiative, even if it
requires reprioritizing and reallocating other resources.
3.0 Coordination with Cities and others
Effective coordination, cooperation and communication among the County, cities and all public and
non-profit agencies that serve the County's homeless is critical for any strategy to be successful. The
Grand Jury learned that there is no such coordination, either in funding or approach, to address the issue
of homelessness within the county. There are no standing committees, no joint powers agreements and
no overarching strategies on homelessness. Although the County does receive federal Block Grant
money, part of which is used to help the homeless, County officials view their role as acting simply as a
"pass-through" agency. For example, the County's "2010-2015 Consolidated Plan" listed seven
"Weaknesses in the Organizational Structure" to address the homeless population in San Joaquin County
and actions necessary to eliminate those weaknesses.
They are:
• Coordinate decision making
• Expansion of outreach
• Improve timely implementation of projects
• Expand availability of technical assistance
• Advocate for changes in federal regulations that discourage interagency cooperation
• Partnerships needed
• Expand interagency communication
The County's "2015-2019 Consolidated Plan" provided no evidence the issues were addressed.
The City of Lodi is the exception. Lodi has been able to bring various public and private stakeholders,
including businesses, together to develop a comprehensive approach to address the homeless problem.
The City's plan required some groups to relinquish current programs to make Lodi's overall approach
more effective. When the Grand Jury surveyed the County's cities, Lodi was the only entity that
adequately addressed each of the items requested (see Appendix 2).
In fact, based on the lack of responsiveness from some cities to the survey, it is questionable that
officials even read the Grand Jury's request. The City of Stockton's response was inadequate and
provided no specific information. For example, the Jury asked the City to provide names of individuals
who could assist us in addressing our questions regarding the homeless. No names were provided.
7
Findings
F3.1 The City of Lodi along with private individuals and agencies have taken encouraging steps to
address the homeless issue. The success Lodi has achieved can be attributed to the coordinated efforts
of public agencies, non-profit groups and churches (see Appendix 2).
F3.2 The County's "2010-2015 Consolidated Plan" listed seven "Weaknesses in Organizational
Structure" to address the homeless population and actions necessary to eliminate those weaknesses. The
County's "2015-2019 Consolidated Plan" provided no evidenced the issues were addressed.
Recommendations
R3.1 The County should use Lodi's efforts as a framework to start the strategic planning process.
R3.2 By Jan. 1, 2017, the Board of Supervisors formulate a plan to eliminate its self -identified
"Weaknesses in the Organizational Structure."
Conclusion
The Grand Jury investigation discovered general agreement among agency administrators and elected
officials that more coordination and cooperation is necessary to effectively address the homeless
population in San Joaquin County.
The Jury's research revealed some encouraging initial efforts. Many concerned citizens and
organizations are committed to addressing the homeless issue. For example, the Stockton Shelter for the
Homeless is providing shelter in an effective and humane manner and Lodi's plan provides a blueprint
for what is possible.
While many groups are working on the problem, the glaring lack of centralized coordination means
efforts are sometimes at cross purposes, needlessly duplicated and wasteful of limited resources.
The problem is exacerbated by a lack of commitment, communication and collaboration from the
County of San Joaquin. The County must take a more active role in bringing all stakeholders together if
any long-term, coherent strategies are to be developed and implemented. Until recently most county
officials have shown little or no interest in taking on this challenge.
The County Administrator, with the backing of the Board of Supervisors, must demonstrate a greater
degree of leadership in addressing the needs of the homeless.
Government will not solve this problem alone. There is no one -size -fits -all solution. Lessons can be
learned from the efforts of others. During the course of the Grand Jury's investigation, a number of ideas
to address the homeless issue were expressed. They included:
• Establish a single phone number for all things related to citizens' concerns regarding
the homeless. Currently, citizens do not know which agency to call to address
problems involving the homeless. It may be a County, City, CalTrans, law
8
enforcement or mental health issue. A designated point of contact would know which
agency has jurisdiction. This could reduce both cost and response time.
• Start a public service advertisement campaign to educate the public about this issue,
including strategies to handle panhandlers and trespassers.
• Rather than having the homeless picked up by law enforcement sent to the County
Jail, the County could establish detox centers strategically located in the County. This
would provide more immediate and appropriate services.
Disclaimers
Grand Jury reports are based on documentary evidence and the testimony of sworn or admonished
witnesses, not on conjecture or opinion. However, the Grand Jury is precluded by law from disclosing
such evidence except upon the specific approval of the Presiding Judge of the Superior Court, or another
judge appointed by the Presiding Judge (Penal Code sections 911. 924.1 (a) and 929). Similarly, the
Grand Jury is precluded by law from disclosing the identity of witnesses except upon an order of the
court for narrowly defined purposes (Penal Code sections 924.2 and 929).
Response Requirements
California Penal Code sections 933 and 933.05 require that specific responses to all findings and
recommendations contained in this report be submitted to the Presiding Judge of the San Joaquin County
Superior Court within 90 days of receipt of the report.
The Board of Supervisors shall respond to each Finding and Recommendation in this report.
Mail or hand deliver a hard copy of the response to:
Jose L. Alva, Presiding Judge
San Joaquin County Superior Court
PO Box 201022
Stockton, CA 95201
Also, please email the response to Ms. Trisa Martinez, Staff Secretary to the Grand Jury at
grandjury@sjcourts.org
Appendices
1. San Joaquin County's "Homeless Prevention Plan"
2. "Homelessness in Lodi; Current Conditions, Challenges and Recommended Strategies; Committee
on Homelessness (September 2015)
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Appendix 1
HOMELESS PREVENTION:
pi -it -nary goals/objectives:
In accordance with the conolidated plans of San Joaquin County and the City of Stockton,
and in accordance with the objective stated in the ten year plett to end homelessness included
in the anneal Continuum of Care submission to HUD to reduce the number of homeless
fa�ilics, the general goals and objectives of the homeless prevention plan are to provide;
• inter'vent'ion on behalf of households who aro in imminent risk of becoming homeless to
prevent people from initially becoming homeless
■ Diversion front emergency shelters of working households who have reached the paint of
contacting shelters
■ Rapid re -housing of working households who have become homeless.
Targeted populations:
• Households income forced to vacate rental properties that eater foreclosure, and where
there is a reasonable expectation ofbecoming self-sufficient within six months
■ Households at imminent risk of becomaing homeless due to factors not related to the
activity of one or more household members, where the household has experienced a
sudden and substantial loss of income, where such loss is not due to the activity of one or
more household members, and where there is a reasonable expectation ofbecoming- golf -
sufficient within six months
• Households in transitional housing where the householdhas experienced a sudden and
substantial loss of income, where such loss is not due to the activity of one or more
household members, and where there is a reasonable expectation of becoming sett=
suffic ieztt within six months
• Households at imminent risk of becoming homeless due to factors not related to the
activity of one or more household members, where the household has experienced a
sudden and substantial inczease in utility costs where such increase is not due to the
activity of one or more household members, and where there is a 1 e aoi]al]1e expectation
of becoming self-sufficient within six months
• Households with forced to vacate rertta] limning condemned by Iocal housing officials,
when eondenmat_ion is not a result of the activity of one or more household members,
and where there is a reasonable expectation of becoming self-sufficient within six months
• Households at imminent risk of burning homeless due to factors not related to the
activity acne or more household membtrs, where there has been a tranmatic life event,
such as death of a spouse or primary care giver or recent health o risis that prevented the
household from meeting its normal financial responsibilities, and where there is a
reasonable expectation of becoming self-sufficient within six months
• Households with at least one adult employed, at imminent risk of becoming homeless dee
to factors tors not related to the activity of one or more household members, and where there
is a reasonable expectation of -becoming self-sufficient within six moil
• Households with currently living in an emergency shelter, is locations not meant for
human habitation, or are fleeing domestic violence, where there is a reasonable
expectation of beam* sdf-sufcicnt within six months, and who for whom there is not
10
the expectation of transitional or permanent housing assistance from other existing
community programs within 30 days
Definitions;
• ackbubfacil include tiria=ropaiied individuals and families with minor children.
• Transitional housing: a H I) sponsored program designed to assist hrmneless households
become self-sufficient within a two year period
• Imminent risk: household will he homeless within 2 weeks of initial contact without
assistance through this program
• Area median income~ based on published HUD guidelines adjusted for family sin
• Sudden and substantial loss ofincome: one or more household adults bas had an, in mei
loss of at least 20% within the past three months; specifically the loss of employment
▪ Not a result of the activity of one or more household trrerxihe: examples: loss of
employment is not due job related behavior, increase in utility costs not due to chance in
behavior or failure to control utility Oasts: toss -of housing not due to behavior in violation
of rental agreement, etc,
• asQr la Ie expectations of becoming ming self-sufficient within six months: basad on case
manager's assessment, it is likely that the assistance required under this program will be
temporary tn. nature
Basic requirements:
All participant households must meet the following requirements;
• Assessment by an authorized program case manager
• Household income (adjusted by size), at or below 50% of area median income
• Household must either he homeless (federal definition) a at risk of losing housing
and meet both ofthc following circumstances:
1. No appropriate subsequent housing options have been identified; AI.M-
2. Household Tacks the financial resources and support networks to obtain housing
or remain in its existing housing.
Financial Assistance:
Creserat
• Rent assistance must meet rent reasanablenees established by MUD and can not
exceed actual rent costs
• Rent assistance can riot duplicate by lime or amount msistans:c from any other
falderal, state, or local rent subsidy or assistance program; hauaeholda receiving
assistance through any program administered by the Housing Authority of San
Joaquin or Central Valley Low become dousing Corp, are not eligible for Homeless
Prevention assistance
• No payment will be made directly to a participant household or individual member of
a participant household
▪ AsSiStan limited to enc time
• Ono time assistance, including arrears, maybe 100°f+ of amount of actual rent owed;
penalties and late fors arc the responsibility of the participant household
11
+ For households requiring short term assistance of more than one month (not including
arrears), the first month's a s.ictanco may be 100% of the actual rent owed. with each
subsequent mouth's assistance based on calculating the participant's share at 30% of
adjusted monthly income. Assistance ata higher level must be approved by Central
Valley Housing
• Regardless of any other provision, themaxitmum amount of monthly rent assistance
will be S] ,000,00,
• Regardless of any other provision, the maximum amount of assistance (all categories
or types combined) to any ono household is $8,400.00_
Short trim rent assistance
• One time assistance to qualified households covering no more than current month and
up to two months in arrears
■ Up to three months assistance to qualified Ixousehotds (requires continuing case
management); Can also include additional assistance up to three months in arrears
▪ Motel `-vouchers' for temporary placement of approved participant households until
peat neat housing becomes available, not to exceed a stay of 30 days; does not count
against time allotted for assistance
Medium term assistance
▪ To qualify for more than an initial 3 months of assistance, participants must be
reassessed by an authorized case manager
+ The level of rent assistance after an initial three months of participation will be
reduced by ten percxnt each month_
• Up to nine months total assistance to qualified households (nine month period
includes initial three month assistance; requires continuing case management)
• Households whose transitional housing benefits arc expiring and who otherwise meet
program criteria are eligible fair medium term assistance
• ASsiSta toe beyond nine months is on an individual basis and must be approval by
Central Valley fiousthg
5e city deposits;
• 17eposits on behalf ofparticipants can be mau]r to other obtain new housing or to
retain existing housing
• Deposits in excess of an amount equivalent to one month's rent must be approved by
Central Valley Housing
• Deposits can bo mado to allow participants to keep their pets
• As required based on ease management assessment, in order to secure housing, ari
amount quivaleat to one month's rent may be set aside to cover possible dSmages to
a living unit.
• Deposits, or time remaining portion thereof, made by theprogram on behalf of a
participant aro to be returned to the program when a unit is vacated.
12
Utility assistance:
• Security deposit required for new unit or when service is restored
• Assistance with continuing futility payments (not to exceed nine months and requiring
continued case management) provided a member of the participant household has the
account in their name
• Assistance with payment of utility arrears, not to exceed three months arrears; if
combined with continuing assistance can not exceed a total of twelve months
assistance.
Moving assistance:
• Based on assessed need, program will cover reasonable moving costs to a new unit
• Based on assessed need, program can cover the cost of an appropriate sized storage
unit for up to three months.
Outreach:
Information regarding thepnngram will be disseminated to the ❑ommunity, and referrals will
be accepted from:
• Property management companies
• Emergency shelters
• Food providers
• Fair Housing
• Human Service Agency (Food Stamps, Temporary Assistance tav Needy Families,
Senior Services)
• Faith based organizations
Case management,
Case management services will be made available (but will not be required) to all
participants through either Central Valley dousing or one the partner agencies- Partner
agencies will incl de all current homeless service providers in Sari Joaquin County.
Participants will have the option of selecting the case management provider agency based
on community location, cultural compatibility, prior experience, and personal preference.
Casemanagement will include initial assessment, locating and securing suitable, -
appropaiate housing, coordination and delivery of necessary cornmunity support services,
monitoring and evaluating participant progress, and planning for permanent housing
Rtability.
Housing search and placement:
Central Valley Housing will use its contacts with more than 200 San Joaquin County
property management Inns and landlords to facilitate participants lacating s.uitahle
homing, Program staff will work with participants in reviewing lues and rental
agreements, informing participants about tenant rights and responsibilities, securing
utilities, and making moving arrangements. Case management staff will be available to
purEcipants and landlords to mediate problems related to retaining housing,
Legal Services.
13
As needed, Central Vallay Housing will contract with California Rural Lcgal Assistance
andforFamily Legal Services to provide legal assistance to help participants retain
housing,
Credit repair:
Case rnenagcment services, whether through Central Valley Housing or one of its
partners, will work with participants in creating sustainable, realistic household buds
developing money management skills, and understanding consumer credit reports. As
ncaded, the program wilt assist participants in enrolling in programs to resolve Tong
Standing pent -mai rzetlit issues.
Data wllcction;
Central Valley Housing ng will utilize the San Toaquin HMIS program for data collection
and reporting on all pattiaipants_
Program acceptance:
Assistance through this program is not an entitlement_ All participants must meet all
applicable basic requirements established by 1-11.) p, must be eligible under one of the
identified target populations of this program, roust provide all necessary document and
information te[luirod by this program, and must have a positive rase management
assessment Any applicant denied assistance through this program Will be ptovided a
written reason for such auction.. Any applicant denied assistance through this_program
may appeal the decision, in writing, to Central Valley Housing.
Termination of benefits:
Assistance thresh this program is not an entitlement, Assistance may he terrtunatcd,
without notice, for any of the following causes;
■ to pay rent shy
• behavior in violation of the rental agreement
■ vacating the trait without proper notification
• vacating the unit while owing rent or other amounts due
• having utilities shut off due to nun -payment of bills
• conviction ofadult household members of any felony
• eviction of adult household m nibers of morn than one misdemeanor within any twelve
month period
• jail time of the adult head of household in excess of twenty days resulting from a
violation of parole
• any child in the household being placid with Child Protective Services
• failure to engage in activities detertnined by program staff that would lead to self-
sufficiency
▪ cngaEing in activities that threaten, the stability ofthe family or reduce the likelihood of
achieving self-sufficiency
• exhausting benefits without having reached self-sufficiency
Grievances/appeals:
14
If a participant believes that assistance has bccn terminated unfairly, they may file a
Eric-van= in writing, clearly staring the circumstances and why they believe the action
was wrong. 'I heir case will be reviewed by a CVLIHC staff team (composed of staff
from multiple program areas). and may involve an interview with the review tram. If a
client believes that the review team has not adequately examined the issues involved, a
final appeal may be t'nacio to CVLLI-IC's Exc`utivc Director this appal must clearly state
how or why the review team did not adequately investigate the original grievance.
r
15
Appendix 2
HOMELESSNESS IN LORI
Current Conditions, Challenges and
Recommended Strategies
Presented by:
Committee ori Homelessness
September 2015
16
introduction
Acknowledging the growing concern regarding the homeless population in Lodi and its Impact on the
community, the Lodf City Coureor an March 17, 2.015 authorized the Homeless Solutions Committee
(rlsc) to research a nd to prepare a written report Ori. homelessness in Lodi. This report has two
purposes=
1. identify and explain the current conditions, reasons and concerns related to the issue of
homelessness fn Lodi.
2, Recommend comprehensive and realistic solutions that balance two significant considerations;
our communit scontinufng commitment to respond to homeless people with compassion and
resources and the need to preserve and Protest public safety and public hearth.
This report Is arganfred fn to -the following sections;
. 8egrli gs artd Background
�f. Mefhod riagyjrnfarmorion Gathering
111. NOmeiessr~esg as a &veleta! Issue
t
Findlngso1#reReterrrdrandPibllcHearings
V. Ree-menenaredQverallGorr;
ReeomrnendearStrateQies and Actions
m Ned51etis
yp�I, Ct.wcluslen/5e)mrnary
�X. Plr7af Thoughw
1
17
I. Baginning5
Orr October 2„ 20114 the City of Lodi Exeruare Work Croup convened to address how city government
would begin to respond to the issue of increasing homelessness in the community. Several arras were
identified for immediate response; city parks {partkularly Lawrence, Sales and Lodi Lake), downtown
{Including Kcal businesses, the parking garage., transit station endthe library), encampments along the
rooketurrrne River, and city "gateways" {the mein streets by which residents arid visitors alike enter the
city). Recommendations were made to do the following; 1] conduct more research ¢n those strategies
and approaches that work and don't work. and 2) f nd ways to engage the broader comm unity 10
address the issue of homelessness.
In late 2014 initial conversations Wok place among representatives of the Lodi Police Department
Salvation Army and the Lodi Community Foundation to address the molt -time meals beim offered to
homeless individuals It Lawrence Park and the a ccompartying negative behavior that posed pub(Ic
health and safety issues. Tose representatives agreed to reach out to religious organizations
sponsoring and providing those meals to see If they woukt or could move the feedings to the Salvation
Army_ And In an attempt to broaden the scope of community engagement, additional stakeholders
were included In further discussions and problem -solving sessions; this group self -identified as the
HomelessSafutions Committee,'
On March t7, 2015 fa aner Chief of Police Mark Helms briefed the Cfty Council at a "shirt-ske+ie session
on homelessness, After Chef Helms' thorough report, plus comments from a number of observers and
members of the CounclI, the Council authorized the Homeless solutionom tree to continue Its
investigation of the issue and return to the Council with a report containing recommendations and
sof utiansto the homeless problem.
It was also determined that the Lodi Community Foundation, with Its wilirr$rress and ability to Cairene
and facilitate in an inclusive and Community-based manner, would continue to lead the project,
1 Ipitlal members of the Homeless Solutions Committee were! Jphn Ledbetter (Chaim, L I Commanity
Foundation; Patricia Fabling, SafvatlarrArran Russ Hayward. Lodi Communrty Foundation; Mart Helms, Lodi Chief
of Police; L* Steve Nelson, Lodi Pollee Departrrvent; Captain Tod Patterson, Lodi Police pepaarunent; Captain Marlin
Rosi, Salvation Army; Stere Schurab?Su er, Lod City Manager; Joseph wood, City of Lodi; vince'forte, nravlty
Church.
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11. Methodology/Information Gathering
In orderto clearly understand the causes and effects of homelessness, the HSC, with assistance from the
Lodi Police Department, set out to gather factual information and public opfnfon.fro m a number of
SOU rces. Lt. Nelson did extensive research an haw other communities similar to Lodi have responded to
the issue of homelessness; this information was presented as part of the "Homeless Solution'
presentation by Chief Rehire to the City Council nn March 171h.z
Since 1t h always Instructive to listen and acknowledge the feelings and observations of the general.
public, the HSC also oonducted four public '14 -telling sessione for three purposes:
1) to learn and understand how homelessness Fs affecting Lodi residents and busInesses
2) W learn about the speci%c needs of homeless people directly from the homeless themselves
3) to learn a bout current programs that serve the homeless In ou r oammunity and in the cbunfy
The first "listening session" far the public was held on April 16" between 9 am and 32 noon with nearly
5Q people in attendance. On that same day, in the afternoon, a spacial session was conducted for
service providers with about 40 in attendance. In order to accommodate residents and businessowners
who work during the day. a second "Ifsteningsession" for the public was held on May 191h from 7 to 9
pm with 55 In attendance. All of the 'listening sessions° for the public were widely publicized in the Lodi
News Sentinel and through social media. A fourth meeting specifically for homeless Individuals was
conducted on May 27th at the Salvation Army with about 45 in attendansx.' In all, these meetings
provided an opportunity for several distinct constituencies and nearby two hundred Indiwidusls in the
Lodi com m unity.
Ili. ficanelessneAs as a Societal Issue
in order to provide a broader uontextfor the discussion of homelessness 1n Lodi, it Is krrpdrtant to know
and understand the extent and effects of homelessness as a societal issue throughout the United States.
In the United States the Federal' definition of a homeless person Is: an Individual who; 1) lacks a timed,
regular and adequate nighttime residence end 21 whose primary nighttime residence is a supervised
temporary shelter, Institution or place not ardInarily used for sleeping s A chronically homeless person
are defined as an irrdiMidual who has been horn classfor a year or more or has experienced at least four
episodes of homelessness in the lasttitres years and has a permanentdisabiIity_ Thefollowing is
statistical description of the homeless as of January 2014.4
t Chief Helm's comprete report In PowerPoint style is in Appendix A.
3The minutes and notes from the public hearings are contained in Append -1X B.
`Stewarts. McKinney Homeless ASS[Stence An of 19197
'National A!Itance to End Homelessness ivrebslte: andharnetess�ess.argj
3
19
Tata f nu mbar of homeless: 578,242
Homeless people In families: 215.997
Most homeless families bounce hack from their time being homeless. with relatively lfttie poblfc
assistance help. With rental assistance, housing placementservfce5,]ob assistance and other short
term services, they escape and avoid long term homelessness!'
One in 30 of Arrterita n Children is homeless, approximately 2.5 million. Very often many of these
children are unseen, doubling up with their families on Friends' couches, sleeping In all night dfnersor
mowing from motel to motel. l'he US Department of Education counts the number of school children
without a fixed address which amounts to i_irnllllon. It is e5lirnated that about one million children are
excluded from the bi-annual "hameiess count" conducted through the Department f Housing and
Urian Development!
Studies also indite that children who are Itpmetess are more likely to have health problems, to miss
school and have lower academicachievement. Childhood housing instability and homelessness bas
been identified as an indicator of future homelessness -8
There 49,933 homeless veterans in the 115.
Since 21009 the Federal Government has made a substantial commitment to end homelessness among
veterans, Through "rapid re -limning' and "Housing First" strategies, the number of homeless veterans
has decreased 33% in six years_
There are 85,736 chronically homeless in the U_5 •
The chronically homeless usually have some kind of permanent physical or mental disability; they often
live in shelters; they consume most of the social service reseuroes dedicated to serreOle homeless_
Studies have also indicted that the chronically horrreresstend to have high rates of behavioral health
problem#, mental illness and substance abuse di;Orders, physkal Illness. Injury and trauma. in addition
they are frequent users of emergency service;, crisis response and public safety systems_9
The homeless Population IS not easily described or categorized; instead It 1s mare often stereotyped
based on how each of tis encounters homeless peoplr. A good many homeless people want a pathway
out of homelessness and are irrvahed in programs to help them on their way_ Same homeless persons
have chronic physical disabilities and/or behavioral health conditions that make It difficult for them to
secure housing. There are some homeless people, so afflicted by their dlsabil ides that they have little
hope and resist change. And finally there arc some individuals who are homeless of their own hrolflon.
6 Heitio ljl A,11180Ce tO End Homelemss (Treb<e; erulbornCl'SSneo-prgf
WIJL ,Teresa_ "Invisible HomEk3S KIds Challenge States,' The Pew Cha rit ble Trails.
r Burt, Martha R. "pemog-a p hIc and Geography; Estimating Needs" for the 1998 Rational Symposium on
Homelessness Regearch,
a IYationalAlliance to End Hurrm-lesuien Otidhomtelessness.orldj website
4
20
54 me communities reporxhattheir homeless papulation is growing bider and more sewenely troubled.
In San Fra nrfsco, over 30% of homeless are over the ape of 51.
111
It should he noted thatthese percentages are approximate and rikelyvary bycornmunity_ In San
Francisco, where there are approximately 6,001:0 horrleless Individuals, about one-third are considered
"hard core." Many are picked up, arrested, held for awhile, released, and picked up again_ According to
the U.S. interagency on Flomeiessness and United Way of the Bay Area, each hard core homeless person
costs the City of San Francisco approximately $SAO, It X each year in police arrests, emergency rides In
ambulances, etc.'1
In California there were 90,7E5 homeless individuals in California as aflanuary 2014, That number
equals 20% of all the homeless in the U.S. Of that California total of 71,437 or 72-15% were
unsheltered. Tills percentage of unsheltered individuals, l,696,15the highest of all states intim u,5 -
Between 2007and 2014, the percentage of unsheltered homeless individuals decreased try 2+1.59.. 32
In californla there are 1,E50 emergency shetteri'a The majority of emergency shelters are operated by
non-profit organizations and were developed in response to the increase fn the he meles5 population
efterthe State of California began to close the State mental hospitals in the 197i1s.
The State of California does not have an active state interagency Council on Homelessness, and
the state ranks 49th in terms of policy and pIanningfor the horneless.1-0
In Lodi our focal experiences, as both civic leadPrsand residents, arse consistent with how
other communities experience hameress persansand their consequences. Indeed homelessness is now
often experienced in rural and/or suburban •Cprnmuriltles, not Jut urban centers_'s
Every two years the Crty of Lodi participates with municipalities throughout the country in a national
'homeless" count_ This h]•annuar count includes sheltered and unsheltered homeless; sheltered
homeless are counted annually_ This "on any given night' Count was conducted in accordance to
cangressiornal direction given to the federal Housing and Urban Development Department, often
referred to- as Hub; the count i$ a contractual obligation on the part of San Joaquin County in order to
receive specific funds to assist homeless individuals and families. Unsheltered homeless Individuals and
fa riffles were enmuraged to gather dt *HomelessConnectihn" events to access services and to he
counted_ Those counted and surveyed had to meet the HUH definition of unsheltered homeless, i.e.
those who were actively staying Ina car, tent, condemned building, under an overpass, gran another
place otherwise unfit for human [Habitation an the night before the count Those staying in homeless
Keurn Fagan and Heather Knight, 'Homeless 1n the City Growing alder and Sicker,"San Fti•ari is hr0Q1de.
" Ban Fnr$sco ivani J June S, 2015
' The 2014.Annuatwssessment Report, V.5. Department of Housing and urban Development, Office 01
OomrnunIty planning i .d Oevelapmetrt
J3 America's Youngest Outcasts," v ww.HameleSSCI IldrenAmeIIcao-rg
14 Ibid.
is See the foltowing ar tides: lcevdn Valine, ], fi NewsSeniirleJ, August 22, 2015 and Marcos Stettn,'Urbn%
problem Carnes to Subsrrb3," sar_tainento.DTa August 23, 2015-
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21
shelters, transitional housing for the homeless, doubled -up with friends orfamiiy member are not
included tri the unsheltered count,"
The City's Comm unfty5ervices Department conducts the "Count" which was reentry herd during the
first week o'f January 2415, In Lodi there wer�7 nnsheEtered homeless adults arid 4 unsheltered
homekss children_ The total for San Joaquin County was 541. This number compares to 247 in 2011
and 2€3 in 2013; this Increase in numbers may reflect en actual increase in unsheltered homeless, but it
is more plausible that the increase reflect a more enactive outreach to and response frorrvthe
home less populatlorl,ix
The majorrty of these unsheltered homeless, ar 78%%, are between the ages of 25 and 59. 65% are white,
15% African Amerlcar4 with the remaining nearly equally spread among American Indian! Alan and
multiple races, iaO% are male; 40% female_'8
Almost 410% of all adults surveyed in the unsheltered count self-reported that they were dealing with a
substance abuse problem, memal health Issue or both_ It is believed that t he number of homeless
indrvlduals dealing with these ooruiitlons Is greater than what is reported, since some Individuals refused
to answer this question on the survey; rt is typical that substance abuse and menial health issues are
u nder -reported when Identified by se 1f•reporting_i4
In addition them is no reason to believe that these county -wide statistics do not generally reflect the
'picture of homelessnessr" in Lodi
It Is widely thought and acknawtedeed that the official ial "count" total for Lodi 15 low, with the estimated
number of homeless Individuals is between 100 to 2OEP Individuals, It is atso acknowledged that this
number varies otic season due to the relatively moderate climate, harvesting season and the transient
nature of many homeless Individuals_
I1!_ Findings of the R*search and the Public Hearings
• Homelessness is a divigIve issue in our communttj_ Citizens of our city experience the
curls quences of homelessness in different ways and from different perspectives, Some
primarily view homelessness as a circurrnstancethat negativery impacts businesses and
neighborhoods, and there is cleat eyidenoe that such is the case; homeless individuals that this
report has characterized as "chronic' and who apparently have "chosen" to be homeless are the
ones making the most negative impact on areas such as downtown, along the river and now into
4#tier neighborhoods. Asa result, citizens who share this perspective on the homeless want the
San Joagrrin County Continuo m Jae u it,r 15 VcilriVn-T1 itaa unsheltered Homedes .
Rears p.l
▪ Ibld.r pi
Ibid. p. 3.4
▪ ibid„p5
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City to take more direct law enforcement and even extra -legal steps to rid the city of the
problem.
Dinars primarily view homelessness as a situation, brat despite posing puttllc health and safety
problems, needs to he addressed with kindness, compassion and services that can help
hometes5 individuals and families esmpe their homeless situation and return to normal and
productive lives, This humanitarian and Faith -based response is evidenced In the outpouring of
hurnart and financial resources local citizens provide independently or through local agencies
that serve the homelessness and needy in our cornmunity-
• Law enforcement shone~ i9 not en effective method by which to address or remedy
the homeless problem. Research conducted blithe Lodi Pollee Department (LPN Clearly
Indicates that the enforcement blame approach does not work: there are Indeed laws and
resulting case law restricting local police from some means of direct action.
Far instance, current law equates a "homeless encampment" with prorate property, which
therefore requires a 72 hour notice for eviction from that property. Obviously this makes it
impossible for the LVD orany other extra -legal roup to remove a homeless encampment
without notice. The law also recluiregthat local law enforoernent officials L blogand retain all
private property and belongings of those evicted from the property for 9U days. CurrentJythe
LPD does not have resources to continually implement these operations,
And ultimately this approach does not retessarily "solve"' the homelessness problem, Whine the
approach may reduce nurrlhers in the short term, It is likely the "chronic" homeless will move to
other areas of the clty-
■ The "bast practice" strategies to address and reduce homelessness- are well
documented and working well in a number of communities. Irk general they include
the following:
1. Access to physica r and behavioral hearth services, inducting substa nce abuse and addiction
detnx services and respite care.
2. Job preparation skills -
3. Jobs, from day labor opportunities to full time emphoyrne, t.
4. life ski IEs training.
5. Transportation to and from services provided outside of the city,
fir tow -income supported, transitional and permanent housing -
The Rmencan jourealitst and social commentator H.L. Menckrsrt wrote this: "For every social ill
or problem there is a simple and single answer that won't work: That hs precisely why no single
"best practice''strategy on its own will adequately address homelessness. instead, an
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I+rtgsr wed and mufti-disdp1Inarit approach win be the most effective to reduce hamelissrress.
Included in any multi -disciplinary approach are two critical components; housing and
ernpfaymem Following Is a fuller description of "best practice" strategies for mousing and
employment.
One of the root causes of homelessness Is that many people Cannot afford a plate to Ilve.
People who are homeless do not have enough money to pay ren[. let alone begin to purchase a
home. Rental prices are Inureasirrg and inventory Is tight, A new report by the urban InstItute
finds that there are only 29 affordable units for every 1CU extremely kw- neome households in
Lodi that number is 4.2° And yet, the vast majority of the ,ration's homeless, $5% of the
estimated 58O,0P7r who are homeless for rerstively short periods of time, eventually Find a place
to Ilve, but generally not withwt some financial and rental assistance. The remaining 1596 {a
percentage that varies depending on the corm unity} fill up homeless shelters and{arspend
time in fall. The traditional "shelter first" mndet fordealing with the homeless is designed to
prepare for housing by guiding them through drug rehabilitation programs or mental health
counseling. etc. This "linear residentral treatment" or "aorttinuum of care" model is art effective
app math for some homeless people, but doesn't nece5sariily work well for the homeless who
either reject andjor have a difficult time meeting the requirernerrts to become "ready-" A
number of communities. including the State of Utahr have successfurfy implemented a new
model. often referred to as the "Housing First' model. In Utah this new approach, with the full
cooperation and. assistance of the Church of the Latter lkay Saints and the largely conservative
Utah skate teglsrature, has proven we ry successful- Utah found that providing people supportive
housing and transitional housing costs the sodaL service system about half as much as leaving
the homeless to live on the street -11
Another root cause of homelessness is the lack of employment and/or underemployment.
Without adequate income, once again people who find themselves homeless cannot afford tg
pay far housing. Economic growth and community development provide pottrway5 for homeless
Individuals to find their way out of party and into housing. This approach requires the
Involvement of business Leaders and eduptional institutions. AIl that being said, it is important
to remember that the chronft:aIly homeless have a permanent disability that usually Irrc eats
them from being able to find a nd mal nut in employment.
■ Current local programs serving the horrlekess, while well intenti o nod, aro generakly
narrowly focused, sometimes disorganized, lack coordination and are limited in
their approach and respOnSe. There are many Cititen groups, non-profit ergo nizatlonsr arid
local faith (Dram unities responding to tile needs of the homeless m a variety of ways; we want
tore agnFze the good work of The Salvation Army, Lodi House, Grace and Mercy and 5t- Anne's
Place that do such good work. However, many crf the local organizations providing that
"Affordable; Rou. a gOn-one and !pars z014 -21J18 Community Development Ind Grant Cunaolldated Plan
For a full description OF the "Housing First" approach in Utah and other communities, gee "Roam for
improvement" by SOctt Carrier, mciinetJ4 , Mardi -April, 2015.
8
24
assistance do oat MOW ofthe others' existence and services; they do not neoessarilywork
together or talk to one another, Organizations often compete with one another In order to fund
services and sustain then -individual organizations. Pubro policy does not necessarily provide
incentives for coordination and calla bocation among service providers.
• Some plate attempts to help the homeless have unintended consequences. As
an example, responding posIttvely to someone "panhandling' by giving them some loose change
or a few dollars Is only a short term Ielponse- That "gift" might help buy meal ar, more likely
than not, purchase alcohol or drugs, addictions that contribute to the state of homelessness for
most of the chronically horneless. Particular responses from tical organizations and faith -based
carom unities cite only hurt the weep people they are trying to huip.22 As noted at the
beginning of this report. church -sponsored "feedings'" ata local park may often have the
unintended consequence ofenabling behaviors that contribute to public health and safety
concerns.
AG64e6* to availabro mai-vices for the homeless in Lodi is limited and problematic.
Many of the services available for homeless irrdiulduals are provided through San Joaquin
County, and therefore are located closer to Stockton. Public transportation Is neither readily
available nor easily navigated. The County Mental Health department does have a satellite
office fn Lodi and generally economic and fob devebpment is the responsibility of focal
government, There is no respite care facility in Lodi nor is there a detox center rn either Ladi or
the entire county. Certainly accessibiiltyIs ahvays dependent on available resources, but the
extent to which there is interagency cooperation and collaboration remains unknr wa.
• Homelessness is a. community pro blerrt that tee be most effectively addressed by
a collaborarttee, cntrtrslized and cornrnunfty-barred approach. One overwhelming
"'take`avvaf from our community "listening sessions" isthatthere is considerable interest and
desire on the part of our city leaders and citizens to address our cites homelessness issue,
balancing the need to protect the puhllr health and safety with the need to hall) people return
to normal lives.
In add itian, all the research strongly indicates that success will only be attained through a
collaborative, community-based approach. Thiswfif require a centralized, coordinated and
outcome -focused approach, onetfrat Invites all segments of our city to participate In the process
and the solutions, The research also suggests that this community problem•solvIng process will
require time {most purrs we reviewed were for ten yearn and public and private resources.
a See Y, hen Hurts by Rae Corbett and Brim Rickert
9
25
■ Lodre Dick of low-Incorne lindyar affordable housing stack ourrenfy Gontri b utes
and is likely fO continuo to contribute the growing number of hornele95 in She
community. 96% elf LodL's new housing stork has been single detached homes. The last
apartment complex was built 30 years ago. The rental vacancy rate was just 3% compared to
the normal rate of 5%. And according to ono source, between 20015 and 2007 renters
"overpaid" based on the relationship of income to rental costs. xs
The State of California mandates that tities develop and adopt aGeneral Plan every four years.
General Plant require statements of Intern an issues such as land vise, water, job growth,
transportation and housing. Lours last 'housing element" in the General Plan was drafted in
2011. The new "housing element" is due to the State on December 201-S- The specific -content
of the new "housing element" will determine, at least m part, Lfldi's eligibility for available funds
to address housing needs, especially tor low -Income individuals andfamllle5!
• some horre[oss people deeply distrust social service providers and dtyePficials, Iia
4Einf rcernent in general and the general public. Some fee! misunderstood, sorne feel victimised
by circumstances beyond their control, and some feel they have been dismissed or `thrown
away+'' by sac1ety. At the same time there are also feelings by other Lodi citizens, residents and
Institutions that the City and Its citizens have made strong and documentable daily and lung
term efforts, through social service providers, city officials and taw enforcement to provide
needed aisd important services for the homeless in Lodi.
V. Recommended Overall Goal
Our first general recommendation is that the City Council. as the body representing the residents of
Lodi, formally adopt spec1fac and reaaoneblegoal toward which uty leaders, communitygroups, law
enforcement, local service providers, and members of our faith communities can work to achieve_ That
goal is:
Assistyrvmefess ioiPiduais and fam'Nes ro secr+rehousing& employment andsefvicee so that they may
become fteaithy and productive members of society
This aveaall goo I recognizes the fart that our society in general and Ladi specifically is not going to
"solve" homelessness; however Lodi can do its best to address the needs of homeless people and
reduce the negative impact of homelessness on the community. It will be extreme3y important for our
community response to focus on those ligmeless Indlulduals that want help atldior are ready, with
appropriate encourage and support. to receive assistance and better their circumstances.
'n Lodi Genere Plan, housing Element October 19, n11
21 Fora more complete of emplanatEon of did process g nd requirements, see Lodes General Plan for 2011.
10
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VI. Recommended Strategies and ACt1ond
when we began our research and "listening" segments of this planning process, our committee
members were encouraged and even surprised with the number of different approaches to address
homelessness that were being to loco by non-profit agencies, local faith communities and other
community groups. We have also been encouraged by the creativity of these usually independent and
largety unknown activities. All of this suggests that no single strategy or approach will begin to -solve the
issue of homelessness, and that we continue to need to encourage any and all strategies that help the
community to achieve our overall goal,
Toward that end', we believe the foflowing recommended strategiesto address the homelessness
situation should Include two critical considerations: 1) the presentation and protection of public health
and safety, and 2) our commu nit -Vs continuing commitment to respond with compassion and resources.
Our recommendations are based on those considerations and the findings of our research.
A. Shari Term strategtes aril Actions
The following is Iist describing a number of actions that can be implemented relatively quickly
and without a large infusion of financial resources- They are In no particular order and are not
priorltzed. All will require follow-through and oversight, however.
1. The Lodi Police should continue to intervene at the homeless erica m pment along the
Mokelumne River through on-site checks and multi -agency operations nn aperiodic basis;
these muftlegency operations include the LPD, Caltrans, San Joaquin Sheriffs Office
deputies, San Joaquin Cowie Mental Health, Veteran's Affairs, and The Salvation. Army.
This action will continue to discourage those homeless individuals from harassing and
causing trouble for the residents along the river; It will also address a growing pubikhealth
problem in the area. In addition, the current interventions should continue to refer
homeless persons to eydsting services that can provide assistance.
2. The City of Lodi and the Lodi Poflce department should continue to follow-up on
complaints about empty or abandoned buildings which often become places where
homeless individuals spend time during the days and evenings. The City of Lodi should also
aggressively pursue appropriate legal action against the property owners, property
management companies andfprthe financial institutions that are respon51E1we for
maintaining these empty spaces; such regal action can Include abatement orders and fines.
3. Develop a single and comprehensive resource guide far the use of service providers and
the homeless. currently there are a number of "resource guides that are either
incomplete or largely focused on the services of specific agencies. The more
comprehensive and local resource guide should be tpordinated with the county's 211
information and referral service,
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27
4. Convene end create a permanent "aaordlnatIng committee" of the Local agencies that are
providing services to the homeless- Lise the talents and resources of these various groups
to coordinate services (especially emergency food and shelterl, focus. on strengths, share
resources and behave collaboratively_
5. Continue the "homeless fairs" conducted every Friday at the Sa]vatiOn Army's "Hope
Herber facility; at these "fairs" homeless Individuals can improve their personal hygiene
with showers, haircuts, etc. On the fourth Friday of each month, representatives of
. different social service agencies, including medical and mental health services, are available
on site to provide- Information abet their services and to schedule Follow-up appointments
for Those seeking asslstano2.. In addition, representatives from local financial institutions,.
EDD and Job Corps will participate.
6. Consider the implementation of the "Downtown Street Team" program currently working
in San lose. This program employs homeless people to conduct basic maintenance and
beautification projects in downtown areas.
7. Develop a resource guide for property owners that defines nuisance behavior and how to
respond to such behavior. Develop a corresponding resource guide far homeless
individuals which defines legal. and Illegal behavior_
8- Continue to encourage the cooperation of private comm unity groups to consolidate that
mid-day meal at the Salvation Army- Lon! groups Ilia want ta help should he onthe same
page and agree to provide meals in locations that promote and reward appropriate
behavior, We wish to aduaowledge Rev. David H1fI and members of Grace Presbyterian
Church far their understanding, cooperation and leadership in this effort.
9. Secure and/or re -allocate City resources to provide LPD bikes patrols for Loci's downtown
area a fter 4 pm, While homeless persons are certainly present in the downtown area,
they ere only responsible for approximately 40% of the nuisance behaprior. the soca lied
"drunk 20s" are responsible for the remaining IBJ%.
10. Encourage local faith ao mm unities to "adopt' a homeless individual and/or family,
providing housing assistance while the Individual liras work, tinral[s in school, receives
treatment for medical/mental health conditions, etc. We are aware of at ksast one local
church, bear creek Community Church under the Leadership of Rev, Bill Cummins, has
remade and Implemented this commitment. Thisstrategy Issimile rto that used after the
end of the V etnamhWfarwhen refugee families were "sponsored" by faith communities as
they assimilated into American society,
i2
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11. Initiate an educational campaign to help focal community groups, faith communities and
others understand how they channel their compassion for the nameless k, ways that
effectively contrikuteto their long term health and safety- Asthls reports indicates,. not ail
help is helpful, but It Is welcomed and appreciated if delivered with more fxused Intent
such an educational campaign would also heI p to d[spel some of the misinformation that is
expressed blsbut homeless people.
12. To discourage the homeless, as well as others who are not homeless, from banging out if!
the downtown area, place signs that discourage "aggressive' and illegal panhandling.' from
Local resldentsr tourists and business patrons. Consider placing "parking mete -eta collect
funds from those who would Ike to help out, but need a mechanism that guaranteesfvnds
are received and allocated to agencies that can do the most good.
In addition, place signs that Indicate the locations of public restroOms_
13. Organize neighborhood "block walks' that check on and discourage homeless Individuals
who are sleeping in inappropriate areas and causing a public safety hazard. This effort
could be done in conjunction with the "safe neighborhoods' initiative SpOnsered by the
LPD. Provide neighborhood groups with resource guides trywhich to direct the people they
ermounter to local resources_ Explore how such block walks could be coordinated with
National [tight Out.
14. Insist on agency collaboration in the Community Development elock Grant (CIDEG} process
to insure that the highest priority needs receive greater consideration than individual
agency requests- We would Ilke to see greater agreement and commitment to a more
substantial "big picture' abjectthan the awarding of smaller grants that tend to achieve
short term objedi,res, butdo not build long term sustafnablllty,
15. Encourage the LPD and kcal service providers to sensitively gather Information about the
homeless people with wham they interact; find out who they a re, where they tame from,
where they intend to ga, and haw they can receive services to help them, The more we
know a bo ut this population, which we tend to paint with a very broad brush, the more
effectively we can respond.
13
29
a, longer Tem Struteglasond.4ctforr$
The Rol/owing IS a list describing a number of strategies and actions that can be Implemented
over a longer period of time, probably anywhere between three to five years. Marry of them will
require a level of cooperation and collaboration with service providers located in Stockton
and}or affiliated with the San Joaquin County_ The couritYs Depa rtrnent of Mental Health and
the District Attorney's office are now included as members of the leadership group that is
shepherding this entire project, which is an exceilent sign of commitment to seriously address
the homeless issue-
/. Devek1 a "day center" for the homeless, a place where during the day they can come far
service referrals, research joky opportunities and jab training programs, store personal items,
establish a mailing address, apply far Medio -Cel and Sabal Security, etc. This site could also
be used as the "staging area" fora day labor program for individuals who want to wort- St
AzIrse's Place already serves as a model for such a day center, albeit fora limited clientele.
1 Purchase a facility that can provide transitional housing to homeless individuals who are
seeking to rebuild theft r lures. Explore pure ntiar fund Ing sources arra/or management and
partnership opportunities.
3_ Advocate for and pursue ordinance changes that would promote the construction and
retention of affordable housing.
4. Find ways to make county services more readily available to homeless living in Lodi, either
through greater outreach and resources and/or through better transportation, both private
and public, to and from Stockton based facilities. Through our rearm rch and "listening
sessions" we have learned that there a large number of agencies that wish to assist our local
efforts, either through new partnerships and/or as resources for our owl effort; included
among those agencies are: the Care Link program through Community Medical Centers,
Central' JaI ey Housing, Hospice of San Joaquin and the Gospel kesaue lission-
5_ Develop a respite cane facility fur the medically fragile horrteless who needa place to stay
while waiting for further medi031 care, 'Ensure that veterans are referred to pre islIng and
available programs in the area_
6. Create a multi-dLscfplinary{mentaI health, substance abuse, health care] Support and
Intervention Team, funded through Medial, to provide support for permanent supportive
housing program$.
30
7. Develop a fundraising process by which kid IViduals, community groups, faith CCM m unities
and local businesses can contribute toward proven "best practice" approaches to assist
homeless people that truly want to escape their homeless circumstances.
8. Provide a bus "ticket home" for those homeless individuals who can verity that they have
place to stay with a family member an.d/Err friend In their hometown,
VII. Next Steps
President Dwight D. Eisenhower, the architect of the World War It invasion of Europe, said the following^
"All plans are useless; planning Is everything." The same goes far this modest report which has
described a number of short and Tong terms strategies and actions likat have the potential to provide
homeless people with compassion and care, plus preserve and protect public health and sorely. What
as a comm unity we do with these suggestions. ideas and plans is what will determine if they are useful
or useless. The Implementation of these recommendations will distinguish this report from so many
other well intentioned reports that aretoo often ignored by city officials and community leaders gs In
brief, here are some next step to achieve .eur overall goals_
x. The City Council should adopt this report as a matter of public record and authorize Its
Implementation. Such Council action will be a clear sign to the full oamrnunity that, as a
city, tive intend to reduce homeless and its impact on our community.
2, Authorize at least Iwo work groupsresearch, prioritize and implement the
recwnmendetir+rks of this report One work group would focus a n short term strategiefi the
other cm long term strategies- Begin reuoi ing other residents, business leaders and civic
leaders to participate in this communitywide effort_
a, The Council should also authorize tete Committee on Homelessne x to serveasthe convener
and coordinator of this effort, The Task Force would include representatin es or the two
work groups, the Lodi City County, the Dodi Police Department, tNe Lodi Community
Foundation and a merriber-at-la rge. The work of the HarneleSS Task Foroe should he
reported in writing to the Council on a qua rteriy basis -
a Foran example or tiow such a report was ignored in Modesti, me 'Kevin Vatlne's column in the Lodi Ncw5
5erktirel, August 22, 2015,
15
31
Vill. CandusionJ5untrnary
Here are the key points we wish bo emphasize as a summary of this report.
• The homeless population is not easily described or categorized; Instead it is more often
stereotyped besed an how each of us encounters homeless peopre_ A good many homeless
people want pathway out of homelessness and are intraived In programs to help them on their
way_ Some homeless person have chronic physical disabilities and/or behavioral health
oond(tio ns that make it difficult for them to secure housing. There are some people, so afflicted
by their disabilities that they have little hope and resist charge. And finally there are some
people who choose to remain homeless of their own volition,
• Citizens in our community experience the homeless and the consequences of homelessness in
different ways, largely due to type of homeless person with whom they came in contact_ iiks a
result; some citizens view homelessness as simply a circumstance that negatI ety imparts .
businesses and neighborhoods. other citizens view homelessness as a situation, despite posing
van/ real public health and safety concerns, needs to addressed with kindness, compassion and
Services that can EEerp homeless individuals and families escape their homeless dreu mstarute.
■ Homelessness Is a societal problem that can be most effettlwery addressed by a collaborative,
community-based approach_ This approach will require the efforts of both law enforcement and
proven "best practices' by local and regional social service agencies.
« Adopt our recommended overall goal._ to assist homeless individuals and families find housing
and services SD they can become healthy and productive members of society_ Our goal is rialto
"cure" homelessatiess; that IS not within our scope or ahility as a single and relatively small
community, but it Is a noble goal nonetheless, one that reflects the caring and generous spirit of
the citizens of URN..
16
32
IXC Final Thoughts
First we wish to acknowledge the hundreds of individuals who 'have contributed to this report; we have
heard from concerned citizens, fait~ leaders, business leaders, local non-profrtage ruy readers, city
ofnciais and homeless persons themselves_ What we heard was often disturbing, sometimes painful,
insprring, and In the end, hopefuE_ All of these contributions have created a deeper understanding of ail
the problems associated with homelessness and ultimately have enriched this report.
And lastly our Committee on Homelessness certainly welcomes the comments and the essIstartceof Lodi
cltkerrsresponse to the findings and recommendations of this report- With your help we can begin to
address the real needs of homeless people and preserve aur community's public health and.ufrly.
Jahn Ledbetter; Chair
lune Aaker
Patricia Felling
Joe Harrington
Ruse Hayward
Rev, David Hill
Gary iCelFan
Doug Kuehrte
lx- Steve Nelson
Tad Patterson
Captain Martin Rots
Steve Schwabe uer lex MT -Kb)
Victor Singh
Joseph Wood
Vince 1'orba
Lodi Community foundation, Chair
Abrahamson Printing
The Salvation Army AdvisoryCnmmittre
Chief Executive officer, Lodi Health
Lodi Community Foundation
Grace Presbyterian Church
Grace Presbyterian Church
Lodi City Council
Lodi Police Department
Lodi Interim Chief of police
The Salvation Army
Lodi City Manager
San Joaquin Department of Mental Health
Community Development Department, City of Lodi
Gravity Church
NM; This report was reviewed for factual accuracy by individualswlth extensive knowledge and
expertise in the areas of homelessness, housing and social services.
17
33
1.1.b
Presentation to the
San Joaquin County Board of Supervisors
November 16, 2016
HOMELEN T85K FORCE
Packet Pg. 282
1.1.b
HISTQJ OFJjE TASK FORCE
❑ Director and Board Trustee of Stockton Shelter
for the Homeless initiated meeting with Chair
Miller to discuss the Shelter
❑ Priority need identified: to bring stakeholders
together and pursue coordinated strategies
Li Chair Miller agreed to serve as "convener"
II First meeting of "Homelessness Task Force"
August 26, 2015
Packet Pg. 283
FIRST TASK FQINE MEETING
Adam Cheshire, Stockton Shelter for the Homeless
Edward Figueroa, St. Mary's Dining Room
Olga Rodriguez, Haven of Peace
Cindi Fargo, Downtown Stockton Alliance
Jon & Bill Mendelson, Central Valley Low Income Housing
Corp.
Petra Stanton, St. Joseph's Medical Center
SJC Sheriff Steve Moore and staff
SJC Directors Vic Singh, BHS, and Mike Miller, HSA
SJC Staff from BHS and Community Development
City of Stockton Police Department Representatives
Packet Pg. 284
1.1.b
FIRST JOINT MEETwG
❑ October 28, 2015
❑ Homelessness Task Force
t:‘ Supervisor Miller serving as convener
•- Service Provider members
Joint City/County Criminal Justice Task Force
P;) Supervisors Winn and Elliott, Co -Chairs
City Managers, Police Chiefs, Sheriff, Staff
Sub -committee on homelessness
Packet Pg. 285
1.1.b
201Q WQRFS PI -8N
❑ Service Providers Work Plan
Update "10 Year Plan to Address Homelessness"
�•-Improve Data Collection and Analysis
P;) Develop immediate county -wide policies, "low
hanging fruit", working toward coordinated efforts
Overall focus on Prevention and Housing as Long
Term Solutions
Packet Pg. 286
201Q WQRFS PI -8N
❑ Criminal Justice Sub -Committee
Explore development of a Sobering Center
�•- Housing vs. Handcuffs
Work toward a full Regional Plan to address quality
of life and safety issues
Develop protocols to ensure mental health assessment
and treatment
Build collaborations
Continue Joint Meetings to Share Information
Packet Pg. 287
1.1.b
2O1JVQLIJTIQN QFTASK_FORCE
Monthly meetings began in January
In February, Chair Zapien designated the Service
Provider Task Force as the SJC Homelessness Task
Force and assigned 2 Supervisors - Miller and
Zapien
Task Force expands with additional
representatives from:
SJ Cities and Additional County Departments
SJ Housing Authority, Community Medical Centers and
other Service Providers
Business Community
Packet Pg. 288
201f FQW$-AND STRATEGIES
❑ Work Groups Formed
^Outreach/Emergency Shelter/Transitional Housing
�•- Data Collection/Analysis
Prevention & Future Funding
Diversion Court/Law & Justice
Scope of Work Defined by Each Work Group
Packet Pg. 289
1.1.b
RESEARCH ANP PRESENTATIQNS
Whole Person Care Pilot, Greg Diederich, San Joaquin County
Sacramento Steps Forward, Ryan Loofburrow
Delancey Street Foundation, San Francisco, member visits
Lod is Committee on Homelessness, Russ Hayward
San Francisco Homeless Navigation Facilities, members visit
"New Directions in Homeless Planning and Implementation
in Yolo County", Lisa Baker
"Homes, Services, Community", Jeremy Baird, Sacramento
Self -Help Housing
The DOE Fund "Ready, Willing & Able", New York City,
members visit
Packet Pg. 290
1.1.b
2016
WORK GROUP REPORTS
Packet Pg. 291
OUTREACH/SHELTER/L9ANSIILQNALHQU$1 NG
Work Group Introduction
Members included:
Central Valley Housing
Gospel Center Rescue Mission
Lodi Committee on Homelessness
Central Valley Building Industry Assn.
Stockton Shelter for the Homeless
Downtown Stockton Alliance
Catholic Charities
City of Stockton City Manager's Office
Tracy Police Department
SJC Behavioral Health, Public Health, Human Services Agency
Community Medical Centers
St. Joseph's Medical Center
Tracy Community Connections Center
Packet Pg. 292
OUTREACH/SFJELTEFVTRANSJILQNALHQUSI NG
❑ Develop over -arching principles to inform
development of policies
Response to Homelessness
Community Collaboration
Outreach
Emergency Shelter
Transitional Housing
Permanent Exit Strategies
Packet Pg. 293
DPWQLLETI2N AND ANALYSIS
Overview of work group
Members include:
Central Valley Housing
Tracy Community Connections Center
Lodi Committee on Homelessness
Community Medical Centers
Haven of Peace
Family Resource & Referral Center
San Joaquin County Human Services Agency and Public
Health Department
Packet Pg. 294
DPWQLLETI2N AND ANALYSIS
Data Must Drive Responses to Homelessness
Centralized Data System
Improve Homeless Management Information System
and Coordinated Assessment/Entry System (HMIs)
Improve Linkages to Resources (2-1-1 System)
Update Continuum of Care System Performance
Measures and written standards for Coordinated
Assessment (completed)
Improve Point in Time Count
Packet Pg. 295
FI.)ND�..�V(�PREVENTIQN ANS FWT�1RE
Work Group Members:
St. Joseph's Medical Center
Stockton Shelter for the Homeless
Central Valley Housing
Health Plan of San Joaquin
Catholic Charities
SJC Health Care Services, County Administrator,
Behavioral Health and Public Health
Housing Authority
Community Medical Centers
Gospel Center Rescue Mission
Senator Galgiani staff
Packet Pg. 296
PR EVENTIQN AND FWTU R FUNDING
❑ Adopt Housing First policy and focus on
expanding housing options
Promote distribution and awareness of existing
homelessness prevention resources
❑ Develop Comprehensive Discharge Policies
❑ Explore a countywide Affordable Housing Trust
Fund
Packet Pg. 297
DIVIQN QWflT/LAW 1WT!CE
Work Group members:
Public Defender
Lt District Attorney
G Tracy, Ripon, Lodi and Stockton Police Departments
G Chief Probation Officer
SJC Correctional Health, Behavioral Health and
Health Care Services
F. St. Mary's Dining Room
• Collaborative Justice Program, Superior Courts
Ca ITra ns
Senator Galgiani and Assemblywoman Eggman staff
Packet Pg. 298
1.1.b
DIVJQN QI.JflT/LAW 1WT!CE
Promote links between law enforcement and
service/housing/behavioral health providers
Develop a uniform Restorative Policing model
Expansion of Homeless Court
Examine Detoxification and Sobering facilities
Formalize sharing of mental health information
between arresting agency and booking officers
Packet Pg. 299
FQThNIIAJ.. ERPi
New York's DOE Fund: Ready, Willing & Able
Local, private funders tou red DOE facilities
DA made follow-up visit at the request of funders
Stakeholder Team (19) conducted 3 -day research visit
Judge Vlavianos and Collaborative Courts Staff
DA, Public Defender, Chief of Probation
Assemblywoman Susan Eggman
Supervisors Miller and Zapien
Stockton Vice Mayor, City Manager, Police Chief
SJC Sheriff, Director of Health Services, Behavioral Health,
Human Services Agency Staff
Representatives of Stockton Shelter for the Homeless, St. Mary's
Dining Room and Central Valley Housing
Private funders
Packet Pg. 300
1.1.b
CONSQJJD,TIQN QF EEFQRTS
Consolidate efforts of the Homelessness Task
Force Law & Justice Work Group and the Joint
City/County Criminal Justice Subcommittee on
Homelessness
Packet Pg. 301
1.1.b
LOOKING AHEAD TO 2017
Npq STEPS
Packet Pg. 302
PINAGH
❑ Collaborations are Key
❑ Task Force to focus on Development of new
Programs and Complimentary Strategies to
Support New and Existing Programs
❑ Plan for orderly transition of the Task Force
Packet Pg. 303
1.1.b
TONIGHT
POLICY RECOMMENDATIONS
Packet Pg. 304
REQUES,T TQAPQ QF SUPRV!ORS
Homelessness Task Force requests that the
Board of Supervisors direct Staff to analyze the
following policy recommendations and bring them
back to the Board for potential adoption, at a
regular meeting in January.
Packet Pg. 305
PROppsEQ_POLaWFOR SJ CQJ,JJTY
❑ Create a position to oversee homelessness
services, develop new funding streams and
foster cooperative, county -wide efforts between
County and Cities.
The Point in Time (PIT) Count should be
expanded and conducted according to HUD
Best Practices, experience of local service
providers and the SJC Continuum of Care.
Packet Pg. 306
PROppsEQ_POLLQW-5,FOR SJ CQOTY
❑ Point in Time (PIT) and Homeless Management
Information System (HMIs) data should be
used to inform all County strategies and actions
to address homelessness.
The Board should play an active role in the
convening and functioning of the Continuum of
Care by assigning a Supervisor to it each year.
Packet Pg. 307
TONIGHT
POLICY RECOMMENDATIONS
FOR THE COUNTY AND CITIES
Packet Pg. 308
POLICIES FOR THE QQLIJNTY AND
❑ Adopt a "Housing First" model
CI All emergency homeless shelters, regardless of
funding source, shall actively participate in the
Homeless Management Information System
and Coordinated Entry process operated by the
SJC Continuum of Care.
❑ All transitional housing programs shall be
reconfigured, when possible, to rapid re-
housing or permanent supportive housing.
Packet Pg. 309
POLICIES FOR THE QQLIJNTY AND
❑ All permanent housing projects for the
homeless, regardless of funding source, shall
actively participate in the HMIS and
Coordinated Entry processes.
All agencies and organizations engaged in
outreach to the homeless shall be strongly
encouraged to actively participate in the HMIS
and CE processes.
Packet Pg. 310
POLICIES FOR THE QQLIJNTY AND
❑ Adoption of the above policies shall be a
condition of receiving County or City funding.
�I All institutions, including those of the criminal
justice and foster care systems, health care
and mental health care facilities, should adopt
and implement comprehensive discharge
policies that prevent discharge into
homelessness.
Packet Pg. 311
POLICIES FOR THE QQLIJNTY AND
SJC, Cities and Agencies that receive federal and
state funds eligible for homeless services, will
make funding these services a priority in
developing their annual budgets.
SJC, Cities, Agencies and the Private Sector should
consider jointly funding and conducting a study on
the feasibility of establishing an agency -specific or
countywide Affordable Housing Trust Fund to
provide financing in our region.
Packet Pg. 312
POLICIES FOR THE QQLIJNTY AND
❑ All law enforcement agencies shall participate
in the development of, and shall adopt, a
uniform County Restorative Policing model to
establish permanent, cooperative links with
homeless service and housing providers,
mental health, substance use and other
community experts to best address the needs
of homeless individuals encountered during
their enforcement of the Law.
Packet Pg. 313
1.1.b
FOR YOUR CONSIDERATinF
ADDITIONAL RECOMMENDATIONS FOR THE
BOARD OF SUPERVISORS
Packet Pg. 314
ADDITIONAL RECOMMEN IIQNLS SOS
❑ Board should send a letter to the Presiding
Judge of SJC Superior Court requesting that
Homeless Court expand to the Circuit Courts.
❑ Board should commit political support and staff
resources to assist Task Force efforts to
implement a strategic county -wide plan to
address homelessness in San Joaquin County.
Packet Pg. 315
1.1.b
8PPITIQNAkUEPPWNP8T!PNS TQ NQS
Law Enforcement Homeless Work Group,
chaired by Supervisor Winn, should merge with
the Homelessness Task Force, chaired by
Supervisors Miller and Zapien, for 2017.
Examine options to develop a separate County
Detoxification Center.
Develop a strategic plan to transform a portion
of the empty Honor Farm Barracks into a
County Sobering Center.
Packet Pg. 316
8PPITIQNAkUEPPWNP8T!PNS TQ NQS
❑ Plan for an orderly transition of the
Homelessness Task Force.
The SJC Continuum of Care governance
structure should be refined to promote greater
collaboration and representation by agencies
and organizations in the region that serve the
homeless population and follow both Best
Practices and HUD guidelines.
Packet Pg. 317
1.1.b
QUESTIONS?
Packet Pg. 318
SAN JOAQUIN
COUNTY
February 22, 2017
Board of Supervisors
County Administration Building
Stockton, CA 95202
Dear Board Members:
4.1
Office of the County Administrator
Monica Nino, County Administrator
Deb West, Assistant County Administrator
Adopt Strategic Priorities on Homelessness for
San Joaquin County
Recommendation
It is recommended that the Board of Supervisors adopt the following Strategic Priorities
on Homelessness for San Joaquin County:
1. Foster collaboration between private and public agencies to ensure that
collection of data regarding the number and demographic makeup of the
homeless population is accurate and shared among agencies engaged in
homelessness prevention activities.
2. Adopt a "Housing First" model, working collaboratively to reduce or eliminate
upfront barriers to housing.
3. Unified discharge policies to prevent individuals from being discharged into
homelessness.
4. Adopt a "No Wrong Door" approach, wherein the homeless or individuals facing
homelessness can receive information regarding available services regardless of
which agency they are in contact with.
5. Foster public/private partnerships for the development of new strategies and the
enhancement of existing programs to prevent homelessness before it occurs.
Reason for Recommendation
On November 16, 2016, the Board received the first annual report of the San Joaquin
County Homelessness Task Force. A primary component of the presentation was the
Homelessness Task Force's objectives to work with primary stakeholders to develop a
set of Coordinated Strategic Priorities for your Board's consideration and adoption.
44 N. San Joaquin Street, Suite 640 1 Stockton, California 95202 1 T 209 468 3203 1 F 209 468 2875
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February 22, 2017
Page 2
Upon the conclusion of the presentation, staff was directed to return with priorities on
homelessness for Board consideration and adoption.
The County Administrator convened County Department Heads and staff who are
currently participating on various committees of the Homelessness Task Force to
discuss the priorities and recommendations presented by the Task Force and how they
relate to the Board's Strategic Priorities and collaborative efforts already taking place
among our Departments and planned efforts. The participating departments include the
Human Services Agency, Health Care Services Agency, Community Development
Department, Sheriff, Public Defender, and District Attorney.
An area of importance to the County is the accuracy of the Point -in -Time count. The
Point -in -Time (PIT) count is a count of sheltered and unsheltered homeless persons on
a single night. Currently, Community Development provides funding to a non-profit to
support this effort. It is important County Departments have access to this information
to effectively provide services to this population.
A renewed Continuum of Care (COC) Committee is the recommended forum for when
the Homelessness Task Force concludes. There is an opportunity with the COC since
the Community of Development Department already distributes funding on behalf of
some of the Cities for housing and shelter services. The collaboration of the County
and the seven Cities adopting similar policies and priorities on homelessness and
associated funding will be critical for the success and sustainability of an effective COC.
Most recently, the Health Care Services Agency led the effort in applying for the
Stepping Up Initiative which will provide services in the future to parts of our homeless
population who come in contact with our County's criminal justice system. As part of
behavioral health funding, there is funding available on a statewide competitive basis
through the No Place Like Home initiative under the Mental Health Services Act
(MHSA). In addition resources under the Innovation portion of MHSA may be available
for housing, pending approval of the Mental Health Services Oversight and
Accountability Commission. A plan will come before this Board in the future.
In the proposed State and Federal Legislative Platforms, what the Board will be
considering today, County Administrator's staff have included a guideline on
homelessness that addresses support for funding data collection, rental assistance, job
readiness, permanent housing, and collaboration between public and private sectors.
During the discussion with County Departments Heads, there was support for the
creation of a position to oversee homelessness within the County. The position is not
being recommended at this time by the County Administrator since we are in the midst
of budget preparation for 2017-2018 and would appreciate Board direction on adding
ongoing position costs for services that are occurring in various County Departments.
As a result of the Homelessness Task Force presentation and the follow-up discussion
with County Department Heads, the following are the Strategic Priorities recommended
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4.1
February 22, 2017
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for Board consideration and adoption along with action items to provide meaning and
clarity to the priorities:
1. Foster collaboration between private and public agencies to ensure that
collection of data regarding the number and demographic makeup of the
homeless population is accurate and shared among agencies engaged in
homelessness prevention activities.
a) Provide access to all agencies working with the homeless population.
b) Employ Department of Housing and Urban Development (HUD) best
practices in the accurate collection of homeless census and demographic
information for input in the Homeless Management Information System
(HMIS).
c) All emergency homeless shelters, regardless of funding source, shall actively
participate in the HMIS and Coordinated Entry (CE) process operated by the
San Joaquin County Continuum of Care.
d) Point -in -Time (PIT) and HMIS data should be used to inform all County
strategies and actions to address homelessness.
e) The San Joaquin County Continuum of Care governance structure will be
refined to promote greater collaboration and representation by agencies and
organizations in the region that serve the homeless population and follow
both best practices and HUD guidelines.
f) The Board of Supervisors will play an active role in the convening and
functioning of the Continuum of Care by assigning a Supervisor each year.
2. Adopt a "Housing First" model, working collaboratively to reduce or
eliminate upfront barriers to housing.
a) Focus on assisting individuals and families to access and sustain permanent
housing as quickly as possible.
b) Promote links between law enforcement and service/housing/behavioral
health providers.
c) Seek out all available funds to enhance the "Housing First" model.
d) All transitional housing programs shall be reconfigured, when possible, to
rapid rehousing or permanent supportive housing.
e) All permanent housing projects for the homeless, regardless of funding
source, shall actively participate in the HMIS and CE processes.
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f) San Joaquin County, Cities, Agencies and the Private Sector should consider
jointly funding and conducting a study on the feasibility of establishing an
agency -specific or countywide Affordable Housing Trust Fund to provide
financing in our region.
3. Unified discharge policies to prevent individuals from being discharged
into homelessness.
a) All institutions, including those of the criminal justice and foster care systems,
health care and mental health care facilities, non-profit/profit operated
facilities, should adopt and implement comprehensive discharge policies that
provide information on services available to avoid discharge into
homelessness.
b) All law enforcement agencies should participate in the development of, and
shall adopt, a uniform County Restorative Policing model to establish
permanent, cooperative links with homeless service and housing providers,
mental health, substance abuse and other community experts to best
address the needs of homeless individuals encountered during their
enforcement of the law.
4. Adopt a "No Wrong Door" approach, wherein the homeless or individuals
facing homelessness can receive information regarding available services
regardless of which agency they are in contact with.
a) Provide County staff with tools and resources necessary to connect
individuals with appropriate services and housing assistance.
b) Utilize 2-1-1 system to identify and connect individuals with appropriate
services.
5. Foster public/private partnerships for the development of new strategies
and the enhancement of existing programs to prevent homelessness
before it occurs.
a) Increase affordable housing in the region.
b) Bring more jobs to the region through ongoing Economic Development
efforts.
c) Enhance rental assistance programs.
d) Provide job placement and job readiness programs targeting the homeless
population and those facing homelessness.
e) Seek funding opportunities and relationships for all aspects of the County's
homeless population.
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Once adopted by your Board, the Strategic Priorities on Homelessness for San Joaquin
County will provide guidance and foster collaboration and coordination between the
County, Cities, and other stakeholders engaged in activities that serve the homeless
population or those facing possible homelessness. The seven Cities located in San
Joaquin County will be encouraged to adopt and/or adhere to the Strategic Priorities on
Homelessness.
Fiscal Impact
There is no new cost associated with the adoption of the Strategic Priorities on
Homelessness beyond staff funding participating in the development and
implementation.
Action to be Taken Following Approval
Following adoption by your Board, the Strategic Priorities on Homelessness will be
distributed to all stakeholders, including, non -County organizations involved in providing
services to the homelessness population, all Cities located in the County, and all County
Department Heads.
County departments will look to the Strategic Priorities on Homelessness for guidance
in making decisions related to addressing the needs of the homeless and potentially
homeless populations in the communities we serve.
Sincerely,
Nataco
Monica Nino
County Administrator
MN:CJH
c: Kerry Sullivan, Director, Community Development
Greg Diederich, Director, Health Care Services
Mike Miller, Director, Human Services Agency
Miriam LyeII, Public Defender
Tori Verber-Salazar, District Attorney
Steve Moore, Sheriff
Ray Hoo, Deputy Director, Neighborhood Preservation
Tammy Alcantor, Escalon City Manager
Stephen Salvatore, Lathrop City Manager
Steve Schwabauer, Lodi City Manager
Greg Showerman, Acting Manteca City Manager
Kevin Werner, Ripon City Manager
Packet Pg. 808
Board of Supervisors
CAO - Adopt Strategic Priorities on Homelessness
for SJC
Kurt O. Wilson, Stockton City Manager
Troy Brown, Tracy City Manager
Clerk of the Board for 2/28/2017 Agenda
BL02-04
4.1
February 22, 2017
Page 6
Reviewed by County Administrator's Office: Reviewed by County Counsel's Office:
Deborah West 2/22/2017
yles, Co ty C i sel 2/22/2017
Packet Pg. 809
MOTION:
Before the Board of Supervisors
County of San Joaquin, State of California
B -
Adopt Coordinated Strategic Priorities Developed by the
San Joaquin County Homelessness Task Force
THIS BOARD OF SUPERVISORS DOES HEREBY adopt the following Strategic
Priorities on Homelessness for San Joaquin County:
1. Foster collaboration between private and public agencies to ensure that
collection of data regarding the number and demographic makeup of the
homeless population is accurate and shared among agencies engaged in
homelessness prevention activities.
2. Adopt a "Housing First" model, working collaboratively to reduce or eliminate
upfront barriers to housing.
3. Unified discharge policies to prevent individuals from being discharged into
homelessness.
4. Adopt a "No Wrong Door" approach, wherein the homeless or individuals
facing homelessness can receive information regarding available services
regardless of which agency they are in contact with.
5. Foster public/private partnerships for the development of new strategies and
the enhancement of existing programs to prevent homelessness before it
occurs.
I HEREBY CERTIFY that the above order was passed and adopted on by the
following vote of the Board of Supervisors, to wit:
AYES:
NOES:
ABSENT:
ABSTAIN:
Board Order Template October 2015
MIMI DUZENSKI
Clerk of the Board of Supervisors
County of San Joaquin
State of California
4.1.a
Attachment: BL02-04 BO (2893 : CAO - Adopt Strategic Priorities on Homelessness for SJC)
Packet Pg. 810
2
UoJi Committee
Our goal:
Help the homeless who
on Home n S want to get off the streets
What we want:
1. Homeless Liaison Officer with the Lodi Police Department
With this position, Manteca's Police Department has documented the placement
the past year — all of whom were homeless or at immediate risk of homelessness.
housing have remained off the streets.
2. A leader at the County Level
A position at the county level would
allow for the coordination and imple-
mentation of policies and practices
throughout the county.
3. Shopping Cart Ordinance
We have worked with the city attor-
ney's office to create a shopping cart
ordinance to deter the use of carts by
the homeless population.
of over 70 individuals into housing in
Approximately 75% of those placed in
4. Public Restrooms in Downtown
Support the installation of a public
restroom facility downtown, such as
the Portland Loo.
Short Term Solutions Sub -Committee
2015-2016 Accomplishments
More People, Better Coordinated
Our work has brought together
interested parties — particularly
churches and outreach organizations —
to address homelessness.
12 People off the Street
The committee has helped 12 people
obtain part-time jobs and move into
apartments or transitional housing.
Two Brochures
New brochures detail resources for
those who are homeless. They are
being used by local churches, local
agencies and by the LPD.
Fact Sheet for Churches
An easy -to -read fact sheet offers tips
for churches on how to help homeless
visitors. Encouraging churches to not
feed the homeless in parks has been a
success.
Vine Street House
A non-profit entity will take ownership
of the Vine Street House to be used
for the homeless.
Friday Homeless Fairs
At Hope Harbor Shelter, the homeless
connect with social services and
other agencies that focus on finding
housing.
Housing
Bethel Church provided an apartment
for a homeless family who went on
to obtain jobs and getting their own
home. The church now plans to offer
two apartments in 2017.
On -Going Projects/Activities
Homeless Teams
Plans for homeless teams — similar to
the Downtown Street Teams in San
Jose and San Francisco — have begun
with preliminary discussions and
volunteers named.
Public Restrooms
A team is researching the installation
of a public restroom facility down-
town, such as the Portland Loo
Day Drop -In Center for the Homeless
Grace & Mercy is preparing a space
to potentially be used for day care for
homeless clients.
Long Term Solutions Sub -Committee
2015-2016 Accomplishments
Grace & Mercy Grows
The committee and Cheryl Francis, of Grace & Mercy, are finding ways to enhance and expand the services offered to
the homeless.
Housing
• The transfer of 4 West Vine St. property is near completion, and will soon begin the process to renovate and refurbish
the structure to meet code requirements.
• The committee is actively pursuing opportunities with local hotel/motel owners on Main Street to create additional
housing and supportive services to address the needs of local homeless.
Report on Homelessness
in Lodi
2016-17 Update
Presented •
Committee on Homelessness
Report on Homelessness in Lodi
Beginnings
The Committee on Homelessness made its last Report on
Homelessness to the Lodi City Council in September 2015.
That Report recommend comprehensive and realistic
solutions that balance two significant considerations:
El our community's continuing commitment to respond to
homeless people with compassion and resources; and
the need to preserve and protect public safety and
public health.
Report on Homelessness in Lodi
Since That Date
May 2016
SJ County Grand Jury
released a report on
Homelessness i n San
Joaquin County that
found Lodi's approach to
addressing homeless
issues t o be
"exceptional".
June 2016
San Joaquin County
commissioned the
Countywide
Homelessness Task
Force.
November 2016
Countywide
Homelessness Task
Force made a report back
to the Board of
Supervisors that
included a number of
policy recommendations.
initialAccomplishments
Since that presentation to the City Council in 2015, the Committee
on Homelessness • the two sub -committees that focuson Long -Term
and Short -Term strategies have been meeting regularly and can claim the
following . . •
Report on Homelessness in Lodi
Short Term Solutions Sub -Committee
Our work has...
❖ Brought together interested parties- particularly churches aand
outreach organizations — to address homelessness.
❖ Helped 12 people obtain part-time jobs and moe into apartments or
transitional housing.
❖ Created two new brochures that detail the resources for those who are
homeless.
❖ Developed a Fact Sheet for churches on how to help homeless people,
and encourage them not to feed homeless in the park.
Report on Homelessness in Lodi
Short Term Solutions Sub -Committee
Our work has...
❖ Brought attention to Friday Homeless Fairs at the Hope Harbor
Shelter, where homeless connect with social services and other
agencies that focus on finding housing.
❖ Helped create additional housing. Bethel Church has provided an
apartment to a homeless family that was able to then find employment
and has subsequently found a permanent home of their own. The
church plans to offer two apartments in 2017.
❖ Help identify a non-profit entity to take ownership of the donated Vine
Street House that will be used for the homeless.
Report on Homelessness in Lodi
Short Term Solutions Sub -Committee
We continue to work to...
❖ Establish Homeless Team work programs — similar to the Downtown
Streets Team concept used in San Jose and San Francisco.
❖ Support the installation of public restroom facilities in the Downtown
District — such as the Portland Loo.
❖ Support the creation of a Day Drop-in Center for the homeless at Grace
& Mercy Foundation.
Report on Homelessness in Lodi
Long Term Solutions Sub -Committee
Our work has...
❖ Helped Grace & Mercy find ways to enhance and expand the services
offered to the homeless.
❖ Helped facilitate the transfer of ownership of the donated Vine Street
House and the future renovation of the structure to meet code
requirements.
❖ Helped with the discussion and creation of a Shopping Cart ordinance.
Report on Homelessness in Lodi
Long Term Solutions Sub -Committee
We continue to work to...
❖ Assist local hotel/motel owners on Main Street to create additional
housing and supportive services to address the needs of local
homeless.
❖ Establish a Workforce Training Program through Associated Builders
and Contractors, Inc. (ABC).
Our Goals
Assist homeless individuals. • families to secure housing, employment
• services so that they maybecome healthy. • pmductive members
of society.
"Help the homeless who want to get off the streets."
Report on Homelessness in Lodi
What We Want
❖ Establish a Homeless Liaison Officer within the Lodi Police
Department.
❖ Push for the County to establish a lead position to allow for the
coordination and implementation of policies and practices throughout
San Joaquin County.
❖ Adopt a local Shopping Cart Ordinance to deter the use of carts by the
homeless population.
❖ Support the installation of public restroom facilities in the Downtown
District, such as the Portland Loo.
• standing
•
•
Tokay Development, Inc.
Located: 222 W. Lockeford St. Suite 1, Lodi, CA 95240
Mailing Address:
P.O. Box 1259
Woodbridge, CA 95258
Phone 209-334-4994
Fax 209-334-3847
California Lic. 341598
Date: April 26, 2016
To: Committee on Homelessness
City of Lodi
221 W. Pine St.
Lodi, CA 95240
From: Jeffrey Kirst
RE: 4 W. Vine Street, Report and Rehab Budget
I was asked to inspect and give an opinion on the viability of rehabilitating the property to a
condition that would be serviceable for a "transitional house" for the Salvation Army.
I inspected the property with my daughter Crystal, who is also a General Contractor and Realtor
and found the property boarded up by order of the Lodi Police Department. Note that we did
not go into the garage, but looked through the windows only. Also, we inspected the interior of
the home with flash lights only. In walking the grounds we found many 5 gallon buckets (about
50) of what appeared to be old latex paint and a 55 gallon drum. There are probably additional
cans or buckets of other toxic materials that would need to be taken to an approved toxic
receiving station. Almost the entire yard area has been asphalted over with weeds coming
through many cracks.
We removed the rear door plywood and entered the back of the home through the laundry
room area. We found the entire home filled with 6 to 12 inches of debris consisting of
magazines, furniture pieces, clothing and other house hold goods. There was a slight odor since
the house was closed up, but no exposed old food or feces was found. Just lots of trash.
The home is comprised of three bedrooms, two bathrooms, living room, large dining room,
kitchen, and laundry room. The windows had been replaced with dual pane windows in the
past, of which several were broken, but appeared to be repairable. The kitchen appliances
were gone, however the old cabinetry was still in place. The bathroom toilets were gone, the
hot water heater was missing, as were the faucets and tub / shower valves.
The roofing needs to be completely replaced, although there were no immediate signs of leak
damage.
At first impression the home appears to be in such bad state that it should be bulldozed. But, in
looking past the debris, I believe that this home could be refurbished to a very serviceable
condition.
One of the items that make the appearance so bad is that the entire yard is paved with asphalt
concrete. I contacted a concrete subcontractor and after inspecting he gave me a budget figure
of $2,500 to remove all of the asphalt. Returning the property with basic landscaping would
help immensely.
Also, I contacted a site cleaning subcontractor and he estimated the site cleaning, interior and
exterior labor only to load into refuse bins would be approximately $300. That would also then
allow a more complete investigation. These two items will make a big difference in how the
property is viewed.
Putting thought to how to accomplish funding, one method to accomplish this would be that in
addition to potential grant funds, to have a donation campaign requesting community /
business assistance. I believe that the building community (builders, developers, major home
building suppliers and improvement stores) could donate for the hard materials that would be
needed. Others businesses may make cash donations to help.
Something similar has been done in the community in the past twice as fundraisers for Hutchins
Street Square. In those instances a lot was sold at a lower than market price. Then the building
community used various subcontractors at lower than regular construction prices to build these
homes and the job supervision was entirely donated. The City assisted with reduced building
permit fees and bank and title company fees were as low as legally allowed. The projects were
advertised by news articles in the paper as well as some paid advertising. The homes
eventually sold and the excess funds were to the benefit of Hutchins Street Square.
In this case if the Salvation Army takes title to the property, then the clean up and
reconstruction job could be done in a similar fashion. The Salvation Army could use CDBG
money for the hard cost with additional donations of labor and materials for the balance.
2
Rough Budget with very basic site investigation:
Interior:
Permits (If required by the city of Lodi, Estimated)
Fire Insurance
Exterior Trash Removal (Labor minimal, cost for disposal only)
Interior Trash Removal (Request donated dump by Waste Management)
Demo Shed
Rough Plumbing Labor Repairs
Rough Electrical Labor
Rough HVAC Inspection and repairs (assumes CHA unit is serviceable)
Rough Carpentry Labor
Tear Off and Replace Roof
Plaster / Drywall Repairs
Window Repairs
Doors & Trim Labor
Paint Interior / Exterior
Flooring
Cabinetry
(Labor Only)
(if not done with Salvation Army forces)
(Labor Only)
Exterior:
Remove all asphalt in yard area, leave concrete walks & driveway
Clean up yard overgrowth
Plant new front, side and rear yard with sprinkler system
Fencing if needed
Repair Garage Door with opener
Total
3,000
250
750
750
1,000
1,000
1,000
1,000
4,000
5,000
5,000
2,000
2,500
5,000
4,500
1,500
$ 2,500
$ 1,000
$ 7,500
$ 1,000
$ 750
$50,000
Donated Materials From Local Home Improvement Centers, General Contractors, Suppliers and
through community outreach:
Doors & Trim
Rough Lumber
Cabinets
Counter Tops
Plumbing fixtures
Light Fixtures
Appliances
Roofing Materials
Miscellaneous (construction debris disposal, etc.)
Total
Job Supervision
$ 2,500
$ 1,250
$ 5,000
$ 1,000
$ 2,000
$ 750
$ 1,500
$ 1,000
$ 1,000
$15,000
Donated
3
Frontage on Vine St.
Sacramento Street Side Yard
Sacramento Street South End
4
Behind Garage
Vine Street West Side Yard
Looking North to Vine Street
Living Room
•
Kitchen
Kitchen
Dining Room
6
Bedroom 2
Master Bedroom
Master Bedroom
Bedroom 3
7
Hall Bath
Hall Bath
8
ILIRRIPW%
on Homelessness
Our goal:
Help the homeless who
want to get off the streets
What we want:
1. Homeless Liaison Officer with the Lodi Police Department
With this position, Manteca's Police Department has documented the placement
the past year — all of whom were homeless or at immediate risk of homelessness.
housing have remained off the streets.
2. A leader at the County Level
A position at the county level would
allow for the coordination and imple-
mentation of policies and practices
throughout the county.
3. Shopping Cart Ordinance
We have worked with the city attor-
ney's office to create a shopping cart
ordinance to deter the use of carts by
the homeless population.
Short Term Solutions Sub -Committee
2015-2016 Accomplishments
More People, Better Coordinated
Our work has brought together
interested parties — particularly
churches and outreach organizations —
to address homelessness.
12 People off the Street
The committee has helped 12 people
obtain part-time jobs and move into
apartments or transitional housing.
Two Brochures
New brochures detail resources for
those who are homeless. They are
being used by local churches, local
agencies and by the LPD.
Fact Sheet for Churches
An easy -to -read fact sheet offers tips
for churches on how to help homeless
visitors. Encouraging churches to not
feed the homeless in parks has been a
success.
Vine Street House
A non-profit entity will take ownership
of the Vine Street House to be used
for the homeless.
Friday Homeless Fairs
At Hope Harbor Shelter, the homeless
connect with social services and
other agencies that focus on finding
housing.
Housing
Bethel Church provided an apartment
for a homeless family who went on
to obtain jobs and getting their own
home. The church now plans to offer
two apartments in 2017.
of over 70 individuals into housing in
Approximately 75% of those placed in
4. Public Restrooms in Downtown
Support the installation of a public
restroom facility downtown, such as
the Portland Loo.
On -Going Projects/Activities
Homeless Teams
Plans for homeless teams — similar to
the Downtown Street Teams in San
Jose and San Francisco — have begun
with preliminary discussions and
volunteers named.
Public Restrooms
A team is researching the installation
of a public restroom facility down-
town, such as the Portland Loo
Day Drop -In Center for the Homeless
Grace & Mercy is preparing a space
to potentially be used for day care for
nunieicsb uieiiia.
ILong Term Solutions Sub -Committee
2015-2016 Accomplishments
Grace & Mercy Grows
The committee and Cheryl Francis, of Grace & Mercy, are finding ways to enhance and expand the services offered to
the homeless.
Housing
• The transfer of 4 West Vine St. property is near completion, and will soon begin the process to renovate and refurbish
the structure to meet code requirements.
• The committee is actively pursuing opportunities with local hotel/motel owners on Main Street to create additional
on1-1 ci it nnrFivo ccrvircc to arldracc tha nacric of Inral hnmalacc
PARTICIPANTS IN THE COMMITTEE AND SUBCOMMITTIES ON
HOMELESSNESS
Capt. Mark Helms
John Ledbetter
Joe Harrington
Pat Fehling
Vince Yorba
June Aaker
Russ Hayward
Capt. Martin Ross
Bob Johnson
Sgt. Steve Nelson
Doug Kuehne
Steve Schwabarer
Joseph Wood
Capt. Tod Patterson
Susan Lake
Karen West
David Warner
Rev. David Hill
Blaive De Jonj
Gary Kellan
Sgt. Steve Maynard
John Beckman
Richard Vasquez
Dale Ludwig
Samra Asqhat
Daniel Wolcott
Cheryl Francis
Mayor Mark Thielenhaus
Paul Zakras
Kevin Attride
Jeff Kirst
Richard Mahoney
Lt Immanuel Beison
Juanita Huerta
Mark Chandler
Nancy Beckman
Vic Singh
Jim Garrett
Norm Mowery
Jiovanna Sitton
Dale Immekus
Sue Bing
Debby Goni
Vicki Kroll
John Narvaez
Paula Simpfenderfer
Vincent Estell
James Bates
Stacey Ley
Elizabeth White
HELP LINE CENTER
Help Starts Here Line 211
www.communityconnectionssjc.org
Universal National Hot Line
San Joaquin*
Get Connected. Get Answers.
HOMELESS FAIR 209.367.9560
EVERY FRIDAY BEGINS AT NOON
Hope Harbor/Salvation Army (Lodi)
Revised 08/2016
FOOD DISTRIBUTION
Building Blocks (Lodi) 209.570.2547
Lodi Community Center 209.331.7516
(Emergency Food) (Lodi)
Salvation Army Corps (Lodi) 209.369.5896
Women, Infant & Child (WIC) (Lodi) 209.370.6850
FOOD MEALS
Hope Harbor/Salvation Army (Lodi) 209.367.9560
Everyday - 5:00 pm
Homeless Fair Every Friday noon
Grace & Mercy (Lodi) 209.224.5273
Monday & Wednesday
11:00 am to 1:00 pm
MEDIAL SERVICES
Care Link Homeless Program
(Stockton)
Covered California
Denti-Cal (Lodi)
Healthy Connections (Lodi)
Hospice of Lodi (Lodi)
Lodi Health (Lodi)
209.954.7700
209.373.2824
800.322.6384
209.224.8940
209.957.3888
209.334.3411
MEDIAL SERVICES (Continued)
Woodbridge Community
Medical Center (Lodi)
Urgent Care
Insurance Required (Lodi)
MENTAL HEALTH
Dawn House
Accepts Collect Calls (Stockton)
Mental Health of San Joaquin
County (Lodi)
Mental Health
24 Hour Crisis Line (Stockton)
San Joaquin Behavioral Health
Services Clinic (Lodi)
SHELTERS
Gospel Rescue Mission (Stockton)
Lodi House for Women
Non -Emergency (Lodi)
Salvation Army Corps (Lodi)
Stockton Shelter for Homeless
Men (Stockton)
Families (Stockton)
209.370.1700
209.339.7575
209.465.4878
209.331.2070
209.468.8686
209.331.2070
209.466.2138
209.334.6346
209.367.9560
209.466.2605
209.465.3612
t•oca1
‚koJ's' eles
i�
in Area
Uocii
'Today is a New Day'
SOCIAL SECURITY
Social Security (Lodi)
REST ROOM/PUBLIC
Hope Harbor (24 Hours)
TRANSPORTATION
Amtrak - Train Station (Lodi)
Bus Station (Lodi)
Lodi City Cab (opens at 3 pm)
Lodi Grapeline (Dial -A -Ride)
Regional Transit District of
San Joaquin
Bus hopper info from Lodi to Stockton (Stockton)
209.369.1942
209.369.1164
209.369.1164
209.327.2963
209.333.6806
209.943.1111
UTILITY ASSISTANCE
Home Energy Asst. Program 209.468.3988
(HEAP) of San Joaquin County
Low Income Utility Programs (Lodi) 209.333.6719
Salvation Army Utility Program(s) 209.367.9560
(Lodi)
ABUSE AND FRAUD
Adult Protective Services (Stockton) 209.468.3780
Child Abuse Prevention Council 209.464.4524
(Stockton)
Child Protective Services (Stockton) 209.468.1333
Women's Center (Lodi) 209.368-3406
ALCOHOL AND DRUG ASSISTANCE
Alcoholics Anonymous (Lodi) 209.339.1201
Salvation Army/Hope Harbor 209.367.9560
Program Referral Service (Lodi)
San Joaquin County Narcotics 209.468.9600
Anonymous (Stockton)
Substance Abuse Services - 209.468.9600
Central Intake Unit
CLOTHING
Grace & Mercy (Lodi)
Salvation Army (Lodi)
St. Anne's Place - Women (Lodi)
EMPLOYMENT
EDD/Worknet
VETERANS SERVICES
Administration/Clinic (French Camp)
American Legion Post 22 (Lodi)
Disabled American Veterans
(Stockton)
Salvation Army Case Worker (Lodi)
Women Veteran Services (National)
209.224.5273
209.367.9560
209.224.8506
209.331.2087
209.946.3400
209.368.1420
209.955.1423
209.367.9560
800.827.1000
WOMEN AND CHILDREN RESOURCES
Battered Women's Help Line 209.465.4878
(Stockton)
Community Partnership for 209.268.8262
Families (Lodi)
Family Resource & Referral Center 209.948.1553
(Stockton)
Planned Parenthood (Stockton) 209.477.4103
Doctor & Clinic
Pregnancy Resource Center (Lodi) 209.368.7190
St. Anne's Place A Center for 209.224.8506
Women (Lodi)
Women's Center (Lodi) 209.368.3406
Turner Road
Lockeford Street
W
S
N
E
Road
Lodi Avenue
Lower Sacrarnentil
a,
c
roJ
E
Kettleman L
ro
Church Street
Sacramento Stree
Railroad Tracks
Cherokee Lane
MEDIAL SERVICES (Continued)
Woodbridge Community
Medical Center (Lodi)
Urgent Care
Insurance Required (Lodi)
MENTAL HEALTH
Dawn House
Accepts Collect Calls (Stockton)
Mental Health of San Joaquin
County (Lodi)
Mental Health
24 Hour Crisis Line (Stockton)
San Joaquin Behavioral Health
Services Clinic (Lodi)
SHELTERS
Gospel Rescue Mission (Stockton)
Lodi House for Women
Non -Emergency (Lodi)
Salvation Army Corps (Lodi)
Stockton Shelter for Homeless
Men (Stockton)
Families (Stockton)
209.370.1700
209.339.7575
209.465.4878
209.331.2070
209.468.8686
209.331.2070
209.466.2138
209.334.6346
209.367.9560
209.466.2605
209.465.3612
t•oca1
‚koJ's' eles
i�
in Area
Uocii
'Today is a New Day'
SOCIAL SECURITY
Social Security (Lodi)
REST ROOM/PUBLIC
Hope Harbor (24 Hours)
TRANSPORTATION
Amtrak - Train Station (Lodi)
Bus Station (Lodi)
Lodi City Cab (opens at 3 pm)
Lodi Grapeline (Dial -A -Ride)
Regional Transit District of
San Joaquin
Bus hopper info from Lodi to Stockton (Stockton)
209.369.1942
209.369.1164
209.369.1164
209.327.2963
209.333.6806
209.943.1111
UTILITY ASSISTANCE
Home Energy Asst. Program 209.468.3988
(HEAP) of San Joaquin County
Low Income Utility Programs (Lodi) 209.333.6719
Salvation Army Utility Program(s) 209.367.9560
(Lodi)
ABUSE AND FRAUD
Adult Protective Services (Stockton) 209.468.3780
Child Abuse Prevention Council 209.464.4524
(Stockton)
Child Protective Services (Stockton) 209.468.1333
Women's Center (Lodi) 209.368-3406
ALCOHOL AND DRUG ASSISTANCE
Alcoholics Anonymous (Lodi) 209.339.1201
Salvation Army/Hope Harbor 209.367.9560
Program Referral Service (Lodi)
San Joaquin County Narcotics 209.468.9600
Anonymous (Stockton)
Substance Abuse Services - 209.468.9600
Central Intake Unit
CLOTHING
Grace & Mercy (Lodi)
Salvation Army (Lodi)
St. Anne's Place - Women (Lodi)
EMPLOYMENT
EDD/Worknet
VETERANS SERVICES
Administration/Clinic (French Camp)
American Legion Post 22 (Lodi)
Disabled American Veterans
(Stockton)
Salvation Army Case Worker (Lodi)
Women Veteran Services (National)
209.224.5273
209.367.9560
209.224.8506
209.331.2087
209.946.3400
209.368.1420
209.955.1423
209.367.9560
800.827.1000
WOMEN AND CHILDREN RESOURCES
Battered Women's Help Line 209.465.4878
(Stockton)
Community Partnership for 209.268.8262
Families (Lodi)
Family Resource & Referral Center 209.948.1553
(Stockton)
Planned Parenthood (Stockton) 209.477.4103
Doctor & Clinic
Pregnancy Resource Center (Lodi) 209.368.7190
St. Anne's Place A Center for 209.224.8506
Women (Lodi)
Women's Center (Lodi) 209.368.3406