HomeMy WebLinkAboutCM Funding for Affordable Housing in San Rafael____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: 12/3/2018
Disposition: Resolution No. 14612
Agenda Item No: 7.b
Meeting Date: December 3, 2018
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager’s Office
Prepared by: Andrew Hening,
Director of Homeless
Planning & Outreach
City Manager Approval: _____ _________
TOPIC: FUNDING FOR AFFORDABLE HOUSING IN SAN RAFAEL
SUBJECT: DECLARATION OF A SHELTER CRISIS FOR THE PURPOSE OF ACCESSING ONE-
TIME STATE FUNDING FOR AFFORDABLE HOUSING IN SAN RAFAEL
RECOMMENDATION: Adopt a resolution declaring a shelter crisis pursuant to SB 850 (Chapter 48,
Statutes of 2018 and Government Code § 8698.2).
BACKGROUND: In the fall of 2018 the State of California announced a one-time, state-wide funding
opportunity called the Homeless Emergency Aid Program (HEAP). HEAP was designed to be a flexible
tool for local jurisdictions to finance homeless-related services and capital projects, including but not
limited to: mobile hygiene services, shelter, diversion, street outreach, prevention resources, and
capital for permanent housing. Each county is eligible for a non-competitive allocation of funding. In
Marin County, our allocation is $4,831,856.30. Five percent of that funding needs to be set aside for
homeless youth.
ANALYSIS: In awarding the funding, the State of California asked for each community’s local
Continuum of Care to determine the best use of the funding. In Marin, the local Continuum of Care is
called the Homeless Policy Steering Committee (HPSC). The HPSC helps to develop the overall
strategy for addressing homelessness in our community, as well as makes funding allocation decisions
for state and federal grants. At the end of September, the HPSC convened a working group to
determine Marin’s local funding priorities for HEAP (Exhibit 1 – Funding Priorities).
Exhibit 1 – Funding Priorities
Project Types
-Permanent Supportive Housing (PSH)
o Must include services appropriate to the population the project proposes to serve
o Priority for new construction/acquisition/rehabilitation, as adding to our housing stock is
essential
o Priority for projects with 24/7 onsite staffing to serve populations that require that level of
care
-Housing Navigation/Diversion Pilots
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Populations
-Populations currently underserved by the system of care, e.g. high-needs chronically homeless
persons who need 24/7 services, people exiting institutions who were chronically homeless
upon entry, youth, domestic violence, etc. Will accept applications from any project that can
demonstrate that the proposed population is underserved.
-Particularly encourage set-asides for youth in larger projects
Additional Priorities
-Project must be able to demonstrate sustainability and/or continued impact on efforts to end
homelessness after this one-time funding has ceased.
-Projects must be Housing First and participate in Coordinated Entry as applicable
-Projects must describe how they will serve clients from all geographic areas of the County, or, if
receiving referrals through Coordinated Entry, should commit to working with Coordinated Entry
to expand geographic coverage.
Because the HEAP funding would ultimately be distributed through the County of Marin, the County
released a Request for Proposals based on the priorities above. The County received seven
applications for the HEAP funding, and the HPSC review committee awarded funding to two programs.
St. Vincent’s was awarded approximately $307,965 for a diversion program (i.e. trying to reconnect
people with friends and family or other housing opportunities outside of our limited local supportive
housing stock), and Homeward Bound was awarded $4,523,891 for their “Mill Street 2.0” project
(Attachment 1 – Homeward Bound’s HEAP Application).
Critically, the State has stipulated that for any capital funding awards, the jurisdiction where the capital
project is going to be built must declare a “shelter crisis.” Staff has reviewed the declaration template
provided by the County and the State (Attachment 2 – Shelter Crisis Declaration), and in declaring the
crisis, the City is not opening itself up to other regulatory requirements or prohibitions. This declaration
–and the final application to the State – are all due by the end of the calendar year. If communities do
not submit an application with the required declarations, they will not receive HEAP funding and could
miss out on future allocations that result from other communities not submitting applications.
FISCAL IMPACT: There is no fiscal impact associated with this item.
RECOMMENDED ACTION: Adopt a resolution declaring a shelter crisis pursuant to SB 850 (Chapter
48, Statutes of 2018 and Government Code § 8698.2).
ATTACHMENT:
1.Homeward Bound’s HEAP Application
2.Resolution
MARIN COUNTY DEPARTMENT OF HEALTH AND HUMAN SERVICES
HEAP PROGRAM: RFP-HHS-2018-19
Date: November 2, 2018
Legal Applicant:
Name:
Address:
Telephone:
Fax:
E-mail:
Amount Requested:
Federal Tax ID No.
Homeward Bound of Marin
1385 North Hamilton Parkway, Novato, CA 94949
415-382-3363
415-382-6010
info@hbofm.org
$4,500,000
68-0011405
Contact Person at Agency/Business: Paul Fordham
Contact Telephone: 415-382-3363, ext. 211
Contact E-mail: pfordham@hbofm.org
Certifications
The applicant certifies to the best of his/her knowledge and belief that the data in this
application is true and correct and that filing of the application has been duly authorized by
the governing body of the applicant and that applicant will comply with the assurances
required of applicant if the application is approved and a contr:act is awarded. The applicant
also attests the costs of the proposed project can be carried by the applicant for at least 90
days at any point during the term of the contract.
Signature: ¾ ~~
Name: Mary Kay Sweeney
Title: Executive Director
For County Use Only
Date: II-;;i..-t &.
Date Received: I Time Received:
Marin County HHS Staff Signature Acknowledging Receipt of Application:
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2
Application Narrative for Homeless Emergency Aid Program
Development of Mill Street Center Permanent Affordable Housing Units, San Rafael, CA
Thank you very much for this opportunity to submit this application to County of Marin, Health
and Human Services Division of Whole Person Care for funding from the California Homeless
Emergency Aid Program (HEAP). Homeward Bound of Marin proposes developing 32
permanent supportive housing units (PSH) as part of the planned upgrade and improvement of
the current Mill Street Center emergency shelter in San Rafael. The new Mill Street Center will
help unlock the promise and opportunity that exists in a distressed neighborhood while
realizing a rare chance to create project-based PSH for an extremely vulnerable homeless
population that can benefit immensely from integrated onsite behavioral and social services.
PROGRAM DESIGN
The overall goals of the new Mill Street Center are to provide pathways out of
homelessness for vulnerable men and women; to meet the community’s critical need for newly
developed, site-based, affordable PSH for the most vulnerable chronically homeless individuals;
to replace the current worn and outdated emergency shelter structure with an expanded
facility fully integrated with the PSH and 24/7 on-site behavioral and social services; and to
uncover the potential of one the most distressed neighborhoods in Marin with a beautiful new
building representing the promise of a better life and the hope for a new home.
More specifically, Homeward Bound will rebuild Mill Street Center by expanding and
improving the existing emergency shelter, while also adding 32 units of PSH. This will add
critically needed affordable housing in a county consistently ranked as the least affordable
rental market in the nation (Source: National Low Income Housing Coalition). The focus of this
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proposal is on the PSH component of the project only.
The PSH units at Mill Street Center will serve 32 people a year. As a PSH program,
residents can stay in their units so long as they remain in good standing, with breach of
occupancy agreement terms as the only grounds for termination. There will be no other
conditions that would lead to program termination , or that would prohibit program re-entry.
Homeward Bound staff will lead and implement this project. HEAP funds will not be
used for staff time. With proven ability in the planning, construction, and management of
housing and shelter developments in Marin, Homeward Bound’s Executive Director and Deputy
Executive Director will manage all aspects of the project, overseeing pre-construction and
construction phases, while engaging with stakeholders as work advances.
This project will serve the entirety of the County by reducing the number of people on
the streets and meeting Marin’s extreme need for affordable PSH for chronically homeless
individuals. Marin has no existing SRO sites with PSH that prioritize people facing chronic
homelessness. As residents of the new PSH units will be frequent utilizers of multiple
emergency interventions, this project will also benefit Marin taxpayers. Permanent housing
costs far less than the combined public expenses of emergency-room visits, hospitalizations,
inpatients stays, incarceration, and interactions with law enforcement. Moreover, adding PSH
to Mill Street Center is a more feasible option for Marin than purchasing new property for this
purpose, considering the high cost of real estate in the county and the challenges faced in
engendering community acceptance in many area neighborhoods. Mill Street Center faces
neither of these challenges because Homeward Bound already owns the property, which
eliminates the expense of purchasing a new site, and the agency has excellent neighborhood
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relationships as they have been operating emergency shelter with services there for the past 30
years. The City has also expressed strong support for the project, and a nearby precedent exists
at 400 Canal St—a 4-story apartment building with 98 rental units above ground-level parking.
Residents of the 32 PSH units will be chronically homeless individuals identified and
placed into housing through the County’s Coordinated Entry system, which uses a Housing First
model and prioritizes people based on vulnerability. In addition to being underserved,
chronically homeless individuals are also growing in number—according to the most recent
Marin Homeless Count & Survey, chronic homelessness rose from 281 individuals in 2015, to
329 people in 2017. Last year, the Marin County Civil Grand Jury recommended the County
fund up to 400 units of additional housing for this group. Current PSH options for chronically
homeless individuals in Marin only exist through scattered-site units without onsite staff. For
high-needs clients, this does not provide the best model for remaining stably housed. Given the
tight rental market in Marin, landlords are also less willing to lease units for housing chronically
homeless individuals when they can quickly rent to people without complex risk factors.
The multifaceted needs of chronically homeless clients require individualized, resource-
intensive case management to help them maintain housing while also improving their quality of
life. By providing centralized housing with onsite 24/7 staffing, this project will successfully
serve the highest-need individuals in our community with the resources they need to get off
the streets for good, maintain their housing, and lead thriving lives.
Homeward Bound proposes rebuilding and expanding Mill Street Center by developing a
4-story building at the existing site. An expanded 64 -bed shelter will be situated on the second
floor with a parking structure at ground level. The third and fourth floors will mirror each other
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in design and have 16 PSH units each. These 32 new PSH units are the focus of this proposal.
An architectural proposal for the site has already been developed by Frederic C. Divine
Associates, a local firm with which Homeward Bound has effectively partnered in the past for
the development of the Next Key Center. The initial concept calls for a 32,000 sq. ft. building
(8,000 sq. ft. per floor) with elevator on a property that totals 13,500 sq. ft. The first-floor
shelter will include 16 small units of 4 beds each as well as space for services and facility
administration. The second and third floors will each have 16 small SRO units, as well as shared
kitchen space, bathrooms, and service spaces. The overall scope for the project will include
demolition of the existing structure, site preparation, grading, and construction of the new
building including parking, shelter, PSH, and required on- and off-site improvements.
Last year, Homeward Bound completed a site investigation of Mill Street Center funded
by Tamalpais Pacific. This included soil boring and analysis, as well as boundary and topographic
assessments. These feasibility studies found that the site is viable for development. Next steps
include a traffic study, and a 12-month process to submit the pre-application and conceptual
review, plus secure approvals for setbacks, building height, lot coverage, and parking. The City
of San Rafael has provided a matrix to guide this filing and review process with details regarding
timelines, requirements, concessions, and allowances. At this preliminary stage, Homeward
Bound’s goal as an agency is to complete all construction by the end of 2020.
The anticipated total construction costs of this project are $11.5 million. This extremely
competitive cost is made possible by Homeward Bound’s existing site control and owner ship of
the property. Homeward Bound has already been conditionally awarded $1,567,065 from
Partnership HealthPlan for this development, pending receipt of $1,500,000 in noncompetitive
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NPLH funds. Significant additional capital support is being sought through this application to
the Homeless Emergency Aid Program, as well as the County, Marin Community Foundation,
other foundations, corporate partners, and individual supporters.
The target population for this project is 100% chronically homeless individuals with at
least 1 disability, and 50% will also face serious mental illness. They will receive PSH through 32
SRO units and contribute no more than 30% of their income towards monthly occupancy fees.
This project will follow Housing First practices, targeting people with the longest periods
of homelessness and greatest barriers, and focusing on moving them into housing as quickly as
possible. As with other Homeward Bound PSH programs that follow Housing First, there will be
no rules or barriers relating to sobriety, good behavior, or justice system involvement; rather
the approach will be to support client progress within the framework of stable housing.
Homeward Bound has demonstrated a strong commitment to serving the most
vulnerable and complex individuals and families experiencing episodic or chronic homelessness
utilizing evidence-based practices, including Trauma-Informed Care, Harm Reduction,
motivational interviewing, critical time intervention, cognitive behavioral therapy, and housing
stabilization using Housing First methodology. For example, Homeward Bound’s Mental Health
Services Program has long used Housing First and Trauma-Informed Care while providing PSH
for adults with persistent mental health challenges in the Voyager Carmel Program (26 PSH
beds and 10 emergency shelter beds) and the Palm Court PSH Program (26 PSH beds). In
addition to the practices mentioned above, this project will also implement assertive
community treatment in partnership with Marin Health and Human Services, and Ritter Center.
Recently, Homeward Bound has demonstrated this commitment to evidence-based practices by
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launching the Family Place Program for families with mental health and substance disabilities
experiencing chronic homelessness (41 PSH beds) and the Housing at Last Program for
individuals with mental health and substance disabilities experiencing chronic homelessness (26
PSH beds). Both programs employ Housing First. Homeward Bound has recently redoubled
commitment to Housing First by joining with other Marin agencies to visit programs in Santa
Rosa, Berkeley, and Palo Alto, and learn what is working in the field. Staff and board members
have attended workshops by Iain De Jong, a recognized leader in the Housing First movement.
A key benefit of this project is that supportive services will be provided on-site 24/7.
Case managers will meet at minimum weekly with each client to provide housing case
management and stabilization, counseling, financial coaching, job readiness and retention
counseling, health referrals, and to coordinate community-building social activities. Residents
will receive services focused on enhancing individual strengths, managing symptoms and
medication, and preventing crisis. Services will be as intensive as needed by each resident and
provided in collaboration with partners such as Buckelew, Community Mental Health, Legal Aid,
Center Point and Ritter. The site is also served by 6 transit lines within .3 miles, and Homeward
Bound provides bus vouchers. In addition, there are several stores within .5 miles, including
Trader Joe’s, Whole Foods, and Rite Aid; 4 parks within 1 mile; and Marin HHS within .75 miles.
This project aligns with the Marin Homeless Policy Steering Committee’s local priorities
for HEAP by proposing new construction of PSH with 24/7 onsite staffing and resources
appropriate to serving chronically homeless individuals whose needs are too acute to be
housed in scattered sites throughout the community. This project will also remain sustainable
beyond one-time HEAP funding, having a lasting impact on ending homelessness in Marin.
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ORGANIZATIONAL EXPERIENCE AND CAPACITY
Founded in 1974, Homeward Bound has earned a reputation for excellence in serving
individuals and families experiencing homelessness and envisioning, creating, developing,
funding, implementing, operating, and continually evaluating and improving a broad range of
innovative residential and service programs. This currently includes 10 PSH programs totaling
305 beds; 3 transitional housing (TH) programs totaling 54 beds; 4 emergency shelter programs
totaling 160 beds; a culinary job-training program; and 5 social enterprise revenue centers.
Homeward Bound provides a comprehensive range of carefully tailored counseling and
supportive service opportunities available in all programs aimed at assisting varied populations,
including people experiencing chronic homelessness, families, veterans, and adults with mental
health or substance dependence challenges, to become and remain permanently hous ed and to
live independent and satisfying lives. Last year the agency served 1,173 men, women, and
children, effectively connecting them with housing and supportive services that ensured 81% of
all families and 88% of single adults exited Homeward Bound’s programs for stable housing.
Homeward Bound has a long track record of prudence, sound management, and fiscal
and program compliance. The organization has managed a wide range of federal and state
funding sources as well as private foundation and donor support for the past 20 years for both
program operations and capital development, including, but not limited to 7 current HUD
Continuum of Care (CoC) PSH grants totaling $1,665,087 per year; 1 current VA GPD grant
averaging $205,000 annually; and 1 current Emergency Solutions grant averaging $200,000 a
year. Federal funds for capital projects over the past 10 years have included 3 HOME
Investment Partnership Program grants ranging from $300,000 to $1,550,900; 2 Community
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Development Block Grants, and a $1,000,000 FHLB grant.
Key to Homeward Bound’s success in managing government funds has been ongoing
oversight by a Board of Directors and Leadership Team that has extensive collective
experience managing each funding source and grant. This experience includes timely grant
execution, adhering to grant-specific budgeting and program requirements and limitations,
effectively documenting and spending program funds, achieving or exceeding grant
expectations, and meeting all financial and program reporting requirements.
Financial management is carried out by an experienced Finance Department composed
of the Director of Finance, Staff Accountant, and 2 finance assistants. Homeward Bound
prepares financial documents using AccuFund, a financial reporting and accounting tool with
modules for general ledger, financial reporting, budget reporting, accounts payable, cash
receipts, bank reconciliation, reports, and security.
Homeward Bound has lost no funds in the last 3 years due to suspension, reallocation,
or performance de-obligation, and has no unresolved funder or audit findings.
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DATA COLLECTION AND PROGRAM OUTCOMES
HMIS is used by Homeward Bound to record and track data and outcomes for all
programs operated by the agency, and the organization sits on the Marin CoC’s HMIS
Committee. Homeward Bound's Director of Housing and Operations tracks and evaluates
program-level and organizational impact and outcomes. Homeward Bound uses standard data
collection forms at intake and exit. Client data is updated every 12 months, or when a
significant change occurs, such as an increase in income.
Homeward Bound has proven expertise developing and running PSH, with 10 successful
PSH programs offering services similar to the project outlined in this application. Last year 100%
of chronically homeless adults in the agency’s PSH programs maintained their housing or exited
to stable housing, and 100% also increased or maintained income. The success of interventions
implemented through this program will be measured by performance targets that include:
• 80% of clients will remain stably housed after 1 year
• 100% of clients will maintain or increase their income after 1 year
• 50% of clients will have decreased emergency room visits after 1 year
• 70% of clients will see decreased hospital admissions after 1 year
• 80% of clients will have decreased hospital inpatient stays after 1 year
If the performance targets of this program are not met, Homeward Bound’s Leadership
Team and Mill Street Center staff will collectively assess programming to work towards
improving outcomes. Support and feedback will also be sought from other Marin CoC providers
and partner agencies to collaboratively seek ways to improve performance measures.
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BUDGET
Sources Uses
Government
$4,500,000 – HEAP
$1,500,000 - NPLH Non-competitive
$100,000 – NPLH TA
$141,000 – CDBG
$2,000,000 – Other gov’t sources, e.g., NPLH
Competitive, County & City of San Rafael
Private
$1,567,065 - Partnership HealthPlan
$1,500,000 Marin Community Foundation
$191,935 – Other foundations & individuals
Soft Costs
$1,500,000 - architectural service, fundraising,
project management, permitting, and
furniture, etc.
Hard Costs
$2.8 million for the ground floor construction
$2.4 million for 2nd floor construction
$2.4 million for 3rd floor PSH construction
(proposed use of HEAP funds)
$2.4 million for 4th floor PSH construction
(proposed use of HEAP funds)
$11,500,000 Total $11,500,000 Total
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BUDGET NARRATIVE
As mentioned above, the anticipated overall project cost will be $11.5 million with
$7,266,667 as the anticipated total cost for the PSH component of the project. $1,567,065 has
been conditionally awarded by Partnership HealthPlan pending receipt of $1,500,000 in NPLH
funds, and additional capital support is being sought through this application through the
Homeless Emergency Aid Program, in addition to the County of Marin, and Marin Community
Foundation (MCF), other foundations, corporate partners, and individual supporters.
The $11.5 million anticipated total project cost includes the following:
• $1.5 million for soft costs (e.g., architectural service, permitting, and furniture)
• $2.8 million for ground floor construction (includes underground work and
foundation)
• $2.4 million for the 2nd floor construction (emergency shelter)
• $2.4 million each for 3rd and 4th floor construction – proposed use of HEAP funds
The cost-per-unit of the PSH is $227,083. This extremely competitive cost is made
possible not only by Homeward Bound’s existing ownership of the property, but also by the
cost efficiency generated by integrating the PSH with the emergency shelter as follows:
• $1,000,000 (67%) of soft costs allocated to PSH
• $1,866,667 million (67%) of ground floor allocated to PSH
• $4.4 million (100%) for 3rd and 4th floors, equals: $7,266,667 total PSH cost/32
units of PSH = $227,083 per unit.
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SUSTAINABILITY
Homeward Bound’s previous construction projects were designed to be operationally
self-sustaining by fully paying construction costs up front rather than taking on loans. In this
way, client rents, in addition to County contracts will likely be sufficient to cover the basic
operational costs of the new Mill Street Center. In addition, use of either project-based
vouchers or individual vouchers assigned to chronically homeless adults for some of the units is
anticipated as an additional income source. With the new Mill Street Center design, some
additional funding for case management of clients living in PSH will be provided by Marin
County Behavioral Health and Recovery Services, as required by the NPLH.
The emergency shelter on the first floor beneath the permanent housing units will
continue to be funded in part by Marin County HHS. This funding allows on-site overnight
staffing, which will make it possible for Homeward Bound to house the higher -need, more
vulnerable individuals addressed in this proposal.
---------------------
Thank you again for considering this proposal to provide permanent supportive housing for
people experiencing chronic homelessness in Marin County. If you have any questions or need
additional information, please feel free to contact Homeward Bound Deputy Executive Director
Paul Fordham: 415.382.3363, ext. 211 or pfordham@hbofm.org
J U L Y 2 0 1 7 t o J U N E 2 0 1 8 ANNUAL REPORT H~meward n3ound
WHO WE SERVED 2017-2018 | Who We Serve 011173 TOTAL : FAMILY PROGRAMS: Under 5 6 to 12 13 to 17 18 to 24 25 to 34 35 to 4445 to 54 55 to 61 62+5%5%1%6%14%15%20%14%20%ADULT PROGRAMS: AGE RANGES: FAMILIES: VETERANS: 80 936 88 112 PARENTS 125 CHILDREN 237 ■ ■ ■ ■ ■ ■ ■
DEMOGRAPHICS 2017 -2018 | Demographics 02RACE ANDETHNICITYuntitled untitled0389777WHITE: 66% BLACK: 23% ASIAN: 2% NATIVE AMERICAN: 2% NATIVE HAWAIIAN: 2% MULTI-RACE: 1% UNKNOWN: 4% * LATINO: 16% GENDER: M F T 58% MALE 41% FEMALE <1% TRANSGENDER *The Homeless Management InformationSystem (HMIS) intake form does not offerHispanic or Latino as options for race. Many Hispanic residents select "white".
ADULT PROGRAMS FAMILY PROGRAMS Write your goal here 2017 - 2018 | Housing Outcomes 03HOUSING OUTCOMES MARKETRATE SUBSIDIZED TEMPORARYHOUSING/SHELTER FAMILY/ FRIENDS PLACES NOT MEANT FOR HABITATION 15% 23% 19% 31% 12% 16% 23% 21% 21% 19% 88% OF ADULTS Left for a Housing Opportunity 81%OF FAMILIES Left for a Housing Opportunity • • ~ 1111
2017 - 2018 | Fresh Starts Culinary Academy 04Number ofStudentsTrained Put one mainhighlight here. 60 TrainingCost PerStudent Put the fourth mainhighlight here. 5k Percent ofStudentsHomeless Put a third mainhighlight here. 85% Put your second mainhighlight here. $14.80 FRESH STARTS The Fresh Starts Culinary Academy is Homeward Bound's job-training program servingboth Homeward Bound program participants and low-income students from thecommunity. This 10-week course prepares students for successful jobs in the culinary field. The program is certified by the American Culinary Federation. GraduateAverageStarting Wage
HIGHLIGHTS 2017-2018 | Highlights 05NOV New Housing Program The Yellow Hallway Program, apartnership with the DominicanSisters, opens its doors tohomeless families who willreceive transitional housing forup to two years. Coordinated Entry Working with County leaders, HomewardBound jumpstarts the new Coordinated EntrySystem, starting with a new resident in thePalm Court Program. Coordinated Entry is aprocess developed to ensure that all peopleexperiencing a housing crisis have fair andequal access and are quickly identified,assessed for, referred, and connected tohousing and assistance based on theirstrengths and needs. OCT JULY Social Enterprise Success Homeward Bound now sellsWagster Treats in over 100+California stores including allPet Food Express locations.
2017 - 2018 | Highlights 06County Fair In tradition with our love forgreat food and community,the Fresh Starts teampresents a tasty menu atMarin County Fair. Housing-Focused Shelter The New Beginnings Center hires ourfirst Housing Navigator to support astronger focus on obtaining permanent housing for shelter residents. MAR FEB Housing for Homeless Seniors Larkspur Planning Commission approves the usepermit for our new group home for seniors (KingStreet Senior Housing). JUNE HIGHLIGHTS
H O M E W A R D B O U N D O F M A R I N THANK YOU! www.hbofm.org
Transition
to Wellness
Novato
3 studio units
(6 medical respite beds)
Fireside Apartments
Mill Valley
Partnership with Eden
Housing
8 senior units (8 beds)
Family Center
San Rafael
9 rooms (25 beds)
Next Key
Apartments
Novato
4 studio units (8 beds)
Oma Village
Novato
14 houses (35 beds)
Adult Services Family Services
Job-Training Programs
Mental Health Services
EMERGENCY SHELTERMill Street Center
San Rafael
55 beds
EMERGENCY SHELTER
EMERGENCY SHELTER
TRANSITIONAL HOUSING
San Clemente
Family Homes
Corte Madera
Partnership with EAH
Housing.4 houses (13 beds)
PERMANENT SUPPORTIVE HOUSING
Family Place
Multiple Locations
10 houses (41 beds)
PERMANENT SUPPORTIVE HOUSING
Meadow Park
Novato
Partnership with EAH
Housing. 6 houses (15 beds)
Yellow Hallway
San Rafael
2 families (5 beds)
PERMANENT SUPPORTIVE HOUSING
TRANSITIONAL HOUSING
New Beginnings
Center
Novato
80 beds (including 16 beds
for veterans)
SHELTER & TRANSITIONAL HOUSING
PERMANENT SUPPORTIVE HOUSINGPERMANENT SUPPORTIVE HOUSINGPERMANENT SUPPORTIVE HOUSING
PERMANENT SUPPORTIVE HOUSING
Fireside Apartments
Mill Valley
Partnership with Eden
Housing. 10 houses (35 beds)
PERMANENT SUPPORTIVE HOUSING
Voyager Program
San Rafael
5 rooms (10 beds)
Carmel Program
San Rafael
26 rooms (26 beds)
EMERGENCY SHELTER
Palm Court
Multiple Locations
26 beds
PERMANENT SUPPORTIVE HOUSING PERMANENT SUPPORTIVE HOUSING
Apprenticeships
Offers paid apprenticeships
in Janitorial & Building
Maintenance and
Landscaping & Gardening.
Next Key
Apartments
Novato
25 studio units (25 beds)
TRANSITIONAL HOUSING
Fourth Street Center
San Rafael
20 rooms (20 beds)
PERMANENT SUPPORTIVE HOUSING
Meadow Park
Novato
Partnership with EAH
Housing. 6 houses (15 beds)
PERMANENT SUPPORTIVE HOUSING
Warner Creek
Senior Housing
Novato
Partnership with Eden
Housing. Support services
provided for 60 residents
PERMANENT SUPPORTIVE HOUSING
Fresh Starts
Culinary Academy
Offers intensive 10-week
job-training program. Enrolls
up to 80 students annually.
King Street
Senior Housing
Larkspur
12 beds
Housing at Last
Multiple Locations
26 beds
HOMEWARD BOUND PROGRAM MAP – 2018
COMING SOON!
RESOLUTION NO. 14612
RESOLUTION OF SAN RAFAEL CITY COUNCIL DECLARING A
SHELTER CRISIS PURSUANT TO SB 850 (CHAPTER 48,
STATUTES OF 2018 AND GOVERNMENT CODE § 8698.2).
WHEREAS, California’s Governor Edmund G. Brown, Jr. and the members of the
California Legislature have recognized the urgent and immediate need for funding at the local
level to combat homelessness; and
WHEREAS, the Governor and Legislature have provided funding to local governments
under the Homeless Emergency Aid Program as part of SB 850 and the 2018-19 Budget Act
(Chapter 48, Statutes of 2018); and
WHEREAS, the Governor and Legislature require jurisdictions seeking an allocation
through the Homeless Emergency Aid Program to declare a Shelter Crisis pursuant to
Government Code §8698.2; and
WHEREAS, the City of San Rafael recognizes that in addition to the definition of a
“shelter crisis” in Government Code Section 8698, a shelter crisis also means a severe lack of
permanent housing, preventing people experiencing homelessness from obtaining the housing
stability they need to achieve independence and self-sufficiency; and
WHEREAS, the City of San Rafael believes adequate shelter is safe, stable, permanent
housing; and
WHEREAS, the City of San Rafael identified in the 2017 Homeless Point-In-Time Count
233 persons within San Rafael who were homeless and living without shelter; and
WHEREAS, the City of San Rafael finds that the number of people experiencing
homelessness is significant, and these persons are without the ability to obtain shelter and
housing; and
WHEREAS, the City of San Rafael finds that the health and safety of unsheltered
persons in San Rafael is threatened by a lack of shelter and housing; and
WHEREAS, the City of San Rafael supports the other jurisdictions and service providers
in Marin County in the effort to decrease homelessness through Coordinated Entry and Housing
First principles; and
WHEREAS, the City of San Rafael believes this can only be achieved by creating more
housing;
NOW, THEREFORE, BE IT RESOLVED BY the City Council of the City of San Rafael
that a shelter crisis pursuant to Government Code §8698.2, exists in San Rafael, and San
Rafael is now authorized to participate in the Homeless Emergency Aid Program.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing resolution was
duly and regularly introduced and adopted at a regular meeting of the City Council of said City held
on the 3rd day of December, 2018, by the following vote, to wit:
AYES:
NOES:
ABSENT:
COUNCILMEMBERS: Colin, Gamblin, McCullough & Mayor Phillips
COUNCILMEMBERS: None
COUNCILMEMBERS: Bushey
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LINDSAY LARA, City Clerk